b'TERMINALSFAT 15the top of an airports organizational chart, says Steve Sisneros, founder and principal of Las Vegas-based consultancy Sisneros Advisors.Change within executive ranks at airports is not uncommon, he notes. But its imperative upon executive leadership to make sure that delegation and a buy-in of vision are there; so if something changes, that vision just continues on.Once an airport team is aligned, he says the next step isSTEVE SISNEROSensuring support from airlines and other stakeholders, because these parties are often expected to bear sizable portions of capital program costs.If the carriers feel like theyre not part of the process, there can be more churn than necessary, he adds, referring to such situations a preventable anxietyfor all involved.Sisneros gained insight into how capital programs unfold at U.S. airports during his seven years as vice president of Airport Affairs with Southwest Airlines. Before he retired from the company last July, his portfolio included more than 100 airports, including FAT after Southwest began service there in April 2021.Now a consultant, Sisneros specializes in helping clients and their stakeholders successfully navigate major infrastructure projects. In addition, he serves as an executive advisor on airport-related projects for the Paslay Group, a Fort Worth-based airport consulting firm offering executive program management for complexWork from local and international artists figured capital development programs.prominently into the expansion project. BecauseComing HomeAlways Matters!AirportImprovement.comMarch | April 2026'