Unlocking non-aeronautical revenue: Common challenges and future opportunities
Rob Hassard, Head of Growth – Experiences at CAVU, shares insights on non-aeronautical revenue challenges, as well as key growth opportunities.
As airports and airlines face mounting pressure to diversify revenue streams beyond traditional aeronautical fees, non-aeronautical services, particularly premium lounges, have emerged as critical growth drivers.
Passenger expectations are evolving, competition is intensifying, and the industry is rethinking how to deliver personalised experiences that boost both satisfaction and profitability.
Rob Hassard, Head of Growth – Experiences at CAVU, will be joining a panel discussion on non-aeronautical revenue at the upcoming World Aviation Festival, where industry leaders will explore innovative approaches to commercial operations.
In this Q&A, he addresses the key challenges and opportunities facing airports.
CAVU: What challenges do airports face in generating non‑aeronautical revenue, such as lounges?
Rob: A key challenge is that travellers increasingly want certainty and control. The traditional turn‑up or walk‑in model doesn’t work during peak times. Pre-bookable services help by guaranteeing access and providing airports with better visibility of demand and customer behaviour.
Another issue is that airports often don’t know their customers directly because the relationship typically sits with the airline. Again, when airports offer pre‑bookable services like lounges, they can begin building a direct understanding, capturing data, learning preferences, and tailoring experiences.
Space is another constraint. With premium real estate, areas once considered commercially unviable are being re‑examined. Lounges can be a quick and useful way to prove a concept; if passengers respond well, that can underpin a longer‑term investment that improves both experience and returns.
CAVU: Can you share examples of airports that have balanced short‑term gains with long‑term loyalty?
Rob: Bristol Airport is a good example. We reopened two lounge spaces, including one that had been dormant since before the pandemic. Rather than waiting for major capital outlay, the focus was on service delivery and flexible booking.
The early customer response was strong, which gave both the airport and CAVU confidence to invest in a facility that significantly enhances the guest experience and supports longer‑term growth.
CAVU: How can lounges practically use personalisation to improve revenue and satisfaction?
Rob: Lounges are well‑suited to personalisation. Pre‑booking provides useful signals about who is travelling, when, and in what context. That enables targeted experiments, whether that’s new food options, seating layouts, or bundled services.
Some ideas land, others don’t; the value is in learning quickly and adapting. The aim is a lounge experience that feels considered and relevant enough for people to choose it again.
CAVU: Where are the biggest opportunities: before the trip, in the lounge, or after the journey?
Rob: Pre‑trip is the most valuable point. That’s when customers are planning and most open to relevant, value‑adding options, lounge access, fast track, or thoughtful bundles.
With pre‑booking, offers can be tailored by flight time, party size, or previous behaviour. Many operators are putting more emphasis on this window because it can lift uptake while reducing uncertainty for passengers.
CAVU: How do you see lounges using data and AI to improve both revenue and the passenger experience?
Rob: Lounges generate a lot of data, and as pre‑booking grows, that dataset becomes richer. Today, much of it supports operational planning.
The next step is using it to shape the guest experience, understanding trip purpose, travel companions, and timing to fine‑tune services within what are often tight physical footprints. Applied well, data and AI can help deliver more differentiated experiences without needing significantly more space.
CAVU: How can lounges work more closely across teams, and with airlines, to overcome internal barriers and improve outcomes?
Rob: The airport ecosystem is full of useful data. The opportunity is collaborative: when airports, airlines, and commercial partners share insight appropriately, decisions become more joined‑up, communication to passengers improves, and experiences can be more personalised. Revenue matters, of course, but clarity about what to expect and a smoother journey tend to benefit everyone.
Join the conversation at the World Aviation Festival
Rob will be exploring these themes and more during his panel discussion on non-aeronautical revenue at the World Aviation Festival.
To continue the conversation and discover how we can help transform your airport’s commercial operations, visit us at our stand during the event.
Our team will be on hand to discuss tailored solutions for lounge operations, pre-booking platforms, and data-driven passenger experience strategies that drive both revenue growth and customer satisfaction.
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