Interview with Perry Miller, CEO of the Capital Region Airport Commission
I recently went one-on-one with Perry Miller, CEO of the Capital Region Airport Commission, where he serves as CEO of the Richmond International Airport.
Adam: Thanks again for taking the time to share your advice. First things first, though, what is the most surprising thing about being CEO of an airport?
Perry: The most surprising thing about being CEO of an airport is that airports run like a small city in many regards with its own fire department, police, utilities, restaurants, shops, and transit systems and I have to oversee the traffic, runways, sanitation, customer service, public safety, and community which can become quite the juggling act. As an airport CEO, I am constantly managing multiple large investment projects with long and complex timelines, and I have to balance efficiency with aesthetics — because airports are the first and last impression of a city so you want to make sure it’s engaging and inviting.
Adam: What does a typical day look like for you?
Perry: A typical day for me looks like:
6:00 - 7:00 AM — Early Start & Briefings
Morning reports from overnight operations:
Flight delays/cancellations.
Security incidents.
Weather impacts.
Quick check-in with the Chief Operations Officer (COO) or Deputy Directors.
Review daily dashboard: passenger flow, parking capacity, TSA wait times, and airline performance.
Before 8 AM, I already know if a runway is down or if there’s a system outage.
7:30AM - 9:00 AM — Internal Meetings & Walkthroughs
Operations briefing with department heads:
Security updates.
Maintenance and construction updates (ongoing projects).
Customer service issues (escalations from passengers).
Terminal walkthrough: checking in with staff, tenants, and sometimes even greeting early travelers.
Walking the concourse gives me a frontline view — if passengers aren’t happy, I hear it firsthand.
9:00 - 11:00 AM — Stakeholder & Partner Calls
Regular calls with:
Airline executives (negotiations, route development, partnerships).
Government agencies (TSA, FAA, customs).
City and regional officials (economic development, funding, public relations).
Media prep if there’s an ongoing public issue (construction, delays, new route announcements).
It's part aviation, part diplomacy.
11:00 AM - 12:30 PM — Strategy & Development Focus
Review capital improvement projects (CIP):
Terminal expansions, runway upgrades, sustainability initiatives.
Vendor and concessionaire meetings:
Food and retail partners.
Construction teams on progress.
Strategic planning: long-term growth, sustainability goals, technology upgrades.
We're not just managing today’s travelers — we’re building for the next 30 years.
12:30 - 1:30 PM — Working Lunch / Community Engagement
Lunch with chamber of commerce, or local business leaders.
Speaking engagements or rotary/community meetings to maintain civic relationships.
The airport is the region’s front door — we’re ambassadors for the entire city.
1:30 - 4:30 PM — External Relations & Economic Development
Meetings with developers, investors, tourism boards, and airline reps to attract new flights and services.
Work with cargo partners for trade and logistics strategy.
Sustainability & innovation reviews (e.g., electric fleets, solar initiatives).
“Airports are key to the regional economy — we’re always thinking about what’s next for growth.”
4:30 - 6:00 PM — Reviewing Reports & Wrapping Up
Review:
Financial performance (revenue, expenses, projections).
Staffing updates (hiring, training, safety).
Customer feedback and service metrics.
End-of-day debrief with the leadership team.
“The airport never sleeps — but at some point, I have to.”
Evenings — Events, Media, or Catching Up
Attend community events, networking receptions, or industry meetings.
Or catch up on strategic reading, reports, or respond to airline execs in different time zones.
Here are some key takeaways:
It’s never the same day twice — it’s a mix of planned strategy and real-time crises.
It’s focused on passenger experience, safety, business growth, and politics — all at once.
Adam: How did you get here? What experiences, failures, setbacks, or challenges have been most instrumental to your growth?
Perry: That’s a great question — because getting here wasn’t a straight line. Like a lot of leaders, my path has been shaped as much by setbacks as by successes.
Early in my career, I faced moments when I wasn’t sure if I was on the right track. One of the biggest lessons I learned was from a promotion I didn’t get — and at the time, it felt like a major setback. But what I realized later is that experience pushed me to grow in ways I wouldn’t have otherwise. It forced me to step back, seek feedback, and invest in becoming a better leader. I focused on building relationships, learning more about the business side of aviation, and developing my communication skills.
I’ve also faced challenges navigating complex projects — like major airport expansions or responding to crises that affect thousands of travelers. Those experiences taught me the importance of staying calm under pressure, building strong teams, and always keeping the bigger picture in mind.
I would say that every challenge — whether it was a tough leadership decision, an operational crisis, or a missed opportunity — became a stepping stone. They taught me resilience, patience, and how to lead with empathy.
Looking back, I realize that growth happens in the uncomfortable moments, and I’m grateful for those experiences because they’ve shaped the way I lead today.
Adam: What are the best lessons you’ve learned from your experiences leading different airports?
Perry: One of the most important lessons I’ve learned is that airports are about people first — not just passengers, but the employees, vendors, airline partners, and community stakeholders who make it all happen. No matter how advanced our technology or how large our facilities grow, it’s relationships that drive success.
I’ve also learned that adaptability is critical. No two days are the same, and you have to lead through everything from global pandemics to economic downturns to weather disruptions. Staying calm, focused, and flexible while keeping long-term goals in mind has been essential.
Finally, I’ve learned that airports are economic engines for their regions and every decision we make impacts not just travelers but business development, tourism, and community growth. That sense of responsibility motivates me to lead thoughtfully and proactively.
Adam: What is your best advice on building, leading, and managing teams?
Perry: My best advice on building, leading, and managing teams is that leadership starts with listening. If you don’t take time to hear from your team — really hear them — you’ll miss opportunities to innovate and improve. My advice is to be visible, be approachable, and create a culture where people feel valued.
Second, communicate the "why" behind decisions. People work harder and stay more engaged when they understand the mission and how their role fits into the bigger picture.
Also, diversity of thought and background makes teams stronger. You need people who see problems differently and aren’t afraid to challenge assumptions. I make it a point to surround myself with people who bring skills and experiences I don’t have, and I empower them to lead in their areas.
Adam: What do you believe are the defining qualities of an effective leader?
Perry: I believe great leaders are:
Visionary but grounded — You need to see the big picture and think years ahead, but you also need to understand what’s happening on the ground today.
Authentic — People know when you’re genuine. Authenticity builds trust, and trust is everything in leadership.
Decisive and accountable — You have to make tough decisions, own them, and be transparent about why you made them.
Empathetic — You can’t lead well if you don’t care about people. Empathy helps you build stronger teams, better customer service, and healthier partnerships.
Adam: How can leaders and aspiring leaders take their leadership skills to the next level?
Perry: Leaders and aspiring leaders can take their leadership skills to the next level by remaining teachable - they remain open to learning new things. Being open to stepping into the uncomfortable, sometimes stepping into uncomfortable situations pushes growth and growth is what helps elevation. Surround yourself with other leaders who are where you want to be and be willing to give back by being a mentor as well.
Adam: What are your three best tips applicable to entrepreneurs, executives, and civic leaders?
Perry:
Be authentic and clear with your communication: Whether you're pitching investors, leading a team, or working with stakeholders, clear and honest communication builds trust. People will follow leaders who are real, even when delivering tough news or navigating uncertainty. Remaining authentic, share the journey/truth, and invite others to be part of the solution.
Remain Flexible but Mission Driven: In life and in business things will come up, it is inevitable that something will not go according to plan. Be flexible and ready to adjust but remain focused and rigid when it comes to the mission. Be clear on your mission, vision, and purpose
Relationships matter: Nature your relationships. Treat them with respect and care. Relationships are currency, when challenges or opportunities arise, you’ll have allies ready to support you.
Adam: What is the single best piece of advice you have ever received?
Perry: Never be the smartest person in the room.
Early in my career, a mentor told me that if I find myself in a room where I’m always the one with all the answers, then I’m in the wrong room — or I’m not listening enough. That advice taught me the importance of surrounding myself with people who challenge me, who bring different perspectives, and who are experts in areas I’m not.
As a leader, you don’t have to know everything — but you do need to create a team where the collective knowledge, creativity, and experience push the organization forward. That advice has shaped how I hire, how I lead teams, and how I approach every challenge.
Adam Mendler is an entrepreneur, writer, speaker, educator, and nationally recognized authority on leadership. Adam is the creator and host of the business and leadership podcast Thirty Minute Mentors, where he goes one-on-one with America's most successful people - Fortune 500 CEOs, founders of household name companies, Hall of Fame and Olympic gold medal-winning athletes, political and military leaders - for intimate half-hour conversations each week. A top leadership speaker, Adam draws upon his insights building and leading businesses and interviewing hundreds of America's top leaders as a top keynote speaker to businesses, universities, and non-profit organizations. Adam has written extensively on leadership and related topics, having authored over 70 articles published in major media outlets including Forbes, Inc. and HuffPost, and has conducted more than 500 one on one interviews with America’s top leaders through his collective media projects. Adam teaches graduate-level courses on leadership at UCLA and is an advisor to numerous companies and leaders. A Los Angeles native, Adam is a lifelong Angels fan and an avid backgammon player.
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