Airport Experience® News - Leadership & Culture Issue 2023

NICHOLAS CREWS, CEO/ MANAGING PARTNER, CREWS COMPANIES

JOE DAIELLO, ASSOCIATE DIRECTOR, COMMERCIAL DEVELOPMENT, TORONTO PEARSON INTERNATIONAL AIRPORT How did your first opportunity in the

Airport (MIA) in the mid-90’s. The airport wanted to do a deep dive on international airport best practices and sent Unison consultants along with airport officials and ad hoc advisors to visit airports in Hong Kong, Singapore, London, Copenhagen and Frankfort. To this day I am inspired and guided by what we witnessed on that trip in terms of the heightened guest experience. Can you point to 1-3 turning points in your career that influenced your path to leadership? Several years of practicing law as a young litigator at a Chicago corporate law firm taught me the importance of the written word, how to state your case and be persuasive and the importance of deep preparation. I underwent exacting critiques of legal briefs and oral arguments from the firm’s partners. I call it my “boot camp.” This experience prepared me well for the tremendous amount of analysis, writing and presentation required later in my consulting practice. It also gave me the tools to guide and nurture young consultants and analysts entering the field. As a founding partner of Unison Consulting Group , I learned how to build and nurture a team of professionals - putting my own ego aside to let others flourish and focusing on the “we” rather than the “I.” I always kept in mind the advice of Michael Dell, Founder and CEO of Dell Technologies: “Try to never be the smartest person in the room. And if you are, I suggest you invite smarter people, or find a different room.” I truly have followed this advice in forming a stellar team of consultants at Unison who have gone on to do big things in the industry since working with me. What is your best advice for individuals seeking a position similar to yours? First, remember that the people you meet on the way up, you’re likely to meet again on your way down (during tough times). So if you are in a position of power in your organization, be responsive, respectful and straightforward in your dealings with everyone. It’ll pay you back in spades. Second, learn to think outside the box. Fresh ideas and innovation are game changers in this industry. Like other industry actors, airports are following lifestyle trends and are looking for the “next new thing.” Try to be the one to bring it!

How did your first opportunity in the aviation/concessions industry come about?

As a second-generation airport concessions entrepreneur, I grew up in the business. The opportunity to get into the business full time came in 2008-2009 when I was completing my final year of law school, interning at a record label and working part time at [ Los Angeles International Airport (LAX)] for my family’s news & gift business. During this year, I formed relationships with LAX stakeholders and gained a deeper understanding and passion for airport concession operations. LAX was scheduled to release an RFP for new opportunities that allowed me to leverage my legal and business development background and to sign multiple local F&B brands. I submitted responses to LAX RFP’s in partnership with my family’s company and successfully won three F&B locations at LAX. Can you point to 1-3 turning points in your career that influenced your path to leadership? The pandemic and global airport shutdown in April 2020 had the greatest influence on my path to leadership within the industry. The pandemic occurred four months after I completed the acquisition of the majority interest in my family business via a leveraged buy-out. The pandemic forced us to close 32 of 33 locations, lay-off or furlough 98% of our workforce, renegotiate terms with our lenders, vendors and airport partners all while working with industry colleagues and associations to carve a pathway forward. Simultaneously, my appointment to the board of the Airport Restaurant & Retail Association (ARRA) and to chair of ARRA government affairs positioned me at the forefront of our industry discussions with Congress for federal relief. We were ultimately successful in obtaining $1 billion in grants to airports earmarked for concessions rent relief. What is your best advice for individuals seeking a position similar to yours? Always strive to be a “learn it all.” Seek to be a learn it all by 1) knowing your own personal balance sheet. Be realistic with your weaknesses, people respect it when you seek help when you’re trying to advance a shared mission. 2) Don’t just ask others for advice, learn from their experiences and draw from your own insights. Success leaves clues. 3) Listen more than you talk. Often when people view themselves as experts, they become attached to being right. It’s not about being right, it’s about getting the right answer for the organization. Listen and learn more, talk less.

aviation/concessions industry come about? My first opportunity came through a co-op placement while studying business administration. An opportunity opened within the real estate and terminal properties division of the airport to help oversee all the developments in the new terminal building development and prepare all airlines and tenants to relocate from the old terminal into the new terminal building. As a young professional just beginning my career, I did not even realize how large and extensive an airport operation was. In 2008, I moved into the concession team, overseeing the food and beverage program. Can you point to 1-3 turning points in your career that influenced your path to leadership? The first is having the opportunity to work with global partners from the duty free, retail and food and beverage environment to transform the concessions landscape at Toronto Pearson [International Airport] (YYZ). Building strong working relationships with partners gave me insights into the commercial business and the best ways to integrate into YYZ to deliver an exceptional customer experience and drive revenues. Second, taking on a role in terminal operations for about two years, and leading the terminal operational teams which oversaw the day of operations within YYZ Terminal 1. This allowed me to have a 360 view of the airport, allowing me to connect all the dots from aviation to the non-aviation side. Finally, having great mentors and leaders throughout my career who helped shape my growth and my direction by giving me the opportunities to lead large initiatives, be part of decision-making processes and allowing me to work independently while having the guidance. What is your best advice for individuals seeking a position similar to yours? There is so much opportunity within an airport, as they are like cities within themselves. Do not limit yourself to one part of the business, take the opportunity and challenge to learn various aspects of the airport business to make yourself a more well-rounded and valuable asset.

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AX NEWS LEADERSHIP ISSUE 2023