MWAA's Succession Planning Strategy Fuels Airport Growth and Innovation
Preparing Aviation Leadership to SOAR
The aviation industry is evolving at a rapid pace. As the Metropolitan Washington Airports Authority (MWAA) continues to expand and modernize Dulles International and Reagan National airports, the need for a strong and prepared leadership pipeline has never been more critical. Ensuring operational excellence, delivering exceptional passenger experiences and achieving long-term sustainability requires more than infrastructure and technology. It demands visionary leadership, cultivated from within.
At MWAA, leadership development and succession planning are strategic imperatives. A future-ready workforce is essential to managing the ever-changing complexities of modern airport operations and advancing the organization’s mission to develop, promote and operate the airports safely and efficiently while continually improving the customer experience.
At the heart of MWAA’s approach to leadership development is SOAR, the Succession Optimization and Advancement Readiness practice. SOAR is a structured, strategic model for identifying, developing and preparing future leaders across all career stages. SOAR aligns with MWAA’s long-term business priorities and ensures leadership continuity by building a resilient bench of internal talent capable of stepping into key roles as the organization evolves. This intentional, future-focused model emphasizes equity, visibility and long-term support for career growth.
Anthony Vegliante, MWAA’s senior vice president and chief human resources and administrative services officer, has been a driving force behind the authority’s leadership development strategy. Reflecting on the organization’s progress over the last decade, Vegliante explained the importance of intentional growth and adaptability.
“Our first supervisory training program launched in 2015, and since then, we’ve made tremendous strides in building a strong succession pipeline,” he shared. “We’ve taken the time to listen, refine and invest, ensuring our efforts remain aligned with the evolving needs of both our workforce and the industry. It’s about more than just developing leaders; it’s about sustaining the mission of the airports authority through thoughtful, continuous preparation.”
MWAA’s SOAR practice targets leadership development at all levels of the organization, from the entry-level Professional Development Program to the Supervisory Training Program for frontline leaders, the Manager Development Program for mid-level managers and the Leadership Development Program that prepares high-potential talent for executive roles. These programs provide meaningful learning experiences that foster the skills, confidence and strategic thinking necessary for career progression. Early-career professionals participate in a structured development experience that builds foundational leadership competencies while exposing them to various facets of airport operations. The supervisory series equips frontline leaders to manage teams with clarity, consistency and compassion. Mid-level managers engage in executive coaching, collaborative projects and enterprise-wide learning. The leadership program builds on this foundation by equipping emerging executives with the strategic insight, executive presence, and cross-functional exposure needed to thrive at the senior level. This tiered approach ensures employees at every stage of their careers are equipped to support MWAA’s long-term success.
Nearly 46 percent of the authority’s key leadership positions have been filled by individuals who completed one or more of these development programs, demonstrating the direct impact of investing in internal talent and the strength of MWAA’s succession pipeline. Engaging employees in their career development journey is essential not only to attracting and retaining high performers, but also mitigating risks by preparing for transition, preserving institutional knowledge and leadership continuity.
The impact of MWAA’s leadership development strategy is best illustrated through the career journeys of leaders who have risen through the organization’s ranks. Vice President and Airport Manager Terry Liercke, ACE, has been with the airports authority for 26 years, having risen through the ranks during his tenure. His career is a testament to the power of MWAA’s internal talent development and succession planning strategy.
From his early days in airport operations to now leading Reagan National’s team, Terry’s journey reflects a deep commitment to professional growth, operational excellence and leadership development. “As someone who has grown within this organization, I’ve seen firsthand how MWAA values the growth of its people,” Liercke says. “Every step of the way, I was supported, challenged and prepared for the next level. It’s not just about filling roles, it’s about preparing leaders who understand our mission, our culture and the responsibility we have to the traveling public.”
Every step of the way, I was supported, challenged and prepared for the next level. It's not just about filling roles, it's about preparing leaders who understand our mission, our culture and the responsibility we have to the traveling public.
As chief of staff to the CEO, Jeremy Meltzer, C.M., also has experienced a career shaped by MWAA’s commitment to internal talent development. Over the past 17 years, Jeremy has steadily advanced through roles of increasing responsibility, including his previous position as airport administration department manager at Reagan National. Now serving as a key member of the airports authority’s executive office, he provides strategic support to the CEO, manages executive-level initiatives and fosters collaboration across departments. His role exemplifies the trust and operational insight that comes from long-term internal growth. “MWAA’s investment in my development across functions, across airports and across challenges, has helped me grow as a leader and has given me the tools to serve the organization from a broad and strategic lens,” Meltzer reflected. “Succession planning isn’t just about preparing for what’s next, it’s about building institutional strength that lasts.”
As MWAA advances key projects to enhance the passenger experience and modernize facilities, the organization’s talent strategy plays a direct role in sustaining this momentum. In 2024, Reagan National welcomed a record-breaking 26.29 million passengers, up from 25.45 million in 2023. Dulles International also experienced historic growth, with 27.25 million passengers in 2024, up from 25.14 million the previous year. These numbers reflect not only increasing demand on infrastructure, but also the growing complexity of operations, decision-making and service delivery. A well- trained and agile leadership team ensures MWAA can meet these challenges head-on managing expansion, navigating organizational change and proactively mitigating migrating risks while delivering excellent service.
Looking ahead, MWAA will continue to evolve its leadership development model and succession planning strategy to reflect shifting workforce needs and emerging business priorities.
The commitment to growing internal talent, expanding access to leadership opportunities, and ensuring bench strength remains at the heart of the organization’s approach to sustaining excellence.