Dean Wright C.M. (He/Him) Email & Phone Number

Toronto, On, Ca

Toronto, On, Ca

Toronto, Canada Area

Strategically builds and solidifies the GTAA ’s capability in terms of systems, processes, people, and governance to deliver a world-class airport operation as Toronto Pearson grows to become a global mega-hub. Accountable to ensure the safety and efficiency of the apron assets, and Airport Collaborative Decision Making (A-CDM); provide leadership to Managers and coaching to support the front-line staff members of the Apron Management Unit, Resource Management Unit, A-CDM team and provide airport-wide governance and compliance for the A-CDM program. Lead Toronto Pearson International Airport partners and senior leadership within the GTAA through the continued success of the program. Strategically continue the development work to expand the program by adding the passenger and baggage flow to achieve the ultimate vision of Total Airport Management (TAM). Drives the strategic decisions required for the Apron Management Unit, Resource Management Unit, and A-CDM, as well as managing transformational change within the GTAA and the other stakeholders to work together on the airport platform, integrating our processes and moving to a ‘best plan, best served’ operating environment. Responsible for operationalizing the Airport-Collaborative Decision Making (A-CDM) operating environment at Toronto Pearson and developing the predictive, operations planning (up to 72 hours from the “day of”) capabilities within the department.

Toronto, Canada Area

Toronto, Canada

Management and oversight of employees responsible for the assignment of check-in counters, inbound and outbound baggage allocation, gate plans, and dynamic flight information displays. Development of metrics based performance criteria for areas of accountability, as well as developing and maintaining collaborative working relationships with internal and external stakeholders. Improve overall performance levels of specific functions/processes within the RMU and individuals within the groups through identifying, planning, and delivering metrics-based performance criteria at both the group and individual level in:a) Gate assignmentb) Counter assignmentc) Inbound and outbound baggage allocationd) Flight data distributione) Operational modeling Ensure continuous improvement through the development and delivery of departmental tools, plans and processes that improve service levels and through effective resolution of systemic and immediate resource allocation performance deficiencies:Resolve systemic issues through analysis of performance metrics, shift reports and customer feedback. Solutions may involve systems, process, and technologies to be implemented in conjunction with the Aviation Services Department . Customers include stakeholders (external/internal) i.e. Air Carriers and Ground Handlers.Resolve immediate resource allocation performance deficiencies through process change and/or performance management of RMU staff. Conducting investigations and resolving conflicts in customer expectations versus SDP terminologyAssess appropriate staffing skills and capabilities levels and schedule resources accordingly for the functions to meet the operational requirements and safety standards for day of operations.

Toronto Pearson International Airport

Provides analysis and recommendations of the viability of Aviation Business development projects and initiatives at Toronto Pearson. Generates alternatives to address gaps between forecast future demand and current available capacity, evaluates solutions, makes recommendations and develops business cases for selected alternatives.Measure and analyze current and future capacity of existing facilities and processes. Designing and managing analysis of Aviation Business initiatives and projects to achieve additional capacity, efficiency and effectiveness to meet targeted levels. Based on analysis, quantify operational or capacity benefits of alternatives for use in development of Business cases for selected projects; Designing and managing the production of Business cases for Aviation Business projects and initiatives;Development and analysis of cost/benefit and ROI analysis of proposed Aviation Business initiatives, programs and projects; Analysis of financial impact to GTAA in respect to potential revenue and costs such as capital, O&M and labour;Analysis and modelling of rates and charges impacts in respect to Aviation Services (ie Rates and Charges, Apron Fees, etc);Representing the GTAA in developing and maintaining working relationships with stakeholders such as airlines and Nav Canada to collaboratively prepare business cases and analyze data;Aviation Business benchmarking and competitive best practice research around pricing of aviation services and facilities.

Toronto, Canada Area

Business Lead for the multi-million dollar replacement and implementation of Toronto Pearson's AODB - Airport Operations Database and RMS - Resource Management System, which includes resource planning and allocation for gates, lounges, check-in counters and baggage operations (current project) Business Lead and subject matter expert for the implementation of A-CDM at Toronto Pearson (current project) Dedicated resource to facilitate and manage project activities that relate to the business units impacted, and to facilitate business unit and third party partner discussions. Deliver business processes, training program, and business unit change management initiatives. Subject matter expert for operational departments affected by new initiatives and operational changes Liaison between IT&T project team and all internal and external stakeholders

Toronto Pearson International Airport

Strategically manage a portfolio of new and existing air services airline partners through joint growth plans, annual customer segmentation and targeting. Creation and implementation of key account sales plans/tactics designed to develop and promote air service business opportunities at Toronto Pearson International Airport. Monitor, and act upon opportunities related to the legislative and regulatory environments that impact the air service industry. Communication with air service stakeholders, including industry agencies and air service providers in order to manage and grow activity. Cultivating and maintaining a network of industry contacts to promote Toronto with air carrier decision makers. Analyzing relevant market data (demographics, immigration, commodity and passenger flows, international trade data etc.) to support business development with target customers. Supporting other GTAA departments through provision of expertise related to the air service business and future trends. Participating in airport/airline business development conferences such as Routes, Jumpstart and Network.

• Manage, engage, coach and guide the Apron Management Unit team to foster a unified and effective team environment to achieve group and individual accountability• Develop and manage annual budget and business plan aligned to the Corporate Strategic Plan• Ensure staff is knowledgeable in all SMS requirements and standards• Ensure all documentation used by Apron Operations is current and is compliant with standards• Develop and provide relevant and accurate training requirements• Investigate and respond to apron safety issues• Facilitate discussions between GTAA and airlines regarding apron operational issues• Establish and maintain collaborative working relationships with both internal and external stakeholders• Support event management (IMS)• Analyze all movement area occurrences and customer feedback for root cause and implementcorrective actions to resolve systemic issues• Chair of Airside Safety Committee• Chair of Local Runway Safety Team • Member of Safety Management Systems working group