Five minutes with Jennifer Aument, CEO of The New Terminal One at JFK International Airport

C: The New Terminal One at JFK.

Tell us about yourself, your role and your route into the aviation industry.

I have spent much of my career helping to shape public-private partnerships (P3s) in infrastructure across highways, aviation, rail and ports. I am passionate about P3s because I strongly believe that bringing together public agencies and the private sector can help us scale resources and drive innovation, ultimately delivering better outcomes for communities and customers.

As someone who enjoys working with the complexity of P3 projects, I was drawn to the opportunity to lead the New Terminal One – the largest P3 in our nation, developed in partnership with the Port Authority of New York and New Jersey. Our team is building and delivering a new 23-gate international terminal that will redefine the guest experience at JFK Airport and provide long-term growth opportunities for our partner airlines at the largest international gateway in the United States. Being able to lead this significant undertaking, alongside a very talented team, has been incredibly rewarding.

C: The New Terminal One at JFK

JFK Terminal One will be the largest public-private partnership (PPP) in the nation. PPPs are still uncommon in the USA; why do you think this is? And why have you decided to take this route?

Public-private partnerships have helped deliver several successful infrastructure projects abroad. While the P3 model has been deployed for road transportation projects in the United States, it is less prevalent in airports and may be misunderstood as the privatisation of public infrastructure. It is important to showcase how P3s can be powerful tools to deliver complex, large-scale infrastructure projects with impactful outcomes that neither the public nor private sector could accomplish alone. The New Terminal One will serve as a critical domestic proof-point that underscores the benefits of the P3 model and help shape how future infrastructure is developed in the United States. The New Terminal One has also combined the P3 model with other innovative financial models in the development of our operations, such as ‘energy as a service’ and equipment pooling.

What are your challenges in delivering the New Terminal One?

The biggest challenge in any megaproject is co-ordinating the vast number of partners and stakeholders that are required to deliver projects of this scale. The location of our project adds another layer of complexity – we are building a massive terminal in one of the busiest airspaces in the world, in parallel with other terminal redevelopments and roadway construction around JFK. We are fortunate to have a strong partner in the Port Authority of New York and New Jersey and deep expertise within our team, ensuring that we have the capabilities and resources to deliver a successful project. 

c: The New Terminal One at JFK. 

What are you most looking forward to this year?

Work is intensifying at the New Terminal One, as we progress towards our opening in 2026. Our team and partners are installing critical systems, fitting out lounge and retail spaces and finalising key operations procurements. We are working with our partner airlines to bring to life an extraordinary guest experience, positioning them for long-term growth in the JFK market. We also look forward to unveiling more details of the exciting dining and retail experience that travellers can expect at the New Terminal One.

What energises you at work?

Every day, I am inspired by my team’s collaboration, creativity, and our shared sense of purpose. I am energised by the moments when ideas come together, evolve, and transform into something greater than what we could accomplish individually. Working with my team as they solve problems and grow professionally motivates me to aim higher.

C: The New Terminal One at JFK. 

What are you doing to attract the next generation of airport leaders and ensure that your airport is an inclusive workplace?

Leadership roles in the aviation and transportation industry are still heavily dominated by men, and women aspiring to grow in their careers often face challenges. At the New Terminal One, women make up two-thirds of our leadership team, overseeing critical areas including commercial strategy, operations and project delivery. Our team of colleagues come from different backgrounds and have a broad range of skill sets, challenging industry norms around the typical career paths of leaders in infrastructure delivery and airport operations. As an organisation, we are focused on building a pipeline of talent and providing ongoing support for our colleagues, so they are positioned to succeed in the long-term.