CIRRUCULUMVITAE
ALANBORK
AIRPORTRETAILCONSULTINGRONNEVEJ5DK–2688SOLRODSTRANDPHONE:+4540353453EMAIL:[email protected]
SUMMARYOFALANBORK’sPERSONALPROFILEExperiencedairportexecutivewithmorethan20yearsofexperiencewithinthenon-aviationcommercialareaofairportoperation,withastrongcommercialprofileandagoodunderstandingofthetravellersmindset.AlanBorkhastheabilitytoquicklyoverviewandunderstandcomplexairportenvironments.Havingworkedwith4airportprivatizationsAlanBorkisexperiencedinworkinginthecross-fieldofpublicandprivateenterprise.Inadditionpleasenoticethefollowing:
• Strongretailandconsumermarketingbackgroundfromtravelindustryatinternationallevel,• Experiencedinairportterminalplanningprojects,• Experiencedwithmarketresearchandanalyticalwork,• Strongfinancialskillsandexperiencedwithduediligenceandacquisitions,• Strongconcessionmanagementskillsandanexperiencednegotiatorusedtoworkinaninternational
environmentatbothstrategicandoperationallevel,• Movecomfortablyinapoliticalenvironmentandusedtopromotetheinterestofabusinesstowards
manydifferentstakeholders,• FluentinEnglishandastrongpresenterwithmanyspeechesandpresentationsatinternational
conferences,• ExperiencedITuseronallplatforms.
AlanBorkisaDanishnationalandhisacademicbackgroundisMerconom,B.ComandamanagementeducationwithDMC(DanskManagementCenter)andINSEAD.HealsofollowedaservicemanagementcourseatDisneyInstituteinUSA.CONSULTINGPROFILE
2003–present www.alan-bork.com OwnerandManagingDirectorWithhisvastexperienceandextensivetrackrecordinairportsAlanBorkhasprovedhimselfanexpertinAirportcommercialactivity.Hecanhelpairportscreateaclearpictureofthenon-aviationcommercialmarketplaceanddefineappropriatestrategicdirection.AlanBorkworkedforthefollowingcompaniesorprojects:-BrusselsInternationalAirport–Belgium-NewLisbonAirport–Portugal(withHOKArchitects)-CancunInternationalAirport–Mexico-CopenhagenAirport–Denmark-OsloGardemoenAirport–Norway
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-SchipholAirport-Amsterdam-AqabaInternationalAirport–Jordan-BergenAirport-Norway-BodøAirport-Norway-MonastirAirport–Tunisia(forHochtiefAirPortGmbh)-KeflavikInternationalAirportLtd-Iceland-MeridaAirport-Mexico-NewcastleAirport-UnitedKingdom-StavangerAirport-Norway-SteamPacketCompanyLtd–IsleofMan-UnitedKingdom-TrondheimAirport–Norway-LargardereTravelRetail–France-EliorGroup/AREAS-FrancePleaseseeAppendixIformoredetailsonselectedconsultingprojectsthatdescribeAlanBork’sinvolvementinvariousairportandtravelretailprojects.Theprojectscoverdifferentkindofinvolvementsfrombeingpartofanairportin-houseprojectteam,workingwithexternalmaincontractorsorworkingindependentlyondefinedprojects.RELEVANTPROFESSIONALEXPERIENCE
2010–2013 BudapestAirportZrtHungary
CommercialDirectorandExecutiveVice-president
Keyresponsibilities
• AsCommercialDirectortoberesponsibleforandmaximiseallnon-aviationcommercialactivityincludingTax&DutyFreeretail,food&beverage,advertising,groundtransportation,parkingandcarrental,
• Asexecutivelevelpointofcontacttomaintaingoodrelationshipandpartnershipwithconcessionairesandairportserviceproviders,
• AsExecutiveVicePresidenttobepartoftheairportExecutiveManagementCommitteeresponsibleforoverallairportmanagement,
• AschairmanoftheEasternEuropeanTravelRetailAssociation,tomaintaingoodrelationshipwithlocalandregionalgovernmentsaswellasrelevantEuropeanUnioninstitutions.
Keyachievements
• Successfulopeningofnewterminalin2011,whichwasfullyletwithstateoftheartretailandintroducingmultipleoperatorformatonfood&beverage,
• Re-negotiationoflong-termcontractfordutyfreeoperation,withasubstantialfinancialupsidefortheairport,
• SuccessfullobbycampaignagainstHungariangovernmenttoensureexemptionfortheairportdutyfreefornewHungariantobaccolawmonopolizingtobaccosales,
• Introductionofnewcurbsideconceptensuringasubstantialincreaseinairportsrevenuesfromgroundtransportationandtaxiservice,
• Totalupgradeofparkingconceptsintroducingstrongerproductportfolioandpre-bookingcapability.
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2007-2010 BlueVentusLtdUnitedKingdom
CommercialDirector
Keyresponsibilities
• HoldingthepositionasCommercialDirectorinanewUKbasedstart-upBlueVentusLtd.Introducinganew“secondgeneration”businessloungeconcept,
• ResponsiblefornegotiatingcontractswiththeAirportsaswellasnegotiatingagreementswiththeairlinesusingthelounges,
• InstrumentalinbuildingthefinancialmodellingfortheBusinessPlan._________________________________________________________________________________________________________________________________
2005–2006 BrusselsIntl.AirportBelgium
CommercialDirectorandExecutiveVice-president
Keyresponsibilities
• InconnectionwiththeprivatizationoftheairporttooptimiseandbeaccountableforcommercialrevenuesfromallTax&DutyFreeretail,carparking,groundtransportationandrealestateactivities,
• ForTax&DutyFreeretail,maximizepenetration,salesandrevenuestoairportaompanythroughthedevelopmentandimplementationofstrategiestogrowthebusinessincloseco-operationwiththeretailoperators,
• Optimiserevenuesfromallrealestateactivitiesthroughtheachievementofhighoccupancylevels,marketrentalsandensuringthatsupplymeetsdemandbothfortheexistingrealestateassetsandalsonewrealestatedevelopments.
Keyachievements
• SuccessfulpreparationofstrategiesandMasterplanforthegrowthandstrategicdevelopmentofthebusinesstobeincorporatedintotheoverallcompanyBusinessPlan,
• DevelopmentofaPartnershipconceptforimprovedpositivebusinesspartnerrelationshipswithallinternalandexternalstakeholders,
• Buildinganefficientandmotivatedorganizationwithinapositiveworkingenvironment,highjobsatisfactionandamotivatedstaffwiththenecessaryskillsrequired.
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1998–2002 CopenhagenAirportPlc(CPHInternational)Denmark
RetailDevelopmentDirector
Keyresponsibilities
• InconnectionwithCPH’sinternationalactivities(MexicoandtheUK)developmentofnon-aviationcommercialactivities(allbusinesslinesincl.Tax&DutyFree),
• Developmentofapost-abolitionTax&DutyFreeretailstrategy,marketingandcommunicationstrategy,• PrepareandcarryouttendersinCPHaswellasinMexico,• Evaluatebidsandnegotiatecontracts,• RepresentCPHindifferentinternationalforumse.g.ACI,ETRCetc.
Keyachievements
• InCopenhagenandMexicosuccessfullyundertooktendersandevaluatedandnegotiatedincomingbids,• Developedandimplementedapost-abolition(1999)marketingandcommunicationstrategywhichwas
eventuallyadoptedbyotherairports;BritishAirports,BrusselsAirportandtheSpanishAirports,
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• Developedamajorbusinessplan“TheCommercialConceptforCancunairport”.• Successfully introduced and implemented a “European formula” for conducting tenders inMexico by
usingtenderprinciplesfromtheACITenderCode,whichIparticipatedindevelopingaspartofaspecialACItaskforcebackin1997-98,
• Successfulopeningofa‘stateoftheart’shoppingcentreatCancunairport,• DevelopedanewstructurefortheEuropeanduty-freeindustryfollowingabolitionin99,• HeadedaspecialtaskforcetodevelopacommunicationstrategyforETRC,• AschairmanofDanishduty-free&TravelRetailAssociation Iwas instrumental insettingup thenew
NordicTravelRetailGrouprepresentingalltravelretailindustryintheNordiccountries.
1994–1998 CopenhagenAirportsPlcDenmark
CentermanagerRetail/F&B
Keyresponsibilities
• Following privatisation of the airport responsible for establishing a commercial operationwithin theTax&DutyFreeretailandfood&beveragearea,
• Building a new retail-marketing department and establishing effective performancemanagement andbeing accountable for all commercial revenues and expenditurewithin the accountportfolio of CPH’sretaildepartment,
• Developmentandmaintenanceofpositivebusinesspartnerrelationshipswithallinternalandexternalstakeholders,
• The effective management of all staff within the retail department to build a positive workingenvironment,highjobsatisfactionandtoensurethattheyhavetheskillsrequiredtoeffectivelycarryouttheworkrequired,
Keyachievements
• Theimplementationofthefirstretailstrategycreatedasubstantialliftinthequalityofconcessionaires.• Thesuccessofthosefirst3-4yearswasexceptional.Salesgrewsubstantially;
• DutyFreesalesgrewfrom84millionEUROtoreach130millionEUROin3years(55%),• Specialistshopsalesgrewfrom26millionEUROtoreach45millionEUROin3years(73%),• Inthesameperiodthepassengernumbersgrewfrom14,2milliontoalmost18million(27%),
• In1998theretail facilitiesofCopenhagenAirportbecame“BestAirportShopping inWorld” in IATA’sGlobalSurvey,apositionitheldfor3yearsconsecutivelyandinfactregainedin2002,
• CPHwas4timesawardedmarketingpricesincludingaFrontierAwardfor“Bestmarketingcampaign”in1998,
• Developed a Customer Service program, to focus on quality standards and excellence in customerservice.Theprogramincludedextensivemarketresearchaswellasa‘mysteryshopping’program.
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PROFESSIONALQUALIFICATIONSANDEDUCATION
1999–2000 DanishManagementForum:Managementeducation,9monthscourse,DenmarkandFrance(INSEAD)
1998 DisneyInstitute:OrlandoServiceManagementCourse
1996–97 NordicCouncilofShoppingCentres:RetailManagement,8monthscourse
1980–86 CBS–CopenhagenBusinessSchool:Merconom(bachelor)3years–marketingB.Com3years–businessorganisation
HONORARYANDACADEMICPOSITIONS
1998-2005 ChairmanofNordicTravelRetailGroup
1998–20052011–2014
BoardmemberofETRC–EuropeanTravelRetailCouncil,theumbrellaassociationorganizingtravelretailindustryinEurope
2012–2014 ChairmanofCEETRA–CentralandEasternEuropeanTravelRetailAssociation
2000–2008 GuestlectureratCranfieldAeronauticalUniversityinUK,on“AirportCommercialRevenuesDevelopment”
LANGUAGEFluentinwrittenandoralDanish,FluentinwrittenandoralEnglish.PERSONALDATA:Dateandplaceofbirth:
2ndApril1955inDenmark.Danishcitizenship.
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APPENDIXI
Selectedprojects:
CancunInternationalAirport-MexicoFollowingtheacquisitionbyCopenhagenAirportofCancunInternationalAirportontheYucatanPeninsula,Iheadedthecommercialteamdevelopingabusinessplanthatincludedthetotalrefurbishmentoftheterminalwithallnewretailandfood&beveragefacilities.Theworkincludedthetotalprocessofterminalplanning,decidingretailandfood&beverage,carryingouttendersandselectingnewbrands&conceptsaswellasnegotiatingcontractswithnewretailpartners.
SteamPacketCompany–IsleofMan–UnitedKingdomTheSteamPacketCompanyoperatingferryroutesintheIrishSeabetweenDublin,LiverpoolandIsleofManwasfacingsevereproblemswithon-boardcapacityandcustomersatisfaction.Iwasaskedtoundertakeareviewoftheon-boardserviceswiththepurposeofcreatingbetterefficiencyintheoperations,animprovedscopeofservices,whichwouldeventuallyleadtoincreasedpassengersatisfaction.
NewLisbonAirport–Portugal(withHOKArchitects)ThenewairportthatwastoopeninLisbonin2017wasoneofthebiggestairportprojectsinEuropefordecades.IassistedHOKArchitectsintheUKwithspecialistretailinputintothevariousproposalsfortheconfigurationoftheairsideterminalzone.TheworkincludedareviewofthemarketforretailservicestoformthefoundationfortheCommercialDemandattheNewLisbonAirport.Ialsoprovidedspecificrecommendationsforretailmix,spaceallocationandlocationofretailandF&Boutletsrelativetoterminalflows.Theworkalsoincludedanevaluationandestimationsofpotentialrevenuesfromarrivingpassengers.
MonastirAirport-TunisiaInconnectionwiththeprivatizationofMonastirAirportinthesouthernpartofTunisiaIwasaskedbyoneofthebiddingconsortiumstoperformafullscaleauditandduediligenceofallretailandnon-aviationcommercialactivities.Theworkalsoincludedworkingoutlocations,spaceallocationandconceptualmixoftheretailandfood&beverageelementsofaproposalfora“GreenField”projectofanewairporttobebuiltintheregion.Thisworkalsoincludedlong-termforecastingforsalesandrevenueprojections.
BrusselsInternationalAirport-BelgiumTheopeningofthebrandnewterminalAcoincidedwithadramaticpassengershortfallresultingfromthebankruptcyofthenationalairlineSabena.IassistedBrusselsInternationalAirportinidentifyingwaystoenhanceretailandfood&beverageperformanceattheairport.Theworkalsoincludedadviceonhowtoincreasepassengerspendingbybetterutilizingtheflowsofthenewterminal,aswellascreatingamoreaggressivemarketingapproach."Alan’shandsonexperienceintheairportcommercialfieldhavebeenveryvaluabletousandtheadvisoryreporthedeliveredshoweduswaystoenhancecommercialperformance."MichelDEROUCK,ExecutiveVicePresidentCommercialaffairs,BrusselsInternationalAirportCompany
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KeflavikInternationalAirport-IcelandFormedasanewcompany,LeifurEricssonAirTerminalLtd.wastooperatetheterminalsofKeflavikAirportinIceland.Thisclienthadasoneofitsaimstodevelopthecommercialactivitieswithparticularfocusontheimportantduty-freebusiness.
Iundertookafullauditandbenchmarkofthecommercialbusinessandprovidedguidanceandinputtothestrategicelementsoftheprocessofgearingthenewcompanyforthefuturechallenges.Partofthestrategicadvicewastosplituptheduty-freebusinessinaseparateairportownedsubsidiarywithitsownmanagementstructure.Theclientchoosetodosoandtheduty-freecompanybecameanindependentprofit-centrewhicheventuallyimproveditsEDITDAsubstantiallythroughimprovedmarginsandbettercostefficiency."ThestrategicinputprovidedbyAlanBorkwasveryprofessionalandindeedveryusefulinourbusinessdevelopmentconsiderations.WewillmostcertainlydrawagainonAlanBork’sconsultingservicesduringourupcomingterminalproject."HöskuldurAsgeirsson,ManagingDirectorLeifurEirikssonAirTerminalLtd.,KeflavikAirport,Iceland
AqabaInternationalAirport-JordanDuetosubstantialpassengerincreasestheterminalatAqabaInternationalAirportneededtobeexpandedinordertocopewithtrafficincreasesforadditional4-5yearsbeforeanewterminalwasbuilt.Iwasaskedtoundertakeananalysisofthecommercialpotentialaswellasprovidespecificrecommendationsfordetailedareaschedulesandlocationofcommercialactivitiesrelativetoterminalflows.Ialsoprovidedacommercialplanforallnon-aviationcommercialactivitiesbothonlandsideandairsideincludingsalesandrevenueforecastsperbusinessline,percommercialconceptandperoutlet.
KeflavikInternationalAirport-IcelandFollowingsubstantialpassengerincreasestheterminalsatKeflavikInternationalAirportneededtobeexpanded.Iprovidedthecommercialadviceforanewterminalfootprintwithamuchexpandedduty-freearea.Theworkincludedathoroughanalysisoftheretailandfood&beveragebusinessandrecommendationsforhowtoimprovefuturerevenuesthroughimprovedpassengerspendlevels.Theworkalsoincludedaterminalfootprintwithsizeandlocationofallcommercialactivities,aswellasaspaceoptimisationplantodelivermaximumrevenuesperconceptandperoutlet.Thespaceplanwastobeintegratedwithanewconceptandbrandedapproachtoretailthatwouldfullyexploitthepotentialofthepassengerprofile."AgainwehavedrawnonAlanBork’sprofessionalexpertiseinconnectionwiththeterminalproject.Weareverysatisfiedwiththeoutcomeofhiswork,whichwillmostcertainlyimproveourcommercialbusinessatKeflavikAirport".HöskuldurAsgeirsson,ManagingDirectorLeifurEirikssonAirTerminalLtd.,KeflavikAirport,Iceland
OsloAirportGardemoen-NorwayFacingamajortenderoftheduty-freeconcession,OsloAirportwantedtoenhancecommercialperformancebyinvestinginreconfiguringtheterminalstoimprovepassengerflowsandcommercialrevenues.Iassistedindraftinganewterminalblueprintaswellasanewandmoreaggressivestrategyfortheduty-freetenderingprocess.
BergenAirport-NorwayFacingamajortenderingprocessforitsfood&beveragebusinessaswellasfortheconvenienceshops,BergenAirportaskedmetoassistincreatingthetenderstrategy,preparingthetenderdocumentsaswellasparticipateintheevaluationprocessleadingtothefinaldecisionofawardingthecontracts.Theworkalsoincludedanauditandbenchmarkofthecurrentconvenienceandfood&beveragebusiness.
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"WewerehappytodrawonAlan'svastexperiencefromtheairport'scommercialfieldaswellashisknowledgeoftheNordictravelretailmarket.Weareverypleasedwiththeoutcomeoftheconsultingservicesheprovided."AlfSognefest,HeadofTerminalandMarketBergenAirport,FleslandNorway
StavangerAirport-NorwayIwasaskedtoundertakeatotalreviewofthenon-aviationcommercialactivitiesoftheairport’slandsideandairsideterminalzones,withtheaimofcreatinganewRetailMasterplanfortheairport.Theobjectivesweretoimprovetheofferforpassengersunderaverydifficultterminalconfigurationwithanarrowandcongestedairsidezone.Theworkalsoincludedatotalmarketreviewmappingoutpassengerprofilesandpassengerbehaviour.
TrondheimAirport-NorwayInconnectionwithtenderingtheduty-freebusinessTrondheimAirporthadanewoperatorcomingin.Simultaneouslytheinternationalterminalwastobeexpandedwithadditional2newgates.Iwasaskedtoundertakeareviewofallretailandfood&beverageactivitiesandsuggestednewstrategiestoimprovethepassengerspendlevels.Theworkalsoincludedrecommendingoptimalsizeandlocationofthenewduty-freeshop.TheadviceresultedinNorway’sfirst“walk-through”dutyfreeshop.TheworkalsoincludedareviewoftheAdvertisingactivitiesandproposalsforanewAdvertisingStrategywiththeaimofimprovingadvertisingrevenues.
BergenAirport-NorwayHandlingpassengerswellabovetheinitialcapacityoftheterminalatBergenAirportaccentuatedtheneedforbuildinganewterminaltohandlefuturepassengergrowth.Anarchitecturalcompetitionwasundertakenandanumberofarchitectfirmssubmittedtheirproposalsforthenewterminal.Iparticipatedintheprojectinselectingthewinningbid.ThewinningprojectwassubmittedbyNarudStokkeWiigArchitects,aworldrenownedarchitectfirmthatalsodidthenewOsloGardemoenairportinthelate90’ties.
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