Manager, Properties & Commercial Development, NJ Airports

About the Role

Reporting directly to the Deputy Aviation Commercial Officer (DAvCO) with a dotted line reporting relationship to the General Manager, New Jersey Airports (NJ GM), the Manager, Properties & Commercial Development, NJ Airports will lead the team that oversees Newark Liberty International Airport and Teterboro Airport properties and commercial development. The successful candidate, as a strategic leader of properties and commercial development fosters best-in class standards for internal and external stakeholders; engages with industry peers and industry associations to learn and implement new strategies; mentors and provides guidance on commercial agreements and contract management; directs timely negotiation, execution, and enforcement of agreement terms and conditions; drives excellence establishing timelines and specific metrics of accountability for each portfolio; and drives revenue opportunities for the Port Authority. 

Responsibilities

Team Leadership and Staff Development

• Develops a results-driven, accountable culture of continuous improvement within the unit, based on best business practices and best airport management practices, working across the team to further the agency’s objectives, proactively anticipate issues, understand other party’s perspectives, develop creative solutions, and employ a professional and persistent push transactions to closure across the Aviation Department and the Port Authority and with the business stakeholders.

• Maintains communication and collaboration channels with the NJ GM’s office and EWR leadership team, the TEB Manager, the EWR Terminal A Commercial Manager, and NJ Aviation Finance Team, and across the Aviation Commercial Unit.
• Leads regularly scheduled staff meetings communicating agency and departmental policies and announcements.
• Continuously works with staff to confirm project objectives, monitor project status, define strategy to close, identify project challenges, and redirect projects as appropriate.
• Reviews portfolio assignments across staff to confirm appropriateness for level of position, workload balance, and development opportunities across staff.
• Annually develops a proposed training plan for each member of staff which identifies skill set targeted for enhancement and identifies internal and intra-PA mentoring opportunities including training focused plans for staff to become proficient in the use of available technology.

• Coordinates with the Senior Program Manager, Commercial Policies & Business Performance (SPM-CPBP) in the development, and guides staff in the implementation of: 
  • Leasing Processes & Procedures for standard and non-standard transactions that ensure timely delivery of consistent, well-rationalized business transactions which meet Authority objectives and Stakeholder needs.
  • Task lists/ Checklists with target timeframes for pursuing new, renewal lease and permit opportunities and supplements.
  • Tear sheets and background memoranda for documentation of and communication regarding transactions.
  • Templates for tracking project objectives, action plans, and progress and other documents for monitoring compliance with Standards

Strategic Preservation and Promotion of Revenues

• Under the guidance of the Aviation Chief Commercial Officer (AvCCO) and DAvCO and in coordination with the Manager, Commercial Development & Revenue Strategies and in consultation with the NJ GM, NJ Deputy GM, and TEB Manager, as applicable, develops airport specific Strategic Properties & Commercial Development Plans including the following:
  • Define and periodically confirm the Highest and Best Use of rentable facilities and space at the airport, incorporating long-term view of campus considering applicable redevelopment plans
  • Review market comparables based on defined criteria
  • Implement standardized market rates and escalation provisions and capital investment requirements when applicable
  • Identify and monitor current tenant occupancies, uses of airport properties, lease expiration dates, and anticipated use of property upon expiration of lease, taking into consideration highest and best use
  • Drive incremen