Airport Experience® News - Leadership & Culture Issue 2023

known of a person of color to be in that position at any airport. It was then that I began to believe that if she could achieve it, so could I. Early on in my career, my boss at Palm Springs International Airport (PSP) tasked me with forming relationships with the business community. At the time, there were no partnerships or regular communications in place with the main source of the airport’s passenger base - the business community. He gave me the power to make decisions and allowed me to create a reputation as the airport’s primary point of contact. His trust in me allowed me to see that I had the ability to be creative, set a goal and achieve it. Another turning point came after serving more than nine years in Palm Springs. I was recruited to become the director of aviation real estate with the Wayne County Airport Authority in Detroit. My soon-to-be boss felt that my demonstrated ability to cultivate business relationships was critical to success in that role, and that my personality would be a benefit to the overall organization. The work environment proved to be very challenging, but I realized that this time in Detroit was meant to be. I spent more than two years in Detroit and learned an incredible amount about the industry. That career stepping-stone brought me even closer to realizing my professional goal and better prepared me for navigating difficult situations. What is your best advice for individuals seeking a position similar to yours? I would strongly suggest that anyone striving to become an airport director attempt to gain as much experience as possible across the organizational structure of an airport. Do not limit yourself when it comes to career advancement. While there are select examples of airport directors who have risen through the ranks of the same airport to take the helm, they are certainly the exception. Also, working at different airports broadens the perspective associated with an airport’s operation. Lastly, as I began interviewing for airport director positions, my mentor gave me priceless advice. She said the first airport director assignment would be the most difficult to land. So, when the door was opened, walk through it. In other words, don’t be too particular about where the airport is or other specific factors which differentiate it from other airports. You can become more selective down the line as your career advances.

Understanding the airport’s perspective helped set my career trajectory and fed my passion for the aviation sector, and ultimately led to the executive position I have today with Metropolitan Washington Airports Authority , as vice president overseeing all marketing and in-terminal concessions for two premier airports. What is your best advice for individuals seeking a position similar to yours? This industry is a very dynamic, but small, universe. You never know where you or your colleagues will go and how your paths will cross during your career, so my best advice is to grow your network, develop lasting relationships, never burn bridges and get involved in industry associations to help open doors to the opportunities.

JAIMINI ERSKINE, VICE PRESIDENT OF MARKETING AND CONCESSIONS, METROPOLITAN WASHINGTON AIRPORTS AUTHORITY

How did your first opportunity in the aviation/concessions industry come about? After graduating college, I was eyeing Marriott Corporation as a great foundation to launch my career. I am passionate about hospitality. Even though my degree was in marketing, my first break into the company was working as a temp in Marriott’s legal department during the initial company split in 1993. The split resulted in a spin-off company (Host) which managed its travel sector concessions business. This gave me an opportunity to learn about contracting and business development in this unique industry, along with the ability to move into various positions at HMSHost in the first decade of my career. Can you point to 1-3 turning points in your career that influenced your path to leadership? A significant turning point was leaving a major company and going into business for myself as a consultant in the concessions industry. It was full of uncertainty, but after tapping into my network of colleagues, I was pleased to discover that my knowledge and expertise was needed. I gained a steady client base and expanded my skills in project management, negotiations, developing concepts, sourcing local products, small and local business inclusion, innovation and other areas. My consulting business opened doors to full-time employment opportunities and senior-level positions with many companies. Another major turning point was leaving the private sector and going into the public sector. It was the most eye-opening experience realizing the complexities of airport management. My first airport opportunity as director of commercial management at Baltimore/ Washington International Thurgood Marshall Airport (BWI) was both overwhelming and exciting, knowing that I had responsibility over all the aeronautical and non-aeronautical revenue-generating contracts for the airport and oversight of staff in these two critical functional areas. Under the wing of the company’s CFO, Jim Walsh, I became a sponge, absorbing all aspects of airport economics, airline affairs, operations, government and, most notably, the airport’s procurement process.

BRYANT FRANCIS, DIRECTOR OF PORT CONTROL, CITY OF CLEVELAND How did your first opportunity in the aviation/concessions

industry come about? I’ve been passionate about aviation since I was a kid. Initially, I aimed to become a commercial pilot and wanted to attend Embry-Riddle Aeronautical University. However, my eyes were opened to the many functions required to operate an airport during a cooperative education opportunity at my hometown airport. During my freshman year at Embry Riddle, I shifted degree programs from aeronautical science to aviation business administration with a concentration in airport management. My first career opportunity came through the networking I had done with several members of staff at Hartsfield Jackson Atlanta International Airport (ATL). When the need arose to hire temporary staff for the 1996 Summer Olympic Games, several members of the team suggested I be considered. I interviewed with the airport operations manager and was selected. It was an invaluable experience and I ultimately served as an airport operations representative there for seven months. Can you point to 1-3 turning points in your career that influenced your path to leadership? While still in college, Angela Gittens became the head of ATL. I had never

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AX NEWS LEADERSHIP ISSUE 2023