Airport Experience® News - Leadership & Culture Issue 2023

It was incredibly exciting to find those local brands that mean so much to a community and provide them with the chance to be experienced by people all over the world. What is your best advice for individuals seeking a position similar to yours? My dad told me when I was young that I would always meet people who are smarter than I am, more talented, have more gifts than I’ve been given, etc., but that they can’t outwork me. He told me to show up every day and do the next right thing. We all know intrinsically what that next right thing is. It may not be the easy way, but it’s the right way.

Taking on the leadership position in the Asia/Pacific division also marked a pivotal moment in my career. It involved not only familiarizing myself with diverse cultures across China, South and Southeast Asia, and the South Pacific, but also deepening my cultural understanding through the airlines’ rapid expansion in the region. I will always consider this phase of my career journey as the most enlightening and rewarding. Collaborating with professionals representing the airline across 11 countries provided me with valuable business perspectives and led to lifelong friendships that endure to this day. After completing five years in the Asia/ Pacific division, I was asked to lead the airline’s expansion in Japan. My responsibilities included revamping the organization and refining its business and marketing strategies. Notably, I succeeded a seasoned Japanese male leader who had led the airline in Japan for over 40 years. My appointment marked the first-ever leadership transition. Furthermore, my appointment as a western woman in a nation where less than 15% of the senior and management roles are held by women provided a unique test for my leadership abilities, enabling me to enhance my skills in active listening, embracing alternative perspectives and cultural adaptability. What is your best advice for individuals seeking a position similar to yours? In my current role as president of Airport Dimensions Americas, in addition to my previous positions, I have been responsible for overseeing all aspects of the company. From finance and marketing to operations and product development. My diverse experience across these areas, combined with working in various U.S. and international markets, prepared me to take on senior leadership roles. A broad range of experience across multiple disciplines is crucial for success in a leadership position at the helm of a company. Additionally, I believe that individuals aspiring to leadership roles in hospitality must gain a comprehensive firsthand understanding of the operational requirements necessary to deliver the expected guest experience. Leaders who possess a deep understanding of operational challenges and an intuitive awareness of the guest journey tend to achieve the most success. Taking risks and broadening your knowledge and experience by living and working in various markets and cultures reaps countless benefits. It will improve your professional qualifications and give you unparalleled insights and cultural awareness.

STEVE JOHNSON, PRESIDENT AND CEO, AVOLTA NORTH AMERICA How did your first opportunity in the

aviation/concessions industry come about? I entered the airport concessions industry somewhat by accident. In the mid-90s, I was group marketing director for Westfield , where I was responsible for three shopping centers in the Washington, D.C. area. The owner of the company, Frank Lowy, wanted Westfield to get into the airport business, so he challenged me with developing an RFP response for Dulles International Airport (IAD) and Ronald Reagan Washington National Airport (DCA). I knew nothing about this industry. In fact, I didn’t know it existed. But we won the bid, and Frank asked me to manage the concessions programs at both airports. I declined — twice — as my intent had always been to see the RFP through and return to the mall business. Frank would not take no for an answer, saying I had to run this business because I was the only person who knew anything about the industry. So I became the first employee for Westfield’s airport concessions management and operated as a one-man show for some time. I thought I would give the industry a try for six months. And that was over 25 years ago. Can you point to 1-3 turning points in your career that influenced your path to leadership? For decades, airport concessions were generic. There were no brands. A bar was just called “Bar” and a pizza joint was just “Pizza.” The industry’s belief was that national brands wouldn’t work. Many said they were too expensive and that consumers wouldn’t be interested. But when we, at Westfield, gave it a shot and started to bring national brands to airports - traditional mall tenants like GAP and Victoria’s Secret - travelers began seeing airports differently. In that moment, I saw this as a career where I could make a difference and change an industry. I came from malls, which was a very mature industry. Airport concessions was the opposite, and I saw tremendous opportunity. The industry’s strategy had always been to focus on the financial returns of concessions, but I felt that if we built the right programs, the financial return would be a benefit of that. We took a chance that many likely thought was risky, but it took off. A few years into my tenure with HMSHost, we saw a similar opportunity to further evolve airport concessions through local brands. There had been a strong belief that local concepts wouldn’t work, but we did it, and they became a core part of our portfolio.

NANCY KNIPP, PRESIDENT AMERICAS, AIRPORT DIMENSIONS How did your first opportunity in the aviation hospitality industry come about?

I have worked in the hospitality industry for my entire adult life, starting out in a local restaurant and a bartender before moving into travel with American Airlines . During my career with American Airlines I progressed through various leadership roles, each impacting the guest experience. I had the opportunity to lead American Airlines’ expansion into Asia, living and working in Hong Kong for five years, followed by another two years in Tokyo, leading their growth in Japan. This experience allowed me to witness firsthand the high standard of hospitality in Asian culture, where service is not just a job or a way to earn money, but intrinsic to the culture. Drawing on these experiences, I was later tasked with overseeing American Airlines’ Premium Services Division, which included their Admirals Clubs and Flagship Lounges. My team and I developed and implemented the ConciergeKey program and introduced the five star service product. After leaving American Airlines, I was recruited to lead Collinson’s new lounge development division, Airport Dimensions . Can you point to 1-3 turning points in your career that influenced your path to leadership? I assumed my first leadership position when I was in my early twenties, with a team whose experience at the airline exceeded my years. Thankfully, they were tolerant of my youthful ideas and methods. Together, we all discovered how to adjust and strike a balance between traditional and innovative approaches.

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AX NEWS LEADERSHIP ISSUE 2023