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Enter The Hold Room for episode 16 with Roddy Bogus Vice President of Aviation at RS&H as he speaks with Delia Chi and Neil Chatwood about the differences in the passenger experience for Baby Boomers versus Millennials during the pandemic and in general. Listen to this episode to learn about emerging technologies to streamline the passenger experience and how customer service is changing due to passenger behavior. The Hold Room, Episode 16 Transcript [Introduction] TJ: Welcome to The Hold Room with ACC: a quick update on all things relating to airport development as well as the Airport Consultants Council. Wendy: This episode is part of a New Passenger Experience series hosted by ACC’s Terminal and Facilities Committee. In this series, we are collecting the experiences and perspectives of different types of users of the airport passenger terminal, including: business travelers; leisure travelers; airport executives; airport, airline, TSA, and concessions staff; and airport consultant staff, to name a few. For more information on this series and the hosts, go back and give the first episode a listen to. Wendy: Roddy Bogus is in the Hold Room this week with Delia and Neil. Listen to what Roddy has to say as a Baby Boomer and a seasoned aviation professional about traveling during the pandemic and the outlook for the year ahead. [Interview] Delia: Welcome to the Hold Room in this episode on the New Passenger Experience today we turn our focus to the air travel experience from the perspective of a baby boomer. We are joined today by Roddy Bogus, a leader in the aviation industry who serves as Vice President in the Aviation Building Service Industry at RS&H. It's such a pleasure to have you today in the hold room. Can you please tell our listeners a little bit about yourself and what you do? Roddy: Thanks Delia, my name is Roddy Bogus. I'm the Building Service Group leader for RS&H, and what that means is anything that is vertically constructed, so architectural and engineering falls under my group at RS&H, so I don't have responsibility for runways and taxiways, but my leadership is on the vertical applications on airports today. I started out as an architect and in 1988 somebody said,” Hey, can you write a proposal for some airport work?” …and I go, “Yes.” It was very exciting, so over the years I started on the airline side, working for two major carriers. After 911, that business didn't seem to be the right business to be in and started doing a lot more on the airport side. I've enjoyed every minute of it and many times hated every minute of it. Delia: Thanks, Roddy, one of the questions we had for you was how has the pandemic affected you, and I will add, as a baby boomer air traveler, and then, after that, as your experience being a consultant in the aviation industry? Roddy: So as a traveler, I think we all in our industry have to look at what we do as travelers too. We went down in March and I didn't travel probably much after the design symposium. I don't think I traveled again till maybe late summer, and the first time I went back after all these months of not traveling and I picked my clothing, my shoes, what goes in my briefcase to get me through the checkpoints, you know, without having to disrobe, and after four or five months, of not traveling. My first trip, I went to the airport, and I wore all the wrong stuff. My shoes rang. I wore the wrong belt. I was disrobing, and for the first time in a long time, I felt like I wasn't quite sure what was going on. I felt a little taken aback. My wife always argues with me and says, “Hey, you know what you guys at work in the airport industry, you guys know what to expect. You kind of know where the restrooms are gonna be. You know where to look for the gates, and so no matter which airport you're in, you kind of look for your certain clues. For those of us who don't travel every day, you know we sometimes can't find the restroom from having to read the signs and you don't. We don't see it the same way.” I felt for the first time, maybe her pain of going into an airport and being a little less comfortable and how it works 'cause I'd been away from it. So, I think it was a good slap of reality that had me thinking about things which we may talk about today as a passenger. Now from the consultant side, obviously we've had a ton of bad behavior both in the sky and in the airports. There's some airports that jokingly refer to as Friday night Fight Night at the airports now. And that's kind of comical, but it's also very sad to see what's going on, and is that a result in the polarization that we're seeing in the US? Not only politically, but otherwise, where you sit in the political side where you sit on the mask side or you’re just tired of other people side. Then we have that we have the airlines trying to get back up and running. I think we're also in the middle of changing who's flying. We're going from the last of the baby boomers all the way down to the Gen Zers, and I know looking at some of the Gen Zers, I know that their values and what they look for in travel may be different than mine, so there's a lot of things I think that we, as designers of airports, have to start considering. And at least asking ourselves questions of what does air travel look like in the future? How does one size fit all? And even the question is, do I look at the IATA (Airport Handling Manuals) and ACRP Manuals and say that tells me what an airport should look like and how it should function. Maybe there's a little bit of blank paper going on here and saying there's some changes to the system and we ought to be questioning why we're doing what we're doing and is there a different way? Delia: From the pandemic, what changes have you seen that you feel like needs to be evaluated, maybe already has been evaluated, and do you think those changes will stay around? Roddy: So, way to start right off with asking hard questions that don't have great answers in my opinion. Delia, I don't know that I've seen a lot of real changes in the US for the pandemic, other than we put in a lot of hand sanitizing machines, we put social distance stickers on the ground, which most people don't really acknowledge, and we've put up a lot of plexiglasses. There's a lot of talk early on with more automated systems, but outside of what I'm seeing, Seattle and I think one other airport do with kind of a call to checkpoint system where you can make reservations and trying that. I haven't seen a whole lot of real change. Let's be honest, that change most of the time, the automated systems here in the US, it comes from the airlines typically. We've read the papers lately with, you know server airlines having really bad days which makes lines and lines and lines of people very unhappy and inevitably they get unhappy with the carrier of choice, but they also become very unhappy with the airport that they're in. Well, I'm not flying out of airport X because the lines are so long, or because my flight is always delayed like it's the airports’ fault, and, at some point in time, I think the airports own a little more of process. And I don't know how that conversation happens with the airline agreements, but we've all seen where bags get late and I hate going to this airport because I never get my bags on time and all this so the automated systems, the intelligence systems, maybe digital twinning as it comes up in the future of how we monitor our airports and play what if with real time analytics are things that we need to see happen? I don't know how the airports and the airlines get together on this, but I think they have to be better partners because the airports wind up being the recipient of bad behavior when people get really frustrated at their carrier. Delia: I feel like in this industry it is moving towards that direction, but I'd love to get your take a little bit more on what the airport and the airlines need to do become better partners. Roddy: Well, they've got to talk a little more. I think there's a disconnect sometimes between the airlines on the corporate side and the airlines on the station manager side that reside in the airports. Station managers are the boots on the ground and the corporate people sometimes are there far less, and let's face it, during COVID many of the corporate people we all saw there was a ton of furloughs and a lot of the airline’s corporate offices. There's a bunch of new people there, and because of that, in some of my experience and not in all cases, a lot of the consultancy probably have more experience than the airline people that we're talking to, and that doesn't make us smarter it just means we have more experience and so that conversation that give and take that collaboration probably needs to happen a little more and we all have to be cognizant. They're trying to find a business model that works for them, and their vision is 90 days probably at best right now, so there's there's a lot of spit balls being thrown on the wall. In the meantime, the airports are trying to make a business decision that works for them and their concessions. What happens when you get these low-cost carriers that don't have agreements with other airlines? It's kind of like the mutual aid agreements, that kind of our stations have with municipal fire departments and other law enforcement agencies to come and help each other. I think there needs to be more of that between the airport and the airlines that's more freely utilized and then. I think it's up to us as consultants for how do we plan for this and how do we provide areas to deescalate situations? I feel like our design right now needs to be more focused and de-escalation design then amenity design. If people come off the plane and have nowhere to go, how do we accomplish that? If people are coming in the airport and they're anxious to begin with, how do we de-escalate them before they get on that long cylinder that they're gonna be close. No matter what we do, they're getting on an airplane, and it’s still pretty much has is the same type of seating arrangement, so can we do de-escalation design principles that at least make people breathe and not go on q

Steve oversees the development and operations of the concessions program at Midway in Chicago. He talks about the impacts and changes in the concessions industry relating to new technology and how to make the entire passenger experience a more seamless process. The Hold Room, Episode 15 Transcript [Introduction] TJ: Welcome to The Hold Room with ACC: a quick update on all things relating to airport development as well as the Airport Consultants Council. Wendy: This episode is part of a New Passenger Experience series hosted by ACC’s Terminal and Facilities Committee. In this series, we are collecting the experiences and perspectives of different types of users of the airport passenger terminal, including: business travelers; leisure travelers; airport executives; airport, airline, TSA, and concessions staff; and airport consultant staff, to name a few. For more information on this series and the hosts, go back and give the first episode a listen to. Wendy: In the Hold Room today with Max and Neil is Steve Ogo. Listen to what Steve has to say about how the pandemic has affected the concession industry and what additional changes lie ahead. [Interview] Max: Hi everyone, welcome back to the whole room. We've got Steve Ogo here. So welcome to the hold room, Steve. Could you tell us a little bit about yourself? Steve: Thank you glad to be here. I am from Midway Partnership which oversees the development and operation of the concessions program in Midway airports in Chicago, IL. Max: Awesome, so first question that we have for you is: how is the pandemic affected you, either in your job or in your travel experience? Steve: It's definitely impacted us within our job here in the airport World. Travel came to an immediate stop and in a concession program within an airport that's pretty heavily affected by the number of passengers coming through the building. So, a lot of pivoting and trying to figure out how to make sure that everybody can stay in business happened early on and then adapting to new operations as we learned more about the pandemic and how it spread changed how we actually operated restaurant and retail units as well. So, I would say the entire job really changed overnight. Max: What were some of the key changes that you saw? Steve: Early on, when travel really slowed down significantly, restaurants and retail units were trying to figure out what they needed to do to survive and figure out how long this was going to go on so early on it was meeting with leaders of the businesses to try to figure out how we can best support them. Make sure that their business stays viable and that they're here for the long run, which is important to us. As the pandemic went on and we learned how to operate within some new operational processes and procedures and things like that, where social distancing became important and spacing people out differently and self-serve became something that you didn't do anymore. We helped them adapt the business and work with the local governing officials and things like that to make sure that things went smoothly. And now in the present time, labor is a pretty significant issue for us and trying to find enough people to work in the airport and travel was coming back rapidly, and we know that we need to get our units open quicker and with more hours of operation and working side by side with both the City of Chicago and with the operators to try to provide the best travel experience possible in the airport while we navigate this is really our key focus right now. Neil: Can you explain to me who's immediately responsible for the actions at ground level? So like let's say if a worker at one of the restaurants isn't being particularly cautious with social distancing and things like that. Does that reach you or do you rent out the space to franchisees? And it's kind of their problem? Where does that responsibility lie, yeah? Steve: Yeah, so I guess the disclaimer is it's going to be probably different in every airport or midway the way that our concession agreement is set up, the city is our client and we sublease space to the operators through a couple of different vehicles. As a result, the first point of contact is going to be the operator themselves. Making sure that they're holding themselves compliant to whatever guidance or regulations were put in place so things like face masks, making sure everybody is wearing it properly, first point of contact is the operator. If the operator is being negligent then that would land on my team's plate. It is our responsibility to make sure that concessions program as a whole is compliant in every aspect of the business. Neil: And overall, how did you find the operators adapting to “the new normal” or whatever you want to call it the operating world? Steve: From an optics standpoint and just following safety procedures, they adapted very, very quickly because everybody wants to provide a safe work environment. They understand if passengers feel safe, they're going to be more likely to buy, so they did a really good job adapting as CDC and who and everyone else updated their guidelines throughout the course of the pandemic and I would say the bigger challenges were trying to assess, particularly early on how long was this going to last? You know, in March of 2020 there was a point in time where we thought, ‘OK, this is probably a few weeks’ and we'll figure it out and operate in a new way. And as weeks turned into months, it became pretty clear that more substantial strategies needed to be put in place to make sure they could run as efficiently as possible, so I think that's where it started to get a little bit more complicated. Neil: I'm curious as well. Did you encounter any issues with supply chain? Steve: Yeah, early on it was absolutely about trying to figure out how we could get enough sanitizer where we needed to place it for the traveling public as well as the employee base. We were working hand in hand across all the operations in the airport so all the vendors were struggling with that and we got together on phone calls with key stakeholders and with the city to try to determine how to share resources and make sure that across the airport everyone was taken care of and was able to comply with whatever the guidelines were at the time, so that was definitely a concern early on. And then as the business started to come back a little bit, we definitely had spots of production issues. Whether it was in retail, where they had trouble, you know, boats were literally being held at port, so getting really creative with how to be in stock with the right items and then with food and beverage. Key products over time had different shortages. The way Midway is set up, we have a couple of organizations that we lean on pretty heavily with commissaries and things like that. That helped us get through that a little bit more smoothly than if it was just an individual business trying to figure it out, but definitely had challenges throughout the way. Max: You talked about how a lot of the concessionaires developed strategies to adapt to the new regulations or to the evolving conditions. Do you think any of these strategies are going to stick once a lot of this recedes? Steve: I think some of the customer facing things will stick so things like touchless pay QR codes. I mean you saw those blow up everywhere. A lot of uses for those, I think some of that technology is going to stay. We actually have a store called Hudson Non-Stop that leverages Amazon GO technology. That was something that got fast tracked through this process and it was already underway, but customers can enter with a credit card. They pay for what they want and they just literally leave the store and they're automatically charged. No spatial interaction with employees, so employees jobs are kind of shifted to more value added activities which helps the customer experience as well. So, I think there's going to be some things like that that not only stick around, but probably we'll see some good traction on that. Pre-pandemic some of those things were having trouble getting traction, I think. Something like the Amazon GO technology would have happened regardless, but things like QR code, wayfinding, being able to place an order on your phone and have it delivered to you some of those things in airports were ideas that were being explored pretty heavily, but were not making very much headway. During the pandemic you saw at your gate and grab and some businesses like that really expand rapidly due to the need for that technology. Neil: In a lot of these interviews that I've been privy to as well, it seems like most of the changes that are sticking around our technology lead. It seems to be that there is an overall caution around: Well, we've implemented this technology now and now it's kind of an expectation as opposed to like a nice to have or a benefit. At the airport you mentioned, like, at various times there was shortages on various different items. Was that down to trends and what passengers were looking for was changing like what items were selling? Or was it just surely just down to supply and demand for those items? Steve: Yeah, it's probably a combination of those things so early in the pandemic as people began to travel again, there was still a resistance to getting in line and ordering food that was made for you. We definitely saw an impact to the quick serve or the sit-down experience. Sit down experience virtually went away. Most restaurants adapted to a quick serve model even in their sit-down restaurant. Some of the shifts that restaurants had to make were in limiting their menus so that it was more efficient, they didn't need as many cooks to do it. Supply chain, obviously those issues being able to have a more limited menu helped with that as well, so some of those shifts kind of probably magnified that issue a little bit as well. The grab and go in convenience stores picked up. Really to your point, when you see a shift of the demand and product shifting, being able to keep up with that rise in demand with convenience stores grab and go. In many cases outpaced 2019 pre-pandemic levels during, I wouldn't say the h

The 1st Chief Commercial Officer at San Francisco international (SFO), details the impacts that the pandemic had on domestic and international travel while also explaining the mitigation tactics that SFO has taken to combat this. Kevin discusses touchless technology and the incorporation of digitalization in terminals to enhance the passenger experience during travel. Interviewers: Max Vale and Delia Chi Producer: Carrie Wojcik The Hold Room, Episode 14 Transcript [Introduction] TJ: Welcome to The Hold Room with ACC: a quick update on all things relating to airport development as well as the Airport Consultants Council. Wendy: This episode is part of a New Passenger Experience series hosted by ACC’s Terminal and Facilities Committee. In this series, we are collecting the experiences and perspectives of different types of users of the airport passenger terminal, including: business travelers; leisure travelers; airport executives; airport, airline, TSA, and concessions staff; and airport consultant staff, to name a few. For more information on this series and the hosts, go back and give the first episode a listen to. Wendy: Joining Delia and Max in the Hold Room today is Kevin Bumen. Kevin is representing large airports in our podcast series. Listen to what he has to tell us about the changing passenger experience at SFO. [Interview] Delia: Welcome to the Hold Room. In this episode on the new passenger experience today we turn our focus to commercial operations at airports and are joined by Kevin Bumen, Chief Commercial Officer at San Francisco International Airport. It's such a pleasure to have you with us today in the Hold Room. Kevin, can you please tell the listeners a little bit about yourself and what you do? Kevin: Good morning, thanks for having me on today. It's great to be here. I began as the Chief Commercial Officer here last fall in San Francisco. It's a new position here at the airport. Our former CFO, Leo Fermin, retired last year. There was some reorganization done, and they took the time. I was a chief business and finance position and created a CFO position and a CCO position. I'm proud to have been selected to serve in that role here as the first Chief Commercial officer for SFO. Prior to joining the team here, I was in San Luis Obispo. I was the director of airports for San Luis Obispo County for seven years and then prior to that I was working in the North Lake Tahoe area and I was at Truckee Tahoe Airport, served in several roles there and finished my time there as Director of Aviation. Delia: Thank you for that, Kevin. How has the pandemic affected you in your job and operations at SFO? Kevin: You know airports all over the pandemics had a massive effect on our business on our facilities on our staff, it really hasn't left any area untouched of the entire enterprise. But like many areas we’re in recovery at various points of recovery, I would say. Everything doesn't come back at the same pace San Francisco was hit exceptionally hard. When you look at the coastal hubs versus the Mid-continent hubs, our business went way, way down. And to the tune of over 90% down by some measures at the bottom. But we're coming back. I'll be it slowly, San Francisco, you know pre pandemic had about 26% of our traffic was international and we're only seeing a fraction of that at this point. It is there, but it's very small and why does that matter? Because you know when we look at our network here you know the domestic network feeds a portion of that international traffic, so you can only see domestic recovery growing to a point until we have the international feed to drive the remainder of domestic recovery. And then when we look at the economics of the international passenger and their spend and their impact on the airport. Both of the passenger and the airlines, the economic recovery will not be complete for this airport until we see a growing portion of international traffic. Delia: I know that a lot of the leisure traffic is starting to come back at a much faster pace than the business travel, and you know, we talked about the international traveler with all of the rules, regulations, policies, mandates during the pandemic. I know that it's been really hard for airports concessions, tenants it's been really hard for everybody to just respond to all of those changes, and it's probably the same case for SFO. I know we're talking to some off the other airports and airlines in our podcasts, there was a lot of mention in the conversations that we had around touchless technology. Some of the innovative solutions that have come out of the pandemic. Is there anything at San Francisco in terms of the technology improvements that have sort of arisen, out of the pandemic? Kevin: In terms of something that is entirely unique to this, I can't say anything comes to mind immediately, but I will say it as propel or thinking on touchless. You know, we implemented parking reservations last fall. And while that you know is not unique to our airport or the industry in general, it's a way to bring touchless to that experience in in ways that we hadn't had before, so. I think it certainly raised the visibility on those investments and why they are not just a good idea, but in some cases even expected by the passenger. You know the technology that's been out there, whether it's you know around HVAC systems or cleaning, and many of those other things. Some of that was already in place here, just given the age of, you know, maybe some of our newer terminals versus our older ones. The really key piece of this, I think, is as we look at new technologies in the airport and whether it's around the terminal and the physical plant, or whether it's around the customer experience. I think this event will create a real imperative to look at well, what does this do for our health and safety initiatives? Does this help move us forward in that direction because there is a new imperative that comes out of this. I feel like the industry much you know, 911 really changed our posture and our policies and our procedures around physical security. The pandemic is going to do the same around health security. Max: That's actually a great segue into our next question. If you could make one suggestion for improving the passenger experience, what would it be? And it doesn't have to be related to health and safety, could be anything. Kevin: Well, you know. I feel like the future lies in digital and as is overly simplistic as that sounds, I you know San Francisco has done a really remarkable job over the past many, many years of building beautiful terminals with beautiful amenities and a passenger experience in the physical sense that is often unmatched. I think our next horizon is how do we bring the digital to that? That really goes all the way back into the journey of the traveler that starts with really dreaming of travel. Right? Like just that kind of dream to plan and that SF is appropriately engaged with the passenger at that level all the way through to planning up to day of travel to then in terminal, to post travel and that. We fully evolved the digital experience on all platforms, on all fronts, in an integrated fashion, to bring completeness to the to the trip that you know. The airlines have done a wonderful job of really building out the tools that they bring to the passenger for evaluating tickets and itineraries and pricing up to you know hey, you get the text the night before about your gate or a flight delay and then you get a little bit of information in the airport. And then you might get a survey after you travel, and that is a that is a very defined important part of the journey that the airline really owns the customer, but there's a whole lot of that journey on either end that that the airport is a very important piece of that. And we can do a lot more than we have done in the past and so I really see that future on digital. We're at a unique point right now where it's you know revenue recovery with Traveler recovery, but it's also challenged by you know the overall financial condition of the airport really drives some thinking around: How do we find interesting ways to evolve our revenue that don't involve a heavy investment? And that's probably our biggest focal point right now. Is there are opportunities out there, but until we get further along in recovery, significant investments on a lot of projects. Whether it's a built project or a digital project, are going to be hard to come by. Delia: Yeah, we spoke to a couple of hospitality providers, and it was really interesting. They were kind of saying the same thing, Kevin. They were talking about like I think it's this is kind of a new age of looking into door-to-door experiences and when I mean door to door, I mean like when you book your plane to get and are about to like walk out of the door or there could be a partnership that you have with airports have with Uber or airlines have with Uber and Lyft or any of those other TNC companies. All the way to when we when the passenger gets onto the onto the plane and that digital experience. And as you said, fully involving that digital experience is going to be able to really start connecting the dots in the passenger journey and really offer that seamless service. So I'm yeah totally on board with what you're saying. Kevin: As you look at those points in the passenger journey where there is anxiety or uncertainty around what is going to happen so the passenger response is get there early and then figure it out when you're there, right? Because time, which is the commodity you're trading in air travel is what passengers are reinvesting into the journey to create certainty. And in reality can bring digital to that journey in ways that allows them to use their time differently. They may still choose to show up early, but maybe then they're enjoying a drink at the bar or they're shopping, or they go to one of our yoga rooms. There's so many other ways that they could use that precious commodity of time in their trip. Rather than: “Oh my gosh, I don't know how long the line at security is going to be, so I'm gonna get there an extra hour early.” And then what? It's th

Former ACC Board Chair Larry Studdiford provides his expertise regarding baggage handling technology/innovation and how it contributes to the positive passenger experience. He dives into the intricacies of baggage design, operations, and cost and how this affects airports and travelers.

Stuart Vella, Vice President Commercial Development & Operations, USA, joins Laura and Delia in The Hold Room to discuss technology based solutions in premium lounges that are here to stay.

Alan Howell, a senior airport architect with the Metropolitan Airports Commission at MSP, joins Laura and Delia in The Hold Room to discuss an architect’s perspective on working at an active airport. He talks about the impact the last couple of years has had on the projects at the airport.

Matt Cunha, a State Trooper at Boston-Logan International Airport, joins Laura and Delia in The Hold Room to discuss law enforcement’s perspective on working at an active airport. He talks about what he enjoys about working in law enforcement at an airport as well as the challenges and changes to the passenger experience he has seen over the last two years.

Mary Luc, a quarantine public health officer with the Centers for Disease Control and Prevention (CDC) at SFO, joins Delia and Neil in The Hold Room to discuss the CDC’s role at airports in mitigating the spread of infectious diseases within the United States. She talks about the importance of collaboration between public health agencies and airport partners, as well as her advice for traveling during the pandemic. * This episode is a great reminder about the best ways for travelers to keep themselves and others safe while traveling, particularly around the holidays. Stay safe, Happy Holidays, and stay tuned for more episodes in the new year!

Scott Skramstad and Rick Valentino of Metropolitan Airports Commission (which operates Minneapolis-St. Paul International Airport and 6 general aviation airports) chat about the future passenger experience and adapting operations in response to the pandemic. Learn about post-pandemic challenges MAC is dealing with including staffing, wayfinding, and technology implementation.

Steven Tamaroglio – United Airlines is automating the passenger experience with new technology post-COVID-19. Find out what the passenger feedback is by tuning into this episode of the Hold Room! Join Steven Tamaroglio from United Airlines to learn how COVID-19 has driven touchless passenger experience, technology advancements, and the gate of the future.

Chris Kopec – Representing the multidisciplinary planning, design, and construction administration firm McFarland Johnson, Chris Kopec gives us an inside look at innovations at airports from a mechanical engineering lens. Ranging from advanced screening equipment to indoor air quality improvements to marketing, Chris describes the technologies he believes will provide a positive passenger experience into the future.

Local TV news producer and Millennial resident of the Bay Area Charles Guese provides insight on how his leisure travel experiences have been impacted throughout the pandemic. Charles shares his observations of various airports across the country and discusses what he believes can improve the passenger experience.

Phil Burke is in “The Hold Room” this week with Delia Chi and Neil Chatwood. Listen to what the Metropolitan Airports Commission Assistant Director of Customer Experience has to share about the Travel Confidently program and touchless technology.

Will terminals of the future be bigger? How can we improve the check-in process? Check out what Carolina Libardi, Principal Consultant with LeighFisher/Jacobs, thinks about these questions and other terminal planning topics in Episode 3 of The Hold Room!

Hear what Carlton Braley, retired Assistant Airport Director at Manchester-Boston Regional Airport, has to say about the COVID warriors and proactively planning for change.

Hear what Rick Lucas, Senior Project Manager at McFarland Johnson, has to say about traveling during the pandemic and his outlook of the coming year.

ACC is re-launching our podcast The Hold Room! Join us getting to know a few of our interviewees for this upcoming season.