Robert Walters, Commercial Director, London Biggin Hill Airport speaks with Regional Gateway about business aviation airports and how they are now becoming full aviation ecosystems.
1. Business aviation airports have traditionally been defined by runway access. Why is this changing?
Runway access remains fundamental, but it no longer fully captures how airports are being used today.
Aircraft are flying more frequently and schedules are tighter, which places greater emphasis on utilisation, turnaround time and operational predictability. In this context, ground performance at airports becomes just as critical as airside access.
Expectations around reliability have also increased. Operators are being judged on how consistently aircraft are available and can operate as planned. This brings maintenance capability and parts availability into much sharper focus.
The way airports are perceived is changing as a result. They’re not just points of arrival and departure, but environments that need to actively support the day-to-day running of aircraft.
2. How does this change the way airports need to think about infrastructure and development?
As operational pressures increase, the way infrastructure is planned becomes more interconnected. Individual facilities still matter, but the way they function together is what ultimately determines performance. Where maintenance, engineering and handling sit separately, there is more coordination required and more opportunity for delay. When they’re aligned, the process is more straightforward and easier to manage.
From a commercial perspective, when an aircraft has to leave the airport to complete part of a work package, that activity and associated revenue move elsewhere. Keeping those capabilities on site becomes increasingly important as airports compete for long-term, high-value activity.
Expansion needs to be considered in the same way. Increasing capacity on its own doesn’t guarantee better outcomes if underlying bottlenecks remain. The focus must be on improving how the operation flows as a whole.
3. London Biggin Hill has been described as a ‘one-stop shop’. What does this mean in practice, and how it benefit operators?
At London Biggin Hill, the ‘one-stop shop’ model reflects how a wide range of aviation services are brought together in a way that supports a single, continuous workflow.
With more than 70 aviation businesses on site, covering maintenance, avionics, interiors, engineering and operational support, aircraft can arrive and complete multiple workstreams during one visit. This removes the need to reposition between locations and allows different providers to work more closely together.
For operators, it makes planning more straightforward. Aircraft spend less time out of service and there are fewer transition points where delays can be introduced.
It also makes a difference when issues arise. Having the right expertise available on site means problems can often be addressed immediately, rather than disrupting the wider schedule. As utilisation continues to increase across the sector, this ability to respond quickly becomes more valuable.
4. How does this kind of ecosystem influence where OEMs choose to invest?
OEMs are increasingly drawn to locations where the surrounding environment already supports efficient operations. Infrastructure is part of it, but so is access to skilled labour, established supply chains and a consistent flow of aircraft. When these elements come together, it creates the conditions needed to deliver aftermarket services reliably and at scale.
There is also a growing preference for being part of established aviation ecosystems. Co-locating alongside other providers allows for closer collaboration and a more efficient use of resources, rather than operating in isolation.
This model is particularly relevant in Europe. The European market continues to generate steady maintenance demand due to an active and diverse fleet, and operators expect a high level of service. This combination makes it important for OEMs to be well positioned within the region.
At London Biggin Hill, this is reflected in investment such as Bombardier’s expanded European Service Centre and paint facility, where multiple capabilities are consolidated into a single location.
5. What are the main challenges in sustaining this kind of model, and how are you addressing them?
One of the most pressing challenges is the availability of skilled people. Demand for engineers and technicians is growing, driven by both fleet expansion and increasing technical complexity. Without this workforce, it becomes difficult to translate infrastructure and investment into actual operational capacity. Building this capacity takes time, meaning it needs to be approached as an ongoing priority rather than something addressed reactively. At London Biggin Hill, the focus is on developing a consistent pipeline. Initiatives such as Futures Week, apprenticeships and partnerships with local colleges are aimed at improving awareness of aviation careers and providing clearer entry routes into the industry.
There is also close collaboration with businesses on site to ensure training reflects operational requirements. This helps shorten the gap between education and employment and ensures the skills being developed are immediately applicable.
6. Looking ahead, how do you see the role of airports continuing to evolve?
Airports are becoming more closely aligned with the activity they support on the ground. Runway access will always be a core requirement, but it’s no longer enough on its own. The ability to support maintenance, provide operational resilience and sustain a skilled workforce is playing a larger role in how an airport’s value is measured.
A broader mix of activity also brings greater stability. Maintenance and engineering work tends to be less sensitive to short-term fluctuations in flight volumes, which helps create a more consistent base of demand.
Airports that can bring these elements together in a cohesive way will be better placed to meet increasing operational demands and attract further investment over time.
