Andrew LaGala, Airport Director, Fayetteville Regional Airport
In an interview with Invest:, Andrew LaGala, airport director of Fayetteville Regional Airport, spoke about the airport’s capital investments, economic impact, air-service strategy, and role in supporting eastern North Carolina’s growth. “Our biggest priority is to advance air-service development and give the community access to more airline options,” said LaGala.
What have been the airport’s significant milestones over the past year?
An airport is a critical economic engine for its region, supporting business growth, workforce mobility, tourism, logistics, and investment attraction. At Fayetteville Regional Airport, our capital and infrastructure initiatives are focused on safety, operational reliability, long-term capacity, and the passenger experience.
We are updating the airport master plan that was completed in 2018. The new plan will guide development over the next 10 to 20 years and examine future capital needs, airline growth, commercial activity, and potential non-aeronautical revenue. It should be completed in about 12 months.
Current projects include rehabilitating taxiways Foxtrot and Golf and the north general aviation apron. We are also consolidating rental-car operations through a roughly $13 million quick-turnaround facility. About a year ago, we completed a three-phase, approximately $60 million terminal renovation that modernized the facility and incorporated touch-free features.
These projects reflect a disciplined investment strategy centered on maintaining a modern, efficient airfield. Once the master plan is complete, we will have a clearer picture of the opportunities available across commercial hangar development, general aviation, and other aeronautical and non-aeronautical uses.
What differentiates Fayetteville Regional Airport from larger regional hubs?
Our value proposition centers on convenience, time efficiency, and accessibility. We are a small regional airport with two airlines, but passengers can move from the ticket counter through the security checkpoint and reach their gate in about 15 minutes. That reduces congestion and processing time while giving travelers a convenient alternative to larger airports.
Fort Bragg also provides a stable and reliable demand base. It is the largest Army installation in the world and accounts for about 25% of our airport traffic. The remaining traffic is driven largely by business and leisure travel from surrounding communities.
American Airlines connects us through Charlotte, and Delta Air Lines connects us through Atlanta, providing access to destinations around the world. Our size allows us to move passengers through the airport quickly and efficiently while still offering that broader connectivity.
How does the airport contribute to regional economic development, and which partnerships support that role?
The airport enables business activity, supports tourism, strengthens workforce mobility, and serves defense-related, commercial, and government travel. Its impact extends beyond direct airport operations to aviation-related businesses, visitor spending, and supply-chain activity.
A 2025 North Carolina economic impact study found that Fayetteville Regional Airport supports 5,285 jobs through direct, indirect, and related economic activity. It generates $829 million in total annual economic impact, $277 million in personal income, and $48.9 million in tax revenue. Those figures demonstrate how significant an economic engine the airport is for the region.
We align closely with the city of Fayetteville’s priorities around economic vitality, infrastructure investment, and regional competitiveness. Collaboration with military leadership, state aviation stakeholders, local institutions, and our airline partners is central to long-term growth.
Maintaining strong airline relationships requires a consistent, data-driven approach focused on sustainability and mutual performance.
We also work with the Fayetteville Cumberland County Economic Development Corporation, the chamber of commerce, the Tourism Development Authority, educational institutions, workforce agencies, and local government. Together, we are working to attract corporate headquarters, advanced manufacturing facilities, distribution and logistics operations, tourism and convention business, and aviation and aerospace investment. These partnerships help the region grow, which in turn creates opportunities for the airport.
Where do you see the greatest opportunities to expand air service and respond to passenger demand?
Passenger expectations continue to evolve toward convenience, reliability, and efficiency, which positions regional airports like ours well. Traffic has continued to recover and stabilize, supported by military travel, business activity, and regional leisure demand. We served a little more than 341,000 passengers in 2025, a strong figure for a small non-hub airport.
Reliable air transportation is essential to maintaining Fayetteville’s competitive business environment because it connects the region with customers, suppliers, investors, and talent throughout the country and around the world.
The city of Fayetteville has committed $400,000 in airline incentives, Cumberland County has matched that amount, and the Tourism Development Authority has contributed $200,000. That gives us about $1 million to support air-service development. Over the past year and a half, I have attended airline network-planning meetings in cities including Green Bay, Melbourne, Tallahassee, and Chicago to make the case for Fayetteville.
We are pursuing larger aircraft, new destinations, and additional flight frequency. We are working to attract a third legacy carrier while also seeking low-cost carrier options for our customers. Air cargo is another opportunity, and we have a consultant examining how the airport could support cargo activity and logistics capabilities.
Which technological and operational innovations could have the greatest impact on the airport?
We continue to explore and implement technology that improves operational efficiency and the customer experience. The terminal renovation advanced that work, and data-informed decision-making now supports both long-term strategy and daily operations.
Digital tools are also becoming more important for communication, marketing, and passenger engagement. One option we are exploring is an online portal that would allow passengers to pay for parking before arriving at the airport.
The master plan is examining advanced air mobility, including electric vertical takeoff and landing (eVTOL) aircraft. Once that technology evolves and receives Federal Aviation Administration (FAA) approval, we want the airport to be positioned to accommodate it.
We are also considering a maintenance, repair, and overhaul (MRO) facility where airlines could service aircraft. That opportunity connects directly to the skilled workforce transitioning from Fort Bragg. Many service members have technical experience with engines, aircraft, and airframes, and we want to keep that talent in the region by creating local career opportunities.
Workforce partnerships are therefore an important part of our strategy. Members of our leadership team are engaged with local colleges and universities to support outreach and connect the airport with the region’s education system.
We are also evaluating an international arrivals facility that could support military flights returning from overseas without requiring an additional domestic point-of-entry stop. About $5 million has been earmarked for that project, which is being considered through the master-planning process.
What are your priorities for the next three to five years?
Our biggest priority is to advance air-service development and give the community access to more airline options. We are using disciplined, data-driven engagement with airline network partners, supported by incentives, rent relief, and other measures that help reduce the risk of launching a new service.
We will continue delivering capital projects that enhance safety, efficiency, and long-term capacity. As we bring in additional services, the airport must be prepared to handle that growth while strengthening its position as a core economic development asset for Fayetteville and the region.
Sustainability is part of that planning. We are emphasizing efficiency, responsible development practices, long-term resource stewardship, resilience, and reduced energy use. Those efforts align our infrastructure and operational decisions with the broader sustainability goals of the city and county.
Ultimately, we want Fayetteville Regional Airport to become a preferred access point for southeastern North Carolina and surrounding markets. That means reinforcing our advantage as a convenient, efficient, and reliable alternative to larger hubs while balancing infrastructure investment, airline partnerships, community needs, and continued resilience.
