A Global Perspective

DALLAS — James E. Bennett retired May 8 as president/CEO of the Metropolitan Washington Airports Authority, having successfully filled MWAA’s top post since 2003 following the retirement of James E. Wilding. It’s been a busy 2010 for Bennett — he was subsequently named the CEO of the Abu Dhabi Airports Company as well as chair of the American Association of Airport Executives, which held its annual meeting here in May. During the meeting, he sat with AIRPORT BUSINESS to discuss the issues facing airports in an ever-changing global environment.

During his 32-year aviation career, Bennett has logged time with airports in Phoenix; Shreveport, LA; and Flint, MI; including 14 years at MWAA.
Following are edited excerpts from the interview ...

AIRPORT BUSINESS: At MWAA, you succeeded James Wilding, viewed by many as an elder statesman when he retired and credited with overseeing the transfer of the D.C. airports from federal control, leading to a transformation for both. Can you talk about that experience?

Bennett: Jim Wilding was one of the, if not the, smartest guys I’ve ever known in this business. It was really a unique opportunity to actually work with him for many years, and learn from him. He’s a great teacher and a great leader.

I like to think I was able to continue in the same manner as him. It’s a very complex environment working there.

AB: How would you characterize the global airline industry? It appears to be reinventing itself.

Bennett: The airline business is certainly changing. It has been for some time.

It appears that we’re going to go through a period of speeding some of the changes along. We have the Delta/Northwest merger complete; the United/Continental merger announcement has been made. I think you’ll probably see some additional consolidation within the industry.

I’m one of those airport people who thinks consolidation can be good for the business. And I also think that we need to be looking at our industry, not within just the borders of our country, but also look at our industry as a global industry.

AB: It appears that the U.S. Congress might not want to see the United/Continental merger happen.

Bennett: I understand a lot of people don’t necessarily like to see changes in industries; but I think change is inevitable. And what you need to do is figure out a way to manage that change, not necessarily try to stop that change.

AB: Are you a proponent of more foreign ownership of airlines?

Bennett: I am a proponent of more liberal foreign ownership. I think for U.S. airlines to compete in a very dynamic and global industry, they need to be able to partner with and have investors from around the world. Like any other industry in our country, foreign ownership doesn’t mean that you lose control.

Once again, there are ways to address people’s concerns without just banning foreign ownership.

AB: One would think that in our global environment today, we’d have moved past the foreign ownership issue. Richard Branson certainly has been an ambassador for the concept.

Bennett: Just look at all our other industries — automobiles, pharmaceuticals, steel, gas and oil, all of our other production industries — they don’t have similar restrictions on foreign ownership.

AB: As the airline business evolves, how does that affect the airport business model?

Bennett: That’s an interesting question. The business is going to continue to grow; demand is going to continue to increase. From an airport standpoint, the changes brought on by consolidation sometimes drive facility challenges, where you have to perhaps relocate airlines … so that they can consummate the consolidation.

But in terms of demand at the facility, changes in the industry don’t necessarily impact demand at a particular airport.

It can make it more efficient, actually, and could be a positive for some airports.