At Fort Lauderdale-Hollywood International Airport (FLL), PRM performance is not a “nice to have.” It is a compliance issue, an on-time performance issue, and a human experience issue—especially for Spirit’s flagship station, where operational visibility is high and standards are non-negotiable.
Before Maximus Global Services (MGS) took over PRM services at FLL, Spirit experienced an elevated complaint volume and uneven coverage during peak demand with another vendor. The station needed a partner that could stabilize operations quickly, rebuild trust on the floor, and deliver service that felt dignified and consistent for every passenger.
This case study breaks down what changed at FLL, what MGS implemented, and what improved—operationally, culturally, and in measurable outcomes.
Quick Highlights
- Complaint volume improved dramatically: Prior to MGS, the station was seeing approximately 75 combined airline + DOT-related complaints per month (as reported by the station). After transitioning, early results indicate less than 2 complaints per month since launch, with zero complaints in the third month.
- An unannounced DOT spot-check resulted in no findings: No major findings were reported (one minor timing observation was noted due to peak volume conditions).
- Spirit FLL reported best performance in two years: According to Spirit’s Senior Manager (Jim Martin), FLL achieved Spirit’s highest DOT compliance score in the last two years on all disability-related items, including a 100% score on irregular operation scenarios.
- Operational confidence increased through visible leadership: Consistent on-floor presence, real-time coaching, and immediate corrective action improved day-to-day coordination with Spirit leadership and frontline teams.
The Challenge: High complaint volume, peak-hour strain, and uneven PRM coverage
Spirit’s FLL PRM operation needed performance to match the importance and volume of its flagship station.
Peak demand outpaced available coverage
During peak operating windows, the station was supporting exceptionally high PRM wheelchair volumes. The most significant demand occurred between 8:00–10:00 AM, with approximately 140+ PRM moves (inbound and outbound), including a pronounced hourly peak near 9:00 AM. Elevated demand continued later in the day, with sustained afternoon peaks between 5:00–7:00 PM averaging 110+ PRM moves per hour, and the heaviest concentration around 6:00 PM. With inconsistent staffing levels and uneven service execution during these peak periods, both passenger experience and overall operational flow were negatively impacted
Complaint volume created operational drag
Prior to transition, reported station-level complaint volume (airline-facing + DOT-related) was significantly elevated—estimated at 30-35 DOT-related complaints per month plus 40-45 airline complaints per month, totaling about 75 combined complaints per month.
Even when not all complaints are ultimately substantiated, volume at this level becomes a strain: more investigations, more escalations, and more time pulled away from running the operation.
Performance variability exposed the station during scrutiny
When PRM service is inconsistent—especially during irregular operations—compliance attention increases. At FLL, the goal wasn’t just to “pass an audit.” It was to build a PRM operation that could perform under real pressure, with leadership presence and predictable execution, which tie directly to passenger satisfaction and retention.
The Approach: Capacity planning, visible leadership, and a passenger-first service model
MGS took a station-first approach focused on operational predictability, clear execution under volume, and a consistent standard of passenger care.
Step 1: Comprehensive planning around real peak conditions
Rather than rely on generic staffing models, MGS planned around the known FLL realities: High peaks, international travel dynamics, and rapid boarding cycles. Staffing and floor coverage were customized to ensure key touchpoints were supported during volume spikes.
Step 2: Assigning the right people to the right work (and building “pivot capacity”)
A core early shift was aligning strong performers to the most demanding parts of the operation (including the complex international flows) while maintaining additional coverage for boarding support and welfare checks. Leadership planned not only for the expected schedule, but also for the “what happens when things break” moments: Late arrivals, last-minute gate changes, surges, and irregular ops.
Step 3: Management presence on the floor—especially at peak times
Both the MGS and airline station leadership emphasized a practical truth: When leaders are consistently present, performance becomes coachable in real time. At FLL, leadership remained visible on the floor, auditing service behaviors, supporting agents, and fixing small issues before they became big escalations.
The MGS Station Managing Director, Reginald “Reggie” Merilus well-articulated the operating philosophy: MGS doesn’t optimize for praise—it optimizes for passenger dignity.
“We train our teams to measure success by smiles. Treat every PRM passenger like they’re your mother or grandmother. When our teams introduce themselves, they explain what they’re doing, respect cultural differences, and stay present on the floor. The operation runs better and the passengers feel cared for.”
Step 4: Same frontline team, different outcomes (because the model and culture changed)
Notably, the frontline workforce was many of the same individuals who were with the previous vendor. The performance change came due to the MGS culture: From management expectations, on-floor leadership, and a customer-centric model that reinforced consistent behaviors. Additionally, MGS is on the cutting edge of technology which includes training and adoption of technology to track assets, plan changes, and report results.
Step 5: Handling escalations with professionalism (and improving the passenger experience)
A practical improvement area was how the team handles frustrated passengers: Empathize, apologize, keep the passenger moving safely, and elevate to a manager quickly. This reduces confrontation and prevents escalation.
The Results: Higher compliance performance, fewer complaints, and stronger operational trust
1) Spirit’s highest DOT compliance score in two years at FLL (per Spirit leadership)
Spirit Senior Manager Jim Martin shared that FLL achieved Spirit’s highest DOT compliance score of any station in the last two years on all disability-related items, including:
- 100% score on all irregular operation scenarios
- Team professionalism and friendliness
- Knowledgeable Baggage Service Office
- Correct execution of new guest service processes
- A team “driven to find the right answers and learn”
When the DOT completed an unannounced spot-check, with Spirit leadership monitoring closely, MGS shined. Their outcome reported no findings, with one minor observation related to timing under heavy peak conditions (not escalated due to volume and operating realities).
2) Complaint volume dropped sharply
- Before MGS: Approximately 75 combined complaints per month (airline + DOT-related)
- After transition (early results after 3 months): 2 complaints per month, with zero in the third month (February)
3) Better day-to-day partnership and faster resolution
Further, Spirit leadership’s confidence in MGS has increased sharply because of the audit outcomes and the MGS team’s ability to respond to issues quickly and thoroughly. When complaints did arise, the quality and completeness of reporting improved, making it easier for Spirit to respond with confidence and close the loop with stakeholders.
Their Words: Spirit Client Testimonial (from Jim Martin, Senior Manager at Spirit)
Jim Martin publicly recognized MGS and station leadership for the FLL outcome, noting the station’s best DOT compliance performance in two years and highlighting the partnership impact:
“Team FLL achieves highest DOT compliance score of any station at Spirit Airlines in the last two years on all disability-related items… Special thanks and high praise to our business partners at MGS… Together, we are creating great value for our Guests, our Team and our Shareholders.”
Visibility and trust were the real outcomes
In aviation operations, trust is earned through repeatable execution, leadership presence under pressure, and a service model that treats passengers with dignity.
At FLL, outcomes improved because the process improved: planned coverage around real peaks, visible management on the floor, clear escalation behaviors, and a passenger-first standard that translated into stronger compliance performance and fewer issues escalating into formal complaints.
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If your station is facing PRM wait time issues, inconsistent coverage, compliance pressure, or high complaint volume, MGS can evaluate your current operation and design a station-specific plan that improves performance while elevating the human experience.
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