b'58 LAXOPERATIONSTug trials are one of many operational tests the inhouse AOR team conducts. LAWA working on the extension of theonce a facility is delivered, so there wasdeveloped and regularly update an project where we got our start, Pricemore alignment once we made thatAOR Procedures Manual that acts as reflects.change. a blueprint to inform all airport partners Christensen says ORAT reallyStaffing for an ORAT team needsof the purpose and value of their shines on terminal projects, becauseto be carefully chosen, advisesrespective divisions.they are among the most complicatedChristensen. This group has toEvery single day, its about building programs at an airport, withbe extraordinarily collaborativeimprovement and bringing value to multiple moving parts and stakeholders.and communicative because itsthe airport, engaging with everybody, Its an extraordinarily complex piecetouching bases with so many differentSarullo explains. of infrastructure, so [the AOR team]stakeholders, he explains. FlexibilityWith the variety and ongoing volume has the ability to better align in theand adaptability in responding toof projects at LAX, no day is typical beginning of the process, monitorproject challenges and changes arefor the AOR team. Theres always so through the process and ensure thealso critical. much excitement, she remarks. There complex network of stakeholders andare challenges, but every single day systems are all in alignment and readyEvolution of AOR we ask, How do we improve for our for Day One. After seven years and roughly 12team, and how do we improve for our The benefit to LAWA is, as soonsuccessful project activations, Sarullostakeholders. as the project is in planning, we startsays the AOR Division of LAWA has proven that ORAT methodology canAccording to Price, strong and working with the Airport Developmentsteady support from airport leadership Group to align with and support themhelp minimize risks and operational disruptions while enhancing thehas helped foster success for the AOR so we can be successful, Sarullo says.Division. Early program involvement, overall airport experience when Originally, ORAT responsibilities wereopening or expanding facilities. Ita collaborative team and continuous nested within the Development Group,aligns stakeholders with the testing ofpost-launch support ensures cost-but they were transitioned to Operationsprocesses, facilities and systems toeffectiveness and customized expertise around 2021, which Christensen saysoptimize for smooth operations on Daysystemwide, he adds.works better at LAWA. Developing andOne and beyond, she adds.LAWAs approach to operational delivering complex infrastructure in anreadiness, including stakeholder airport environment is very challenging,Sarullo and her team have continued to develop and refine ORAT processesengagement and transparency, is he relates. The Operations Group isa best practice for other airports to totally focused on successful operationsto provide the best possible support for airport projects. They alsoemulate, Gude concludes. October 2025AirportImprovement.com'