Holly Miles spoke with CEO, Jennifer Aument, about the benefits of P3, the challenges and how in the JFK New Terminal One – Women Lead.
C: TMRW.INC
Tell me about yourself, your role and your route to the aviation industry.
I have spent most of my careers helping to form public-private partnerships (P3) in infrastructure on highways, flights, trains and ports. I am excited about P3 because I strongly believe that uniting public agencies and the private sector can help us increase resources and encourage innovation, ultimately provide better results for the public and customers.
As someone who enjoyed working with the complexity of the P3 project, I was interested in the opportunity to lead the new Terminal – the largest P3 in our country, developed in partnerships with the New York and New Jersey port authorities. Our team is building and providing a new international terminal of 23 gates that will re -define guest experience at JFK Airport and provide long -term growth opportunities for our partner airlines at the largest international gate in the United States. Able to lead this significant business, along with a very talented team, is very useful.
C: TMRW.INC
The JFK One Terminal will be the largest public-private partnership (PPP) in this country. PPP is still rare in the US; Why do you think this? And why did you decide to take this route?
It is important to show how P3 can be a strong tool to provide large -scale infrastructure projects that are complex with results that have an impact that cannot be achieved by the public or private sectors.
Public-private partnerships have helped provide several successful infrastructure projects abroad. While the P3 model has been deployed for road transportation projects in the United States, it is less common at the airport and may be misunderstood as privatization of public infrastructure. It is important to show how P3 can be a strong tool to provide large -scale infrastructure projects that are complex with results that have an impact that cannot be achieved by the public or private sectors. The new terminal will function as an important domestic evidence point that underlines the benefits of the P3 model and helps form how future infrastructure is developed in the United States. The new terminal has also combined P3 models with other innovative financial models in the development of our operations, such as ‘energy as services’ and equipment collection.
What is your challenge in giving a new terminal?
The biggest challenge in every megaproject is to coordinate a large number of partners and stakeholders requested to provide this scale project. Our project location adds to another layer of complexity – We are building a large terminal in one of the busiest airspace in the world, in parallel by rebuilding other terminals and road construction around JFK. We are lucky to have a strong partner in the New York and New Jersey port authorities and in -depth expertise in our team, ensuring that we have the ability and resources to provide successful projects.
C: TMRW.INC
What are you waiting for the most this year?
Work is increasing in the new terminal, because we advanced to our opening in 2026. Our teams and partners put up a critical system, adjust the floor space and retail and complete the procurement of the main operations. We work with our partner airlines to revive extraordinary guest experiences, positioning them for long -term growth in the JFK market. We also hope to launch more details about eating and interesting retail experiences that can be expected by travelers in the new terminal.
What gives you energy at work?
Every day, I am inspired by the collaboration of my team, creativity, and our shared goals. I was excited when I was united, evolved, and turned into something bigger than what we could achieve individually. Working with my team when they solved the problem and grew professionally motivated me to aim higher.
C: TMRW.INC
What do you do to attract the next generation of airport leaders and ensure that your airport is an inclusive workplace?
The role of leadership in the aviation and transportation industry is still very dominated by men, and women who aspire to grow in their careers often face challenges.
The role of leadership in the aviation and transportation industry is still very dominated by men, and women who aspire to grow in their careers often face challenges. In the new terminal, women formed two-thirds of our leadership team, overseeing critical fields including commercial strategies, operations and project delivery. Our colleagues come from different backgrounds and have a variety of a series of skills, industrial norms that are challenging around the career paths typical of leaders in shipping infrastructure and airport operations. As an organization, we focus on building talent pipelines and providing sustainable support for our colleagues, so they are positioned to succeed in the long run.
Jennifer Aument Is a Chief Executive Officer of The New Terminal One, a private consortium that develops a world -class international terminal that will anchor the New York Port Authority & Recover of John F. Kennedy Airport $ 19 billion from New York. The new $ 9.5 billion first phase, scheduled to open in 2026, is the financing of the largest single asset project in US history and the largest public-private partnership in the country.
Jennifer brought more than 25 years of experience in developing and providing large infrastructure projects in all sectors of highway, trains, airports and ports, with a focus on public-private partnerships. He has a strong track record to advance complex and megaprojects infrastructure efficiently and safely on behalf of prominent investors and equity developers, both for the private and public sectors.
Before joining the New One Terminal in April 2024, Jennifer served as the Head of the Aecom Global Transportation Business Executive, led a team consisting of 14,000 to provide innovative transportation solutions for clients from superior transportation and design consultants.
He previously served as president and CEO of the leading North American business infrastructure investor, where he oversees the development, financing and operation of large toll road infrastructure in the US and Canada.
In addition to his personal sector experience, Jennifer served for a decade in the Board of Commissioners of the Virginia Port Authority. He has contributed to the council of several public and private organizations in the transportation and technology sector, including the Meridiam Investment Company and the Strategic Value Partners and the Non-profit transportation policy, the ENO center for transportation. Jennifer also served as an executive at the residence at the Brooks Public Policy School in Cornell University, where he taught postgraduate courses on providing mega modern transportation projects.
