Nicolás Akentjew Joins FlyLinkers: Innovation and the Future in Airport Management

We are pleased to welcome Nicolás Akentjew as a new columnist at FlyLinkers, where he will share his valuable insights on airports and aviation.

With over 16 years of experience leading teams and optimizing operations in top-tier airlines, Nicolás has excelled in critical areas such as customer experience, ground handling, operational control, and itinerary management.

His extensive knowledge and innovative approach make him a vital voice for analyzing the trends and challenges in the airport industry.

In this interview, we’ll get a closer look at his vision for the future of airports and best practices for tackling the current challenges in the sector. We are confident his expertise will enrich our publications and provide strategic analysis for our readers. Welcome, Nicolás!

With your extensive experience in airport operations, what do you see as the biggest challenge currently facing airports in terms of efficiency and customer experience?

Today, airports face very different challenges depending on the region. For example, in Florida, particularly at Miami Airport, we encounter outdated infrastructure that is both obsolete and limited in functionality when it comes to customer experience. In other parts of the U.S. and generally across Europe, airports have adapted to new challenges and streamlined the travel experience in recent years, positioning them as highly competitive and efficient in their processes. In South America, however, the last few years have seen the construction of new terminals and the implementation of technologies like Self Bag Drop, which simplify the customer experience. For example, the new Terminal 2 in Santiago was designed to encourage all airlines to adopt this technology, which has only gained traction in the last decade. Unfortunately, many airlines have not moved quickly enough to implement solutions that allow passengers to handle basic transactions, such as purchasing extra baggage at kiosks or having adequate infrastructure for repacking. They also often lack proper solutions for managing the baggage allowances that their own customers purchase.

Punctuality is essential to operational success in aviation. What innovations or strategies do you believe could further enhance on-time performance in airports?

Generally, punctuality plays a significant role in the domestic operations of various airlines. This is simply because the volume of domestic flights is much higher than that of international flights for most airlines.

Today, most airlines face a common problem: the increase in passengers who require wheelchair assistance and the need to hold baggage at the boarding gate because the availability of overhead bins is increasingly limited. This happens as passengers often choose to pay lower fares that exclude checked baggage, prioritizing speed to avoid the longer processes associated with checked luggage. This leads to a last-minute rush as airlines are forced to involuntarily hold carry-on baggage, creating additional stress for ground operations teams, especially with shorter turnaround times. This is a challenge that demands excellence in coordination, or a ‘choreography,’ in the final minutes before flight departure.

You’ve led teams at major airports. How do you believe organizational culture influences operational efficiency and passenger service quality?

Organizational culture has a direct influence. I believe it’s impossible to lead teams effectively without inspiring them to make their work environment a better place, both professionally and personally.

Ultimately, ensuring employee well-being creates unified teams that identify with their workplace, their leader, and their colleagues. This motivates them to do things right out of genuine commitment, not just to meet a target.

With your experience in disruption management, how does the industry handle disruptive events, and what areas could be strengthened to mitigate the impact on passengers?

There is still considerable room for improvement, mainly in the quality and timeliness of information and solutions. Decisions are typically made from an operational or logistical standpoint for the benefit of the entire network, but the customers are ultimately the ones who suffer. Transparency in information and the quality of the solution need to improve—especially the speed with which compensation, hotel accommodations, and rebooking are provided. It’s also essential to honor promises made to passengers who purchase add-ons, such as seats or family seating arrangements. In general, most companies perform well in normal operations, but when things get complicated, there’s still a lot of work to be done.

In recent years, technology has transformed many aspects of aviation. What upcoming technological trends do you believe will significantly impact airport operations?

Biometrics. Without a doubt, this will help the industry move faster and streamline processes with greater accuracy.

On the airport operations side, I believe the next step is automated milestone tracking. I saw it in action at JFK with Assaia, where everything we need to know about aircraft operations is available. These systems record all the milestones during aircraft turnaround, providing crucial data for analysis and continuous improvement.

With the growing demand for sustainability, what role should airports and airlines play in reducing their carbon footprint, and what innovations are emerging in this area?

Airports play a critical role in this regard. Generally, most ground equipment is powered by combustion engines, which are high-power and emit carbon monoxide. Furthermore, the majority of airports are buildings where natural light isn’t utilized, requiring energy for operation. This also significantly impacts the carbon footprint of airports.

For this reason, several airports are beginning to implement electric ground equipment and build new terminals that use natural light during the day and have solar panels to supply part of their energy consumption. Considering that most airports still operate with older terminals that haven’t been renovated since society started prioritizing carbon footprint reduction, there’s still a lot that can be done.

The pandemic challenged aviation and air transport systems. What valuable lessons emerged from that crisis that remain applicable to airport management and the aviation industry in general?

This is a great question because it was probably the best thing that could have happened to the industry. What we learned and created during the COVID years, in my opinion, advanced the industry more than any other period.

Firstly, we learned to value our customers, to listen to what they truly need, and to empathize with them. Airlines re-evaluated their policies and conditions, understanding that every customer is valuable, as they are the company’s most important asset alongside its employees.

Secondly, and equally important, we learned to use technology for the benefit of the customer. Customers wanted to avoid contact with others, which forced the industry to invent new solutions. Examples like biometrics and Self Bag Drop show how technology can simplify processes, making them faster and better for customers.

Finally, an essential lesson from the pandemic is that we learned to optimize our aircraft with cargo, taking advantage of available paid cargo on each flight to ensure long-term sustainability.

Given your interest in itinerary design and customer experience, how do you believe airports can redesign their service offerings to anticipate the changing expectations of passengers?

There are a few trends already emerging. Airports are implementing mobile apps that provide passengers with personalized experiences, from restaurant and shop recommendations to real-time notifications about wait times or delays. These tools help anticipate passenger needs and enhance their experience by delivering useful information tailored to their preferences. Additionally, there is a growing demand for VIP lounges and new wellness/relaxation areas, such as spas and yoga rooms, where passengers can use their wait time to focus on their well-being. Finally, with more companies embracing remote work, well-equipped remote workspaces with strong IT infrastructure are essential for sustainable airport development.

You have worked in different regional markets, such as North America and the Caribbean. What key differences have you observed in airport management across these regions, and how do they impact operations and customer satisfaction?

The most noticeable differences are in airport administration and management styles.

In the U.S. and some parts of Europe, it’s common to see large airlines with significant operations renting out entire passenger terminals, allowing them to maximize and optimize their passengers’ experience. In South America and the Caribbean, this is less common and poses a significant obstacle to aviation development in these regions. The main priority today is creating easier, more enjoyable experiences for passengers. Not allowing this is a significant hindrance to the customer experience. Similarly, the adoption of technology varies widely between airports. Often, airport administrators themselves prevent airlines from implementing consistent technology standards across regions, resulting in very different passenger experiences from one airport to another.

Finally, what advice would you give to those aspiring to lead in the aviation industry, especially in such a dynamic and demanding environment?

First, know that this is a fascinating industry where you learn a lot, and many people in it share your passion. My advice would be to live that passion, share it with those you lead, lead by example, roll up your sleeves, understand what your teams need, go to the frontlines, and listen to your customers. Lastly, be willing to reinvent yourself—this industry is constantly changing, and what may be a trend today could be obsolete tomorrow. With a bit of ingenuity and passion, you’ll overcome any obstacles along the way.