Business Traveler (USA) - - UPFRONT -

There are lots of play­ers. I used to be CEO of Harts­field-At­lanta. When I was in At­lanta, there were 300 peo­ple that re­ported to me. There were 35,000 em­ploy­ees at that air­port. So I con­trolled less that one per­cent of the em­ploy­ees at that air­port. But yet I was re­spon­si­ble for mak­ing it work. The air­port has to man­age es­sen­tially this city that they don’t con­trol.

How does all that af­fect the air­port’s pas­sen­ger?

The pas­sen­ger’s re­ally not in­ter­ested in your ta­ble of or­ga­ni­za­tion. They want this seam­less jour­ney from be­gin­ning to end. So that’s part of the chal­lenge, as well as the joy, of run­ning an air­port.You have to make this orches­tra – very few of whom re­port to you – sound like mu­sic.

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