employed that will be effective in
that airport environment.
IND: A diversity program at
an airport must serve a 24/7
workforce that includes a majority
of frontline employees. HR
programming and training has to
address employees within various
socio-economic levels, and be
cognizant of implications across
the organization. It’s important
for employees to be well-versed in
inclusion as they serve the millions
of passengers who travel through
the airport each year.
The 24/7 environment also
impacts our business diversity.
Businesses providing various goods
and services need to understand
the airport’s commitment to the
passenger experience, and any work
done cannot impede our customer
LIT: Everything we do at the
airport is transparent and open
for all to see. Thus, you must be
consistent, fair and reasonable
in all your dealings. Airports are
subject to both state and federal
Freedom of Information requests to
ensure that we are fair, consistent,
transparent and in compliance
with federal, state and commission
directives. That is not the case in all
What advice would you give
an airport executive looking
to start a program?
BWI: Learn your workforce and
the airport’s culture. Attempt
to meet your workforce “where
they are” to establish a necessary
connection and trust. Then, once
that connection and trust are
established, begin to introduce a
vision that brings together the entire
organization around a common
expectation. It is at this point that
you are best positioned to employ
policies that will enable diversity.
However, these policies should
be introduced in the context of
expanding the airport’s ability to
meet strategic outcomes.
IND: Airport executives need
to view their organization as
an integral component of the
surrounding community. By
understanding the diverse groups
and demographics surrounding the
facility, you can begin to develop a
program that appropriately serves
those individuals that make up
LIT: You have to be personally
involved. This is not something
that you can or should delegate.
Regarding the employees, I never
advocate giving preferences, but
rather create more competition
among those that are dedicated to
their personal development. Once
its program is fully implemented,
LIT will be more open to and
inclusive of the entire community
that we serve. This will help to
make the airport a greater part of
the community in the eyes of the
people we serve rather than that
large entity that is neither well
understood nor appreciated for
the contributions that we make
to the people, community and
from April 2, 2016-
March 13, 2017
Ryan C. Betcher, A.A.E.
Myrtle Beach International Airport
Carlton Braley, A.A.E.
Manchester-Boston Regional Airport
Darlene Cookish, A.A.E.
Ethan Croop, A.A.E.
Lee County Port Authority
Tony Cugno, A.A.E.
Jacksonville Aviation Authority
Philip M. D’Acri, A.A.E.
San Luis Obispo County Regional Airport
David Decoteau, A.A.E., ACE
Hayward Executive Airport
Christopher Dougherty, A.A.E.
Philadelphia International Airport
Neil Gabrielson, A.A.E., ACE
San Antonio International Airport
Robert Hooper, A.A.E.
Yellowstone Regional Airport
Justin Julian, A.A.E., ACE
Anderson Regional Airport
Doug Kreulen, A.A.E.
Metropolitan Nashville Airport Authority
Andrea Kvech, A.A.E.
Pensacola International Airport
Lisa Gardner, A.A.E., ACE
Port Authority of New York & New Jersey
Kenneth Moen, A.A.E., ACE
Reno-Tahoe Airport Authority
Jimmy Mynatt, A.A.E., ACE
Charlotte Douglas International Airport
Samuel Priest, A.A.E.
Hartsfield Jackson Atlanta
Wayne Reiter, A.A.E., ACE
Montgomery-Gibbs Executive Airport/
Brown Field Airport