Ginger Evans Email & Phone Number

Washington, District Of Columbia, Us

Leads industry and trends analysis for various Carlyle undertakings and candidate investments. Created and advises AAAE Airport Consortium on Consumer Trust to generate collaborative airport pilot programs that evaluate changes required to address infectious disease, including touchless technology, digitization, resilience, HVAC, and financial diversification.

Washington, D.C., Us

The TRB Executive Committee provides leadership in transportation improvements and innovation through trusted, timely, impartial, and evidence-based information exchange, research, and advice regarding all modes of transportation. I served as a full member for six years 2018-2024 and now contribute in an Ex Officio role.

Col Lomas De Chapultepec, Cdmx, Mx

 Advises a private equity fund manager focused on capital investments in Mexico, aligned with the United Nations Principles for Responsible Investment, with corporate governance made up of world-class independent directors. Evaluates and provides advice on technical features and financial performance for prospective investments and assets under management, including toll highways, transportation technology, solar production, and oil and energy assets and facilities.

Us

“When I appointed Ginger three years ago, I tasked her with specific goals to modernize our airports and strengthen our status as a global transportation hub so that Chicago’s distinguished airports would not only be the busiest, but the best,” said Mayor Rahm Emanuel. “In a herculean feat accomplished in a small amount of time, Ginger has negotiated an historic $8.7 billion agreement to modernize O’Hare; opened two new runways and the first new gates in 25 years; undertaken the largest investment plan for Midway in nearly two decades; and attracted new airlines and services to make O’Hare not only the best connected airport in the nation, but the only American city to offer direct flights to all six major continents.” Negotiated $10.4B of improvements to Chicago's airports:• O'Hare21 Capital Program to expand/renovate terminals & provide modern lease terms for O’Hare • Airline agreement to finalize O'Hare Modernization Program (OMP) • Security screening expansion & new concessions at Midway• Increased annual airport revenue by $40M+ through successful negotiations and signed Letters of Intent with 8 cargo carriers – one year in advance of the leases expiring. Safety and Security Improvements:• Initiated airport-wide Safety Hazards Review by AIG and monthly safety meetings• Hired new leads for Emergency Management as well as Safety Management System• Reduced runway incursions significantly Environmental and Administrative Improvements:• Implemented 23-point plan to address noise including innovative night-time runway rotation • Re bid new concessions at Midway• Increased concessions revenue at O’Hare by 11%• Streamlined tracking of multiple procurement documents into a single database• Updated real estate billings dept. to capture unbilled assets and prioritized expired agreements• Built CDA internal capacity and efficiency by adding 82 new positions• Improved snow operations with increased crews, equipment, and training

Chantilly, Virginia, Us

Responsible for operations, profit and loss for a global aviation practice specializing in program management and Alternative Project Delivery. Among other projects, Parsons served as Program Manager for the largest terminal project in the world, the $5 B USD Midfield Terminal for Abu Dhabi International Airport. Projects at 15 US airports and 1 Canadian airport. Contracts with 3 US airlines. Completed projects in Portugal, Ecuador, Mexico, and Canada. Projects in Qatar, UAE, and Oman. Airport transit projects include MIA Mover, DIA terminal expansion for light rail service, BART Oakland connector. Cross sold design work for the Road and Highway Division at DFW Intl Airport and new Doha Intl Airport. Combined profit margin for all projects in 2011 was 35%. Active participant in Parsons transportation management team evaluating strategic pursuits in all transportation modes.

Nationally, grew aviation business from $5 M gross revenue to $100 M gross revenue in 10 years. Established start up, profitable offices in New York and Washington DC. Starting in 1999, developed solid New York office with diverse client base. Clients uncluded Metropolitan Transit Agency, Columbia University, American Airlines, United Airlines and NYC Department of Environmental Protection. Growth was 24 to 50% per year. Grew Washington office to 80 staff in three years from starting staff of 5. Significant projects included TSA, Dulles Rail, fourth runway at Dulles.

Englewood, Colorado, Us

Responsibilities included monitoring new aviation technologies, including management tools, staff training, selection of appropriate software and publication of articles regarding aviation. Examples projects include FAA representative for MSP EIS; terminal feasibility studies for Mitsui; management and cargo projects for BAA.

Denver, Colorado, Us

Managed EIS, master plan, design and construction of Denver International Airport. Developed highly efficient procurement strategy to maximize use of local businesses and obtain lowest bid prices, administered development of completely new construction terms and conditions and contract format. Insituted use of civil and architectural standards. Developed administrative procedures to assure timely payment, accurate reporting and cashflow forecasts, and provided for ongoing outside audits. Managed a staff of more than 600; overseeing 300 contracts; managed capital budget of $2.7 billion and annual operating budget of $8 million. Implemented first ever owner controlled insurance program in the City of Denver with highly effective construction safety program. Overall program was 8 years and 10 months. Construction period was 5 years and 4 months.

Responsible for operation of the Denver Municipal Airport System with active operations at Stapleton International Airport including managing airport properties, facilities and services. Managed relations with City Council and Mayor's office; Responsible for airlines negotiations. Was made Director concurrently with duties of Associate Director of Aviation managing the new airport construction which completed over $1 billion of work in place in its peak year of 1992.

Master Of Science (M.S.), Civil Engineering

Bs, Civil Engineering

Hs Diploma