There were several reasons I decided to sell my business but, if I’m completely honest, it was a necessity. In the end it was two big factors that affected the need to sell; 1) an extended construction project practically eliminating fuel revenue in the off-season and 2) major maintenance on a key piece of equipment. Neither of these issues were contingencies in the original plan and, despite our best efforts to offset their impact, at some point it was clear selling the business was the best option.
A 6 month main runway closure was included in the original business plan. There were enough cash reserves for 6 months and City Staff had assured me that there was language in the contract that would allow for an accelerated timeline. What I didn’t plan for was the indefinite extension of the project.
That promise made to me by City Staff to pursue accelerating the timeline quickly vanished when I approached the topic 7 months prior to the start of the project (after hearing nothing about the progression of the project plans). When I tried to exercise my role as Airport Manager and advocate for review and acceleration of the project timeline at the Airport Commission, it became painfully clear to me what people thought of my role as Airport Manager.
The indifference of the people with the power to influence what was going on was mind boggling. Community leaders would diminish my role when I challenged them to take a closer look at the project that had bypassed their approval. One went so for as to minimize the significance of a $7m grant funded project saying “it’s free money.” Later, I would receive the scripted phrase “it’s allowable by contract” when challenging the contractors lack of progress. What was becoming a joke to the contractors, project managers, and City Staff was literally destroying my business.