Spotlight On: Paul Hoback, President and CEO, Sarasota-Bradenton International Airport

Key points:

• • Sarasota-Bradenton International Airport is expanding infrastructure as record passenger growth continues.
• • New investments in facilities, resilience, and advanced air mobility are preparing SRQ for future demand.
• • The airport is strengthening its role as a gateway for tourism, business, and regional economic growth.

July 2026 — In an interview with Invest:, Paul Hoback, president and CEO of Sarasota-Bradenton International Airport, discussed record passenger growth, infrastructure expansion, resilience, and the airport’s role in supporting the region’s economy. “We are the front door to the region for 4.5 million passengers that travel through our airport each and every year,” Hoback said.

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What key changes over the past year have impacted Sarasota-Bradenton International Airport?

The biggest story has been growth. In 2018, the airport had six airlines and 12 nonstop destinations. Today, that has grown to 10 airlines and 68 nonstop destinations. Passenger traffic has increased from 1.2 million to 4.5 million passengers.

That growth creates tremendous opportunities as well as operational challenges, particularly around facilities and infrastructure. We have also expanded our concessions program with a mix of local and national partners to improve the passenger experience.

Another important development has been the growth of our aviation ecosystem. Pilatus, the Swiss aircraft manufacturer, has begun construction on its first phase at the airport and plans to assemble aircraft on-site. The company is hiring employees locally and training them for 9-12 months in Switzerland. Pilatus is investing significantly in the region, making it an important addition to the airport community.

What factors are driving that growth?

Several factors are contributing. First, this region is an attractive destination. The beaches, arts and culture, outdoor recreation, and restaurant scene continue to draw visitors.

Second, SRQ is an easy, efficient airport to use. Passengers can park, move through security quickly, and reach their gates with minimal hassle. Ease of access and convenience have become defining competitive advantages for SRQ.

What trends are you seeing among travelers?

Most of our passengers are leisure travelers, and approximately 74% of our traffic is inbound. Because of that, creating a distinct sense of place is extremely important. 

We want visitors to know they have arrived in Sarasota-Bradenton. That comes through local concessions, arts and cultural elements, and the overall experience of the airport. We recently opened a new concourse, and one of our goals is to continue incorporating more local character throughout the facility.

We are the front door to the region for 4.5 million passengers that travel through our airport each and every year, so it is important that we showcase what makes this community unique.

How is the airport preparing for future capacity and long-term growth?

Facilities and infrastructure are top strategic priorities. One of the reasons I was hired was my experience leading the development of the new Pittsburgh International Airport project.

At SRQ, parking and rental car capacity are recurring challenges during peak travel periods. While those issues are manageable most of the year, demand during the busiest months highlights the need for additional infrastructure.

We have begun the process of selecting design and construction partners to help deliver projects that include a new parking garage, rental car center, roadway improvements, and baggage claim upgrades. These investments will help ensure the airport can support sustained growth in a thoughtful, long-term way.

What role do emerging technologies play in the airport’s future vision?

Technology is important, but we are focused on technology that improves operations rather than technology for its own sake. Data collection, analytics, and strong infrastructure systems will help us operate more efficiently and make better decisions.

One area generating significant interest and excitement is advanced air mobility. I believe flying taxis and similar technologies are closer than many people think. Florida is ahead of much of the country in preparing for these developments, and I expect this region to play a leadership role. The geography of our area, including the barrier islands, creates opportunities for new transportation solutions that could improve mobility and reduce congestion over time.

How are resilience and climate adaptation being incorporated into planning efforts?

Resilience is a major priority. One of the most important concepts we are pursuing is energy sovereignty.

At Pittsburgh International Airport, my team developed an airport microgrid that allowed the airport to generate its own power. I would like to apply many of those lessons at SRQ.

Given our coastal location and exposure to severe weather, it’s essential that we strengthen our ability to operate independently during disruptions. Generating more power on-site and reducing reliance on the grid are key goals as we plan for the future.

How does the airport contribute to attracting businesses and investment to the region?

Airports play a critical role in economic development. Connectivity is one of the first things businesses evaluate when considering an investment. The growth of SRQ has significantly improved access to the region, and the broader area benefits from multiple airport options, including Tampa, Punta Gorda, Fort Myers, and Orlando.

I view airports as economic engines. We work closely with economic development organizations, tourism agencies, and chambers of commerce because attracting investment requires strong partnerships and collaboration.

What are your key priorities for the next few years?

Facilities and infrastructure remain the top priority. We need to ensure the airport can continue supporting the growth we have experienced.

Advanced air mobility is another focus area. We are bringing together municipalities, transportation agencies, and regional partners to begin preparing for how these technologies could be integrated into the transportation network.

Energy sovereignty and climate resilience are also top priorities. At the same time, we want to continue strengthening the airport’s sense of place and hospitality.

One advantage we have is our participation in the Screening Partnership Program. We are one of only a small number of airports that use a private contractor to operate airport screening under TSA oversight. That model provides flexibility and helps us deliver a strong customer experience.

Is there anything else you would like to add?

We want to ensure that the airport experience works for all passengers. One initiative we have implemented is a therapy animal program. Right now, we have therapy dogs and we will be introducing therapy mini horses very soon.

Travel can be stressful, and anything we can do to make the experience more welcoming and comfortable is worth pursuing. Whether it is customer service, concessions, or programs that help reduce stress, our goal is to create the best possible experience for passengers.

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