ATLNext Targets New Heights

By Sara Warden


2 min read SEPTEMBER 2019 For the 21st consecutive year, Atlanta’s Hartsfield-Jackson Airport was named the world’s busiest airport this month. With passenger traffic of over 107 million in 2018, the airport continues to serve as a major economic driver of the city. Capital Analytics took a closer look at the characteristics that make the airport the world’s transport hub.

ATL is the state of Georgia’s largest employer, generating 63,000 direct on-site jobs and creating an estimated $34.8 billion economic impact for Metro Atlanta – or almost 7% of total state GDP. The 47,000-acre Hartsfield-Jackson facility has 263 concessions, 193 gates, seven concourses, five runways and the tallest control tower in North America, coming in at 121m.

“It’s a complex operation,” Airport General Manager John Selden told How Stuff Works. “One little piece going astray can cause massive chain-reaction ramifications. To keep the complexity of this operation running smoothly, it takes a village.”

But to keep operations running smoothly, the airport must constantly keep up with growing passenger numbers through more and more expansions. “As you look at passenger flow over time, it’s always trying to eliminate the bottleneck,” Tom Nissalke, the airport’s assistant general manager of planning told How Stuff Works. “Sometimes, when you fix one bottleneck then it’s another bottleneck somewhere else.” 

In 2016, the Hartsfield-Jackson Airport unveiled ATLNext, a $6 billion capital investment in the continuous expansion of existing infrastructure. By 2022, a total of $1.9 billion is to be invested in the modernization of the central passenger terminal, which will include aesthetic renovations that involve landscaping and lighting, as well as the extension of Concourse T to add five new gates and the addition of 10 new gates to Concourse G.

To accommodate growing air traffic, $1.3 billion will be invested in airfield upgrades that include a sixth runway, slated to be completed by 2034. Investments in auxiliary services such as parking and a mixed-use hotel and office space development are also planned. Air cargo facility upgrades will come in at around $200 million.

“The infrastructure has to keep up with the growth,” Selden said to Reporter Newspapers. “We cannot turn into [New York’s secondary airport] LaGuardia. My goal and my team’s goal is to do everything we can to work with everybody that we need to [in order to] ensure that Hartsfield-Jackson is not a limiting factor on the growth of the Atlanta region.”

The investment is a joint venture between the public and private sector. A consortium of three companies – CH2M Hill (since acquired by Jacobs), RohadFox and Parsons Transportation Group – won the contract to carry out the ambitious expansion. Overall, PPPs are an innovative idea in airport projects, but could be the future, allowing the public sector to free up funds for other priorities. “I think we’ll see other examples where other companies get involved. And gradually, familiarity builds, and it won’t seem outlandish at some later date when the subject of the whole airport comes up,” said Robert Poole, director of transportation policy at Reason Foundation, in an interview with the Atlanta Journal-Constitution.


To learn more about our interviewees, visit:

Mixing Work and Play in an Innovative Way

April 2018 — Started in 1999 as a graduate thesis and initiated in 2008 with walking trails, the Atlanta BeltLine has come a long way from what it was once envisioned to be. The recent developments of office buildings, retail and residential space along and around the BeltLine have created an environment where residents have everything they need within walking distance. It is the ideal mix of work and play and continues to grow as a current real estate hotspot in Atlanta.

In fact, in December 2017, a $750 million mixed-use project was unveiled for the continued expansion of the BeltLine. The plans include two 12-story office buildings, one hotel, 700 residential units and 200,000 square feet of retail space. The BeltLine also hired a new CEO, Brian McGowan, to continue the project.

The Atlanta BeltLine Partnership was formed to raise philanthropic dollars to supplement the BeltLine’s efforts. The Opening the Corridor campaign, which began in 2017, helped fund the recent purchase of the Southside Trail as an interim connection. The $25.8 million project will connect the East and West sides of Atlanta for the first time in history.

Focus: Atlanta spoke with a number of city leaders in both the real estate and transportation sectors to get their insights on the mixed-use developments quickly sprouting up along the BeltLine. Here’s what they said:

Brian McGowan, CEO, Atlanta BeltLine

“The BeltLine is currently refocusing itself. We are 12 years into the project, and it is time to reflect on where we have come from and reevaluate the direction we are heading. The BeltLine is about people at the end of the day. Our focus is function over form.”  


Jim Irwin, President, New City Properties

“Offices along the BeltLine allow people to create more alignment between their work life and their personal priorities. Whether it’s commuting to work by bicycle or walking across the BeltLine to meet a friend for lunch at Ponce City Market, this project gives people an opportunity to work in a place that they truly enjoy.”

Chris Faussemagne, Principal, Westbridge Partners

“There are a lot of suburban submarkets that are creating their own central business districts. They are creating their own communities, jobs and places to live. That has been a great thing for the city because it relieves congestion. The BeltLine is also creating a lot of connectivity and alternatives to work and play.”

Matt Bronfman, CEO, Jamestown Properties

The BeltLine is like our beachfront property at this point. We need to make sure that the people developing on the BeltLine do things that are worthy in the long term. We need to get tougher on the development community to do interesting projects because that is how you get appreciation. The entire BeltLine will be completed sooner than people realize, and those neighborhoods will be made much better. Neighborhoods attracting young talent will be the most successful, and those are along the BeltLine.”

Scott Cannon, Executive Vice President, Skanska

“The Atlanta BeltLine Development is focused on getting people outdoors and being green. It’s about changing the way people live, work and play in the city. Skanska has a unique project that we are working on with architect Lord Aeck Sargent: the Atlanta BeltLine Urban Farm Shed. It is a 500-square-foot off-grid storage and work shed featuring a photovoltaic energy and storage system, composting toilet, and the use of salvaged and locally milled wood products.”

Greg Hare, Managing Partner, Ogletree Deakins

“Some of the critics of the Atlanta BeltLine have called it nothing but a glorified sidewalk. However, that big wide sidewalk creates better connectivity between neighborhoods, as well as tremendous economic development, because it’s a popular place to be. Developers are now putting a lot of money into parts of Atlanta that have not seen investment in decades.”

Chris Clark, President and CEO, Georgia Chamber

“We need to attract young professionals. We need to create the cool factor, which is why things like the BeltLine are important. We can offer great amenities and quality of life.”

To find out more about our interviewees above, visit their websites at:

Atlanta BeltLine:
Westbridge Partners:
New City Properties:
Jamestown Properties:
Georgia Chamber:
Ogletree Deakins:

Flight position

How Miami International Airport is expanding to better serve the city 

Emilio Gonzalez Director & CEO – Miami-Dade Aviation Department


How will the increased investment in infrastructure lead to sustainable development of the economy?

Each daily international passenger fight at Miami International Airport (MIA) generates $33 million annually in business revenue, making international air service one of the biggest drivers of economic development locally and one of our community’s greatest assets. Our infrastructure improvements are focused squarely on international air service expansion. On the heels of successful north and south terminal redevelopment projects, the Miami-Dade Aviation Department (MDAD) is continuing to renovate MIA’s central terminal six of the Concourse E-Satellite’s nine gate areas and its second and third foor lobbies were upgraded and re-opened in 2016. MIA’s Terminal Optimization Program is a 10-year capital improvement plan for MIA’s Central Terminal, which began in 2015. Phase I of the TOP includes pre-construction work that began in 2016 to completely replace the baggage screening systems in MIA’s south and central terminals. The project, partially funded by a $101-million grant from the Transportation Security Administration, will double the systems’ current screening speed by installing the latest in Explosives Detection Screening (EDS) technology. MIA is also partnering with U.S. Customs and Border Protection to renovate and re-open the Concourse E international arrivals facility by the summer of 2017. In another innovative approach by MIA, the redesigned facility will be one of the frst in the country to screen passengers primarily via self-service technologies such as Global Entry, Automated Passport Control kiosks, and the Mobile Passport Control app.

What is your strategy to continue expanding into new markets for both passengers and cargo?

MIA is continuing its reinvention from being the Gateway of the Americas to a truly global gateway. Three of 2016’s new carriers are European-based, and two more European airlines have announced Miami launches in 2017. MDAD fortified its existing global business ties and established new ones in 2016 by investing in mission trips to strategic locations around the world. MDAD representatives traveled to Dublin, Ireland in June to participate in the International Air Transport Association (IATA) Annual General Meeting (AGM) and World Air Transport Summit, the world’s largest gathering of airline leaders. MIA was one of only a handful of airports in the world invited to attend the event, which drew more than 1,000 delegates. During the three-day gathering, I led an MIA team that met with high-level executives.

Bigger and better

How PortMiami is growing to accommodate bigger vessels and larger volumes

Juan M. Kuryla Port Director & CEO – PortMiami


What were the major highlights for PortMiami in 2016?

If you look at our business model and our achievements in 2016, we had a very strong year for both cruise and cargo. It was the first time in 11 years that more than 1 million twenty-foot equivalent units (TEUs) have passed through the port two years in a row. That is a big accomplishment. We entered into our first private-public partnership with Royal Caribbean to build a large cruise terminal. It will be funded, operated and maintained by Royal Caribbean. We also received commitments from almost all cruise lines to renew their agreements and build upon their 2016 volumes at the port. We saw some steady cargo volumes in 2016. We are excited about 2017 in terms of seeing larger vessels come to the port of Miami because of the completed Deep Dredge and expanded Panama Canal projects. Panama deepened its canal, which allows larger ships to go through. Today PortMiami is the only port south of Virginia that can accommodate the largest ships that are laden and can go through the canal. We are already receiving larger ships transiting via the Canal.

What are the expectations for the cruise terminal? What are better ways the port can better its infrastructure?

One project that has been approved by the county commission is with Royal Caribbean. They are going to fund, construct, operate and maintain probably the largest terminal in the U.S. It will be able to berth the largest cruise vessels that exist today. That terminal and the commitments from Royal Caribbean, as a result of that construction, should take us from about 5 million cruise passengers to 6 million by the fiscal year 2018 to 2019.

With the completion of recent projects, such as the Panama Canal project, how has the cargo sector economically impacted Miami-Dade?

We are seeing an incredible investment that was put on the table by our elected leadership that allows us to invest in the port. We have received unanimous support from our mayor, our board and our governor, with a commitment of more than $100 million to fund the dredge and other projects. Recent figures say the port represents more than 207,000 jobs with an economic impact of around $28-billion impact. Those numbers were generated when we were doing about 20 percent less volume in cargo and 25 percent less for cruises. We anticipate our economic impact that we will be well above that.

What has the PortMiami’s 2035 Master Plan achieved so far?

In 2011, the board approved the 2035 Master Plan, and requested installation of additional cranes, which we have completed. They also mentioned the additional cruise ship berths, which we are building. We are beating the projections, particularly on the cruise side. By 2021, there’s going to be close to 7 million passengers per year. According to the plan, Miami was not supposed to experience that many until the late 2020s. This means we have to speed the project up.

Southern portal

Trade & Logistics

Alex Wertheim

UPS Americas President Romaine Seguin discusses the strategic importance of South Florida as a critical trade and logistics pathway to Latin American markets

How is South Florida an advantageous logistics hub?
South Florida is the connection to Central America and South America, which are critical markets for us. The expanding middle classes in Latin America, along with healthy GDP growth and rising international influence, are creating attractive opportunities for commerce and investment. South Florida is a strategic location for American and European companies seeking to venture south to expand their business.
South Florida is an important northern entryway for Latin America as well. It’s amazing the quantity of perishables that come through here – just look at flowers. Over 90 percent of the flowers that enter the U.S. come through Miami. Flowers are the number one import, followed by other perishables, and after that fish. It is the starting point to feeding the U.S.
What are the areas of growth for the logistics sector?
One of our strategic imperatives is to capture more of the healthcare vertical in Mexico and throughout the Americas region. The medical equipment and biotechnology industries are experiencing tremendous growth and change, and these are the areas where our consumers are pushing us to go. The number of patents expiring each year continues to increase, which means that a generic, more affordable product is get-ting into the market.
It’s not an easy market to enter because of the complexities entailed, whether it’s related to temperature control, infrastructure or human capital. Moreover, the regulations and licensing requirements in each country are different; for instance, some countries require facilities to have a pharmacist on site.
What are some recent developments in trade policy?
The most recent free trade agreements (FTAs) the U.S. signed with entered into effect in late 2012, one with Panama and one with Colombia. Despite continuous political debate, there is a movement to take the barriers down and enhance free trade. What is important is to educate the private sector, especially companies here in South Florida who wish to expand their businesses to international markets, on what FTAs are and what they can mean for a company.
Within the logistics sector, what factors most impact cost of operations in South Florida?
The great expense in transportation in Latin America is the customs processes – they’re not automated and extremely tedious. Automation provides more security, more transparency, and more consistency. We are working with government officials to improve these procedures. For South Florida-based logistics companies, the bulk of whose business is trade with Latin America, these delays become quite problematic.

Striking a balance

Trade & Logistics

Alex Wertheim

PortMiami Director Juan Kuryla discusses balancing the growth of the port’s two lucrative business lines – cruise and containerized cargo

How much of PortMiami’s business is comprised of the cruise versus containerized cargo segment?
Revenues are significant from both sides, with roughly 60 percent of the direct revenue to the port coming from cruise and 40 percent from cargo; however, cargo comprises nearly 80 percent of the economic impact to Miami-Dade County. The cruise industry is extremely significant, driving tourism and employment growth; it is the number one contributor to Miami-Dade’s hotel occupancy. In the fiscal year 2014, PortMiami had a record-breaking year, processing 4.77 million cruise passengers in our 45th consecutive year as the world’s largest cruise home port. We benefit from having Carnival Corporation, Royal Caribbean Cruise Lines, and Norwegian Cruise Lines – collectively comprising 75 percent of the global cruise market – headquartered in Miami-Dade County.
How will the completion of PortMiami’s Deep Dredge Project impact South Florida?
The Deep Dredge Project is a game-changer for this region. Upon the project’s completion in mid-2015, we will be the only U.S. port south of Virginia at a water depth of 50 feet. This will allow us to berth much larger vessels and reclaim some of the transshipment business we lost to ports in Panama and the Caribbean in the early 2000s.
This deeper draft capacity is of great interest to the large shipping companies, who save money, thus make money, by consolidating containers from multiple lines into a single larger vessel. The depth will enable us to capture new cargo business, particularly from Asia, on vessels that will now be able to transit the expanded Pan-ama Canal upon its completion in early 2016.
What is PortMiami’s strategy for the medium term?
Recapturing transshipment is a top priority. We lost much of this business after 9/11 because of high security-related costs and inspection protocols. Today we work closely with U.S. Customs and Border Protection to create a commercially friendly business environment at the port, while maintaining the highest standards of security. In conjunction with our partners at Florida East Coast Railway, we are targeting industries such as frozen poultry, beef, scrap metals, scrap paper, corn, soy, grains and other food products, to boost cargo volumes passing through the port.  Part of the port’s initiative is to export more loaded containers to complement the importation of products coming in from Asia and Europe. We also anticipate continued growth in trade to and from Latin America and the Caribbean as well as starting new trade routes with emerging markets such as India and Africa. On the cruise side, we are working on the construction of a new berth and terminal for completion within the next two to five years.  These improvements will expand our passenger capacity by approximately 20-25 percent.

Soaring growth

Trade & Logistics

Miami International Airport Aviation Director Dr. Emilio T. Gonzalez, discusses infrastructural upgrades and plans to transform Miami-Dade into a global hub


Miami International Airport (MIA) has seen incredible growth in recent years. What is the strategy to keep pace?

Broadening capacity is a priority for this airport and at the core of both our medium and long-term strategies. We service 40 million passengers each year – roughly the population of Argentina – and the airport’s capacity is 50 million; at some point we will run out of space.

To anticipate these needs, we are undertaking a number of major infrastructural upgrades. One project is to build 40 hardstands to park planes. Until recently, air traffic operated on peaks and valleys. You see no arriving flights at 2 a.m., but at 6 a.m. there is a surge of planes. Some of our aircraft, particularly those originating from South America, fly here and go nowhere else. They arrive at, for example, 8 p.m. from Brazil and stay until 11 p.m. Because of American Airlines’ recent reorganization, we no longer have the peaks and valleys, but instead, have constant traffic. Consequently, we no longer have the luxury of avail-able empty gates for us to park idle planes.

We must also accommodate growth in air freight, another important driver in this economy. We operate five airfields. One of them, our training and transition airfield, located in the middle of the Everglades, has a 10,000-foot runway. We are looking to convert that into a cargo airport sometime in the distant future.


What is MIA doing to upgrade its terminals?

We are currently renovating Terminal E, which is part of the central concourse. Interestingly, we are only launching this project as a stopgap measure to buy us time before we can build new structures.

Eventually, Terminals G, F and E will become two terminals. We will start on one end of the airport and work our way in, knocking down terminals along the way. We are looking to break ground on this project in 2020 and it will take 10-15 years to complete the terminal.

Because of its central position within the airport, and because of added traffic from the slew of new flights that American Airlines has announced they will be adding, Terminal E will be where the action is. Subsequently, we are investing in modernizing it. We recently purchased a $90-million train system to improve connectivity within the airport. This will be delivered in the next two years and has a lifespan of 10 years. In the distant future, we are looking to erect a high-end mall, which will have all of the major luxury retailers, in the central terminal.


What are MIA’s plans for broadening connectivity with respect to passenger business?

MIA is the second-largest international passenger airport in the U.S. However, in looking at our existing network there are a number of gaps. With respect to Europe, we need to improve connections with Eastern Europe and Scandinavia. We are looking to develop routes like Warsaw-Miami and Stockholm-Miami.

Asia is another big untapped market for us, in terms of passenger service. We already have cargo business with Asian companies, namely China Air, Korean Air, and Cathay Pacific, and those are usually one-stop flights that go from East Asia to Alaska, refuel and go back. I have spoken to representatives from different Asian carriers, and they all want to come here; it’s not a matter of “if,” but “when.” The “when” will happen when these airlines get new, larger, aircraft, for instance, the Dreamliners. When they start getting A-380s, then we will start to see an increase in Asian traffic coming here.

We are also working on getting flights to Africa. These don’t necessarily have to be through African carriers but could be U.S. airlines with Miami-Johannesburg, Miami-Lagos or Miami-Cairo routes.

MIA is the number one international freight airport in the U.S. What are the growth fundamentals of this segment?Being a gateway city, Miami sees cargo both coming in and going out. Planes arrive full of goods, and the only way they can generate a profit is if they also leave with full loads. From a cargo perspective, Atlanta can’t be Miami because they don’t have much to send back. At MIA, thanks to South Florida’s robust distribution and logistics operations, all of our cargo planes come in full of goods and they leave full as well. They arrive with perishables – flowers, fish, fruit – and depart with high-tech exports, such as electronics, medical technology, mining equipment and automobiles.


How does MIA contribute to job growth and economic diversification in South Florida?

The airport is one of the largest employers in Miami-Dade County, contributing nearly 158,000 direct jobs to the economy annually. It also generates a significant number of indirect jobs in related and peripheral industries, such as tourism, logistics, and manufacturing.

For instance, although it may not be very visible, there is a robust aerospace industry in South Florida. One of the largest airplane manufacturing companies, the Brazilian-based Embraer, has its U.S. headquarters in Ft. Lauderdale. B/E Aerospace, which is headquartered in Palm Beach and manufactures interior cabin products, has more employees than U.S. Southern Command (SOUTHCOM). The French-Italian aircraft manufacturer ATR recently relocated their North American headquarters to MIA from Virginia.


What are the most pressing challenges of operating an airport of this size and significance?

There are a lot of moving parts – some of it operational, some financial. The operational aspect is tied to the fact that we have over 90 airlines that fly out of here and they need a lot of care. We also have over 200 concession locations, which would make us one of the largest malls in the U.S., as well as related businesses such as a hotel, parking facilities, etc.

On the financial side, MIA is the largest economic engine – not just in Miami-Dade County, but in the U.S. Southeast, from Washington, D.C., down. To put this in perspective, we generate $1 billion more revenue than Hatsfield-Jackson Atlanta International Airport; we are bigger than Disney World and bigger than the Tennessee Valley Authority. When you generate that much wealth and economic business, everyone wants a piece of the action. Consequently, I get lobbied frequently and must ensure that proper procedures, when it comes to bids, are enforced at all times.


What is your strategic vision for MIA and your outlook on South Florida’s economy?

Currently, Miami-Dade is the Gateway to Latin America. Ultimately, our goal is to transform it to a global hub. We have the fundamentals to support this – strong tourism, real estate, logistics and banking industries – and MIA’s capital projects will only boost this progression.


Colombia’s Cárdenas Leads the Way

Colombia’s Cárdenas Leads the Way

By: Nicholas O’ConnorAméricaEconomía

Colombia’s president Juan Manuel Santos and his government enjoyed a successful 2015. His persistence in negotiations with the FARC led to what looks to be a peaceful solution to a conflict that claimed the lives of thousands of Colombians and caused the displacement of thousands more.

His recent visit to the US also had positive results. Barack Obama pledged $450 million in aid in order to continue US support for Plan Colombia.  The successful initiative has been rechristened Peace Colombia and will look to solidify the achievements made since the inception of the first aid plan over 15 years ago.

Colombia’s stability has not gone unnoticed in Latin America either. AméricaEconomía Intelligence recently published the results of its Ranking of Latin American Finance Ministers for 2015. The ranking is constructed with input from the region’s top economists as well as the readers of the magazine. Mauricio Cárdenas, Colombia’s Finance Minister since 2012, was named in top spot. This comes as an improvement on his second place finish in 2014. Cárdenas performance stood out due to the steps he has taken in order to improve the country’s macroeconomic stability and to strengthen its financial institutions. The success is even more remarkable considering that oil production makes up a large part of Colombia’s economic output.

Chile’s Rodrigo Valdés came in in second place. The results show that his work is highly rated at an international level which comes as a slight contrast to how he is viewed locally. The Chilean economy continues to stutter as copper prices remain low. Last years poll topper, Panama’s Dulcidio de la Guardia, completes the podium. The growth of Panama’s economy continues to lead the region although there are some concerns over the continued delays related to the expansion of the canal.

Returning to the theme of Colombia, it must now be recognized that Plan Colombia was a success. Hundreds of millions of US dollars helped bring one of Latin America’s oldest democracies back from the brink of failure. Alvaro Uribe, President of Colombia from 2002 to 2007, played a key role in the process and will still have a key role to play in the country’s future. Unfortunately, current relations between Uribe and Santos are not fantastic. The former President has been vociferous in his criticism of his successor. It is important that the two learn to work together as both will be present at the heart of Colombian politics for the foreseeable future.

Cárdenas has been rumored to be a potential successor for Santos when his term finishes in 2018. An astute politician he has been a steadfast ally for Santos and has been openly showing his support for the President’s Austeridad Inteligente(Intelligent Austerity) policy that calls for a reduction of government expenditure. Cárdenas, eager to show his support, tweeted a photo of his economy class air ticket to Davos last month. If he can manage to keep Colombia’s economy ticking over during the next few years of low commodity prices, he will be well positioned by the time the 2018 elections come around. Many presume that he will have to face off against the aforementioned Alvaro Uribe. A tough task indeed, but his chances have been given a boost with this award.

AméricaEconomía is Latin America’s leading business publication. Its international edition is complimented by local editions based in Brazil, Mexico, Chile, Peru, Ecuador, Bolivia and Paraguay. In 2016 the magazine will launch a Central American edition with circulation in Panamá, Costa Rica, El Salvador, Honduras, Nicaragua and the Dominican Republic.

AméricaEconomía is keenly read by a growing regional community of businessmen and businesswomen, entrepreneurs, executives and senior officials who need to understand the region from local, regional and global context.

For more information, click here!

Diversification plans

How the leading U.S. airport in air freight is crafting strategy for the long term

Emilio T. González Director – Miami-Dade Aviation Department

How has the strengthening U.S. dollar impacted passenger air traffic?

Our numbers have dipped as a result of the currency exchange rates, particularly when it comes to Latin American visitors. At the same time, we are expanding into new markets and seeing more diversification in our passenger lists. The net result was that 2015 was our best year for passenger growth, with 3 million more travelers year-over-year and a new record of 44.3 million annual passengers. Last year, Miami International Airport (MIA) also added eight new airlines and is now home to 101 carriers—the most of any U.S. airport. Additionally, MIA welcomed ve new international nonstop passenger routes: Cordoba, Argentina; Istanbul, Turkey; Manchester, England; Monterrey, Mexico; and Vienna, Austria. These developments speak to the fact that Miami is becoming more than just the Gateway to the Americas but the new gateway to the world.

For Miami-Dade’s business community, deepening ties with China is a top priority. What is MIA doing to facilitate direct air connection to the country?

Miami is the furthest geographic point from China in the mainland U.S., posing a significant barrier to bringing direct flights from China here. MIA’s strategy is not strictly focused on generating traffic to China, but building connectivity to Asia. Our studies show that mainland China on its own would not generate enough traffic to route a direct flight there, as they project that passengers from the country would only make up 25 percent of the demand for Miami-bound flights. However, Japan, South Korea, the Philippines, Indonesia, Vietnam and other Asian countries boast tremendous potential to fill planes. We are presently engaging with Asian air carriers that are investing significantly in ultra-long haul aircraft and looking to expand their routes, such as EVA Airways and Cathay Pacific.

In 2015, MIA was designated by the International Air Transit Association (IATA) as a pharmaceutical freight hub. What is the impact of this distinction?

Pharmaceutical air cargo is a huge industry, and so far we have only captured a small portion of it. In 2015, we became the first airport in the U.S.—and only the second in the world—to be IATA-certified as a pharma hub. In early 2016, MIA hosted our first, and well attended, workshop for key pharma stakeholders. This fits perfectly with our strategic plan to grow and diversify our cargo facilities. Pharma cargo at MIA has grown 80 percent in the last ve years. And with this designation, and the partnerships we’ve developed with our freight forwarders and customs brokers, I think we are well positioned to capture a huge portion of the lucrative global pharma business.