A Letter from the Chair: Marshall Stevens, A.A.E

The 98th Annual AAAE Conference and Exposition lived up to the theme, “Where Dreams Take Flight”  and billed itself as our “runway to the future of airport management.” As AAAE approaches its centennial celebration in 2028, it is critical that we all work together to prepare for that future. None of these goals can be achieved in isolation; each requires coordinated action across our members, chapters, committees, partners and staff. I am honored to serve as your chair and humbled to be part of the preparation as we fly toward the end of the first century of AAAE.

As has been the case in previous years, a top priority for me  is to continue to modernize and improve our nation’s airports by setting the priorities for FAA Reauthorization. As we did  during the last reauthorization, we must provide input so that our needs are considered in the process that shapes project eligibility, grant assurances, funding levels, safety oversight and the day-to-day operating environment at airports of every size. AAAE’s strength has always come from combining our members’ policy input with the incomparable legislative experience of the AAAE team. In the months ahead, staff will reach out seeking input from committees and
individual members.

Preparation also  includes emergency readiness, which is a personal priority of Past Chair Rebecca Hupp, A.A.E. June 1-7 is CPR and AED  Awareness week and the American Red Cross recognizes October as Sudden Cardiac Arrest Awareness Month. Preparedness saves lives. AED planning is not simply purchasing devices — it is building a program of strategic placement based on passenger flows, routine maintenance and battery replacement, clear signage, coordination with emergency responders and training for staff and tenants so the response is immediate and confident. Our network of professionals will  be critical in continuing to share ideas and success stories regarding AED implementation.

Preparation for the next  century must include workforce development initiatives. AAAE has several great programs to help grow the airport workforce, including the Academic  Relations Committee and their program for college students at the conference, and the Young Professionals Committee that  continues to engage leaders
early in their careers. I believe there is a need to engage the future workforce even earlier.

Between now and the 2028 AAAE Annual Conference and Exposition, I challenge airports, regional chapters, corporate members and student chapters to interact with 100,000 high school students.

Many students (and educators) still associate airports with only a narrow set of visible jobs. If we want to build a diverse, skilled and mission-driven workforce, we must show students the full map of opportunity and the real-world impact of airport work. The message should be consistent: airports offer stable careers, meaningful public service and advancement for people who enjoy solving problems. When we pair that message with  internships, job shadowing and entry-level pipelines, we turn curiosity into commitment.

Our AAAE Foundation is another avenue for workforce  development, and we must continue to strengthen it. Last year, A.A.E.’s, the group that benefits most from the foundation, represented only 1.4 percent of total giving. That statistic should prompt reflection, not criticism, and we can certainly do better. The foundation has grown, with opportunities not just for offspring but for our industry as well. Our Foundation  Committee has been working on initiatives so that Our Legacy can become Their Future, and I encourage all to help support and grow this future.

Our existing workforce is also a critical part of our future. AAAE certification and accreditations provide our career professionals with visible pathways and reasons to stay engaged. The knowledge and experience gained through the A.C.E.  certifications, to the Certified Member, and culminating in the  Accredited Airport Executive form a pyramid of opportunity that creates a structured commitment to mastery, ethics and leadership growth.

This pyramid concept captures a simple truth: each step — training, experience and service — creates a broader base for advancement. Accreditation helps professionals move from  learning the work, to leading the work, to shaping the future of the work. Training and accreditation also educate seasoned  leaders by reinforcing the responsibility to mentor and to model continuous improvement. It is critical for airport leaders to ensure workforce development by recognizing and rewarding progress through professional development plans, and by
working with AAAE to promote the opportunities available.

Finally, we should investigate, pragmatically and proactively,  the opportunities and challenges artificial intelligence will bring  to airports. AI is already touching aviation through demand forecasting, resource scheduling, predictive maintenance, security analytics, passenger flow management and customer service.
Done well, these tools can help airports operate more efficiently, reduce delays, anticipate asset failures and improve accessibility and communications. They can also help staff focus on higher value work by automating repetitive tasks and improving decision support in complex environments.

AI adoption also comes with real challenges that airport leaders must address head-on: data  governance and privacy, transparency and bias, cybersecurity and the need for clear accountability when automated systems influence safety or customer outcomes. Airports will need policies for  responsible use, procurement standards
that require explainability and security, and training that helps staff understand both the power and limitations of these tools. Importantly, AI should not be framed as a replacement for people, but as an accelerator for well-trained professionals. That circles back to workforce development; tomorrow’s airport leaders will need
fluency in technology, ethics and operational risk management.

These priorities share a common thread: they are all about readiness. FAA Reauthorization is readiness in policy. AED planning is readiness when seconds matter. Reaching 100,000 students is readiness in people. Foundation giving is readiness in opportunity. Accreditation is  readiness in professional standards. AI planning is  readiness for the next wave of operational change.

If AAAE is at its best when we listen, collaborate and act together, then now is the time to lean in through chapter engagement, volunteer leadership, mentoring and sustained advocacy. The runway ahead is active and full of possibilities. Let’s move forward with a commitment to serve our airports and communities as we make our dreams take flight.