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The MGS Approach: How Human Leadership + Predictive Modeling Reduces PRM Costs by 30%+

PRM (Passengers with Reduced Mobility) services are one of the most visible and most vulnerable parts of airport operations.

They sit at the intersection of compliance, customer experience, and operational execution.

And right now, in many major U.S. airports, they are breaking down.

Not because airlines don’t care. Not because demand is unpredictable.

But because the model itself is flawed.

At MGS, we’ve spent years inside these operations. And what we’ve found is consistent:

Most PRM providers are either overly reliant on labor or process. Very few get both right.

PRM Breaks Down Because of Complacency

Across major hubs, the same issues show up again and again with legacy PRM providers:

• Service failures drive reactive decision-making
• Vendors default to adding more staff instead of fixing the system
• Technology is underutilized or missing entirely
• On-the-ground leadership is inconsistent or inexperienced
• Airline gate agents are left without a reliable partner
• Equipment and workflows create friction instead of flow

This creates a cycle of inefficiency.

When service declines, more people are added. When more people are added, complexity increases. And when complexity increases, service declines again.
Costs go up. But performance does not improve.

But why? Complacency. Most PRM providers are asleep at the wheel, and instead of stepping in and fixing the core issues and remodeling the service with updated data, they react by adding more staff and inflating the airline’s costs.

The MGS Difference: Leadership + Modeling + Technology

At MGS, we take a fundamentally different approach.

We don’t believe PRM is a staffing problem. We believe it is an operational design problem, and solving it requires three things working together:

1. Human Leadership at the Point of Service

Most providers underinvest in leadership. We do the opposite.

MGS deploys dedicated zone-based leaders inside the terminal who:

• Manage pre-boarding and deplaning in real time
• Conduct proactive wellness checks
• Serve as the primary interface for airline gate and check-in agents
• Anticipate issues before they escalate

This is not theoretical leadership. It is operational leadership: At the counter and at the gate, in the moment, where decisions matter.

2. Predictive Modeling That Mirrors Reality

We don’t guess staffing needs. We model them.

Before any engagement, MGS analyzes:

• Full flight schedules months in advance
• Demand in 10-minute increments
• Special Service Requests (SSR) layered onto demand
• Daily surge patterns across “banked” flight schedules

This allows us to build a staffing model that mirrors real demand, not assumptions based on past failures.

3. Technology That Creates Visibility and Accountability

Technology is not a replacement for people. It is an amplifier.

MGS integrates technology to:

• Capture and retain real-time, timestamped service data
• Track the full passenger journey
• Enable high scan compliance to ensure that data is available when needed
• Provide operational visibility to both MGS and airline partners

This ensures that service is not only delivered, but documented, measured, and continuously improved.

From Reactive to Predictive Operations

Airport operations will always have variability. But variability does not mean unpredictability. As Larry Parrotte, Chief Commercial Officer at MGS, puts it:

“We are not victims of the irregularity of airport operations. There are patterns, and predictive analytics allows us to adjust accordingly. So, when the unexpected happens, we’re ready.”

This is the shift. From reacting to problems, to anticipating them.

The Result: 30%+ Reduction in PRM Total Cost of Ownership

When leadership, modeling, and technology are aligned, the results are not incremental—they are material.

In one major U.S. airline hub with a long-term incumbent provider:

• Traditional model: $312 per flight
• MGS model: $195 per flight
• Result: 30%+ reduction in total cost of operations for PRM

Initially, the airline did not believe this level of efficiency was achievable.

That skepticism is common, because most providers have conditioned the market to think this is as good as it gets.

Why This Matters Beyond Cost

Cost reduction is only part of the story. PRM performance also directly impacts:

• Regulatory compliance and DOT exposure
• Brand perception and passenger trust
• On-time performance and operational flow
• Internal airline workload tied to complaints and claims

Without proper documentation and visibility, airlines are left exposed.

With the right system in place, those risks are significantly reduced.

A Better Model for a Dynamic Industry

The aviation environment is constantly changing. Seasonality, route changes, and macro conditions all impact demand.

That is why MGS:

• Aligns pricing with actual demand through a hybrid commercial model
• Maintains consistent, experienced leadership on-site
• Proactively re-models operations at least every six months
• Continuously refines staffing based on real data

This ensures that PRM operations evolve with the environment, not fall behind it.

From Complacency to Control

The biggest risk in PRM today is not complexity. It is complacency.

Providers that rely on outdated staffing models and minimal oversight create hidden costs, operational risk, and brand exposure. MGS was built to challenge that model.

By combining human leadership, predictive modeling, and technology, MGS delivers a system that is:

• More efficient
• More predictable
• More accountable
• And ultimately, more aligned with what airlines actually need

Request a Custom Station Assessment

If your current PRM provider is operating the same way they did two years ago, they are already behind. It may be time for an MGS Custom Station Assessment.

We’ll show you exactly where your operation is overstaffed, underperforming, or exposed, and what it would take to fix it.

Request a Custom Station Assessment

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.

Request a Custom Station Assessment

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.

Request a Custom Station Assessment

 

At Harry Reid International Airport (LAS), PRM performance is not a “nice to have.” It is a compliance issue, an on-time performance issue, and a passenger experience issue.

Before Maximus Global Services (MGS) stepped in, Spirit’s Las Vegas station was dealing with long PRM wait times, avoidable delays, poor customer service and limited documentation to defend complaints. The operational strain was real. The outcomes were measurable.

In the 12 months prior to MGS taking over PRM services at LAS, Spirit recorded 427 SPH-coded wheelchair delay codes. In the first 12 months after transition, that number dropped to 13 total (a 97% reduction), with only 3 delays (23%) attributed to MGS.

This case study breaks down what changed, what MGS implemented, and why the results were so dramatic.

Quick Highlights

• SPH-coded wheelchair delay codes dropped by approximately 97% (427 down to 13).
• Only 3 of these 13 post-transition SPH delays were attributable to MGS (23%).
• This improvement played a big role in Spirit winning station of the year back-to-back 2024-25 (since MGS started)
• Improved defensibility for complaints using AVTEC documentation and timestamps.
• Average response time to any station inquiry or DOT complaint is less than six hours.
• Open Doors + Spirit audit outcome: zero findings at LAS under MGS management.
• Operational trust improved through consistent on-floor leadership presence and tighter airline-vendor integration. Development of a true partnership between MGS and Spirit ultimately benefited the passenger.

The Challenge: PRM delays, operational strain, and limited documentation

Spirit’s Las Vegas operation was not looking for change because of preference. It was forced by performance.

Unreliable service and extended wait times

With the prior vendor, PRM coverage became inconsistent, with longer wait times and staffing gaps that directly impacted the gate operation. When PRM breaks down, airline teams often compensate in real time, pulling their own staff into tasks they are not staffed or trained to handle. This results in missed connections or missed flights, which has a major negative impact on passenger satisfaction and retention.

As Laith Rteimeh, LAS Managing Director for MGS put it, “Before we came in, airline agents had to step in and push passengers to gates due to a lack of wheelchair agents. That created service risk, operational disruption, and significant liability.”

Delay accountability became visible in the station’s metrics

In airline operations, delays are tracked with codes that attribute the reason and responsibility. Wheelchair operations have a dedicated delay code: SPH.

In the 12 months prior to MGS, Spirit Las Vegas recorded 427 SPH-coded wheelchair delay codes.

Limited digital documentation increased exposure

When PRM service fails, complaints can escalate. DOT investigations require timely records and credible documentation from the service provider. One of the biggest challenges with the prior vendor model was reliance on manual or incomplete documentation, making it difficult to verify pickup times, welfare checks, and handoffs.

Without defensible data, airlines are left exposed.

The Approach: A launch plan built for passenger care, process control, and visibility

MGS took a station-first approach focused on operational predictability, documented performance, and the human experience.

 Step 1: Pre-start planning with Spirit
MGS held multiple pre-start meetings with Spirit’s local leadership team to review pain points, map workflows, and tailor the PRM program to LAS. This was not “one size fits all.” It was designed around what Spirit needed at this station.

Step 2: Touchpoint control and on-floor leadership presence

A core differentiator was a management-led process MGS refers to as touchpoint control, designed by Victor Grullon, the CEO of MGS

Touchpoint control ensures PRM passengers are continuously supported and never left unattended during transitions. In practice, that means structured handoffs and consistent coverage:

• Lead presence near counters and staging
• Supervisor handoff as passengers move through the process
• Dedicated lead coverage for pre-boards
• Frequent welfare checks
• Visible management presence throughout the operation

This approach was intentionally built to reduce variability and increase confidence for airline stakeholders.

Step 3: Standby coverage before the official start date

Transitions are risky. In aviation, performance often worsens in the final weeks when a vendor knows they are losing a contract.

MGS mitigated that risk by placing a skeleton standby team in the field before the official start date, creating coverage during the period when service quality typically slips.

Step 4: Integrated dispatch and real-time coordination
MGS tied dispatch operations into Spirit’s dispatch workflow so both teams operated with real-time coordination. This reduced gaps in communication and enabled faster response during volume spikes and operational changes.

Step 5: Transparent staffing and verifiable coverage
MGS brought transparency into the relationship by giving Spirit visibility into staffing schedules and coverage. Rather than making staffing promises that could not be verified, Spirit could see who was scheduled, including leads and supervisors.

Step 6: Operating as one team, not a vendor on the side
Finally, the operational relationship shifted. MGS did not operate as a separate vendor. The teams aligned as a single unit: training together, coordinating day-to-day operations, and building trust through consistent communication from the floor to leadership.

The Results: Fewer delay codes, stronger audits, and higher trust

SPH-coded wheelchair delay codes dropped from 427 to 13
In the 12 months prior to MGS, Spirit Las Vegas recorded 427 SPH-coded wheelchair delay codes. In the first 12 months after transition, that dropped to 13 total.

That represents an estimated 97% reduction. Of those post-transition SPH delays, only 3 were attributed to MGS (23%). The remaining 77% of delays were attributable to other operational factors.

Better defensibility through digital documentation

With AVTEC timestamps and records, Spirit could validate service timelines more clearly, including:

• Time of pickup
• Time of drop-off
• Welfare check documentation
• Service sequence and handoffs

This dramatically improves the ability to respond to complaint investigations with confidence.

Open Doors + Spirit audit: Zero Findings

An audit conducted by Open Doors Organization in partnership with Spirit reported zero findings at the LAS station under MGS management.

Beyond the numbers: Results that matter in daily operations

Spirit leadership experienced benefits that show up in the day-to-day reality of running a station:

• Higher trust in vendor performance
• Less operational stress during peaks
• Faster issue resolution because leadership remained visible and reachable
• More confidence that passengers would be supported consistently through the process

In Laith’s words, “The secret sauce is consistent management presence on the floor. Not just at contract start, but day in and day out.”

Their Words: Client Testimonial

Aline Levy, (Spirit Airlines’ General Manager, Ap Svcs III, LAS) shared the following feedback about MGS’s performance at Spirit LAS:

Over the past year, Maximus Global Services (MGS) has consistently exceeded expectations through outstanding on-time performance and operational reliability. Their dedicated and consistent crew has been key to delivering smooth, secure, and efficient service.

MGS’s proactive approach, adaptability, and commitment to excellence make them a valued partner. Their professionalism and customer-focused mindset continue to drive our shared success.

Thank you, MGS, and Team LAS, for your exceptional work and ongoing partnership.

Best, Aline Levy

Visibility and trust were the real outcomes

In aviation operations, trust is earned through repeatable execution, clear documentation, and leadership presence when the station is under pressure.
At LAS, Spirit’s PRM outcomes improved because the process improved: structured handoffs, integrated dispatch, transparent staffing, and a team that operated as a single unit focused on the passenger experience.

Request a Custom Station Assessment

If your station is facing PRM wait time issues, inconsistent coverage, audit pressure, or limited documentation to defend complaints, MGS can evaluate your current operation and design a station-specific plan that improves performance while elevating the human experience.

Request a Custom Station Assessment

MIAMI, FL — [February 2, 2026] — Maximus Global Services (MGS), a minority- and woman-owned aviation services provider, today announced the appointment of Anthony Bernard as Chief Operating Officer (COO), effective January 19, 2026.

Bernard joins MGS with more than 35 years of leadership experience across facilities services, aviation, transportation, and logistics. He is known for transforming complex, multi-site operations, strengthening teams, and driving sustainable growth through a people-first, results-focused leadership style. Throughout his career, Bernard has consistently delivered measurable improvements in service delivery, operational performance, and organizational execution—while maintaining an unwavering focus on safety, regulatory compliance, and talent development.

In previous leadership roles—including positions with Pegasus and ABM—Bernard built a reputation for operational excellence, cross-functional leadership, and process innovation that improves efficiency and profitability.

“We are committed to building a strong foundation for growth, including strengthening our team,” said Victor Grullon, CEO of MGS. “We strongly believe that Anthony’s experience and leadership will help our Operations team reach the next level. As business partners to our clients, we trust and reaffirm MGS’s commitment to delivering quality services across our operations throughout North America.”

MGS looks forward to welcoming Bernard and continuing to deepen collaboration with airport, airline, and operator partners across the United States.

Media Contact

Rajat Kapur
Chief Marketing Officer, MGS
rkapur@mgs-holdings.com

About Maximus Global Services (MGS)

Maximus Global Services (MGS) is a minority- and woman-owned aviation services provider delivering passenger support, PRM, security, facilities management, and janitorial services across U.S. airports.

MGS partners with airports, airlines, and aviation operators to deliver technology-enabled services built around the human experience, supporting passengers, frontline teams, and operational leaders in environments where consistency, safety, and trust matter most.

We combine disciplined staffing, ISO-certified processes, and real-time operational visibility to reduce friction, improve compliance, and surface issues before they impact passengers or performance. Our approach prioritizes empathy, accountability, and clarity, ensuring every shift is staffed by people who understand both the operational demands of aviation and the responsibility that comes with serving the traveling public.

Known for transparency, hands-on leadership, and a commitment to continuous improvement, MGS helps aviation leaders reduce operational risk while delivering service that feels human, reliable, and intentional.

If you’re responsible for safety, compliance, facilities, or the passenger experience, MGS exists to make your job easier and your operation stronger, shift after shift.

 

At Maximus Global Services, we have grown a lot over the last decade. What started as a five-person, family-run operation on the tarmac at Miami International Airport is now a team of more than 1,000 people serving major airports across the country. We’ve earned our place as a trusted aviation services provider, but we’re also clear-eyed about what comes next.

We have the muscle, the experience, and the ambition to run faster, grow smarter, and elevate our game. Growth alone isn’t the goal, though!  How we grow matters just as much as how big we become. That’s why we recently formalized our Core Values as operating principles that guide how we lead, how we serve, and how we show up for one another every day.

These values weren’t dreamed up in a conference room to be used as poster copy and little else. Our leadership team built them together by challenging each other, sharing real stories from the field, and asking hard questions like:

• Who are we really? 

• What do we stand for when things get hard? 

• Who do we need to become as we scale?

We wanted values that feel unmistakably MGS—grounded, human, and practical. These values reflect the fact that the work we do in a fast-moving, high-pressure industry where safety, service, and trust are non-negotiable.

Do the Right Thing

In aviation (and in life), integrity is  everything. Whether you’re pushing a wheelchair, loading a bag, or managing an operation, it starts with honesty. Be honest with the customer. Be honest with your teammates. Be honest with yourself.

Passengers feel it before they ever board the plane. Airlines see it in our performance. And our teammates rely on it to trust one another.

Doing the right thing means delivering service that’s transparent, trustworthy, and genuine—especially when it would be easier not to. It means going above and beyond when necessary because it’s the right thing to do.  

Own It

This is a fast-paced, unpredictable industry. Things don’t always go according to plan. When they don’t, we take ownership instead of pointing fingers. We know accountability is an issue in aviation, and “own it” is our pledge to take full accountability for our areas of responsibility. 

Owning it means taking responsibility for mistakes and successes. It means learning from what didn’t work, celebrating what did, and holding ourselves accountable at every level.

It also means thinking like an owner. We empower our teams to speak up, suggest better ways of working, and help us evolve. As our industry changes and competition intensifies, growth will require creativity, initiative, and accountability from all of us—not just leadership.

Spirit to Serve

This value is deeply personal. MGS was built with heart and shaped by how our founder’s mother raised her and how this company has always treated people. We are in the service business, and that means caring for people, not just completing tasks.

When we help a passenger in a wheelchair, we imagine it’s our family member. When we see a teammate struggling, we step in regardless of job title. Despite the chaos around us, “spirit to serve” means we handle that chaos with a positive attitude.  

Service isn’t something we turn on and off. It’s how we treat each other and our customers in every interaction, even on hard days. For us, this work is more than just a job. It’s a calling.

Love What You Do

Because we feel pride in this calling, we truly love the work. Even when it’s hard. Pride, passion, and purpose make the tough days manageable and the good days even better. We want our team—whether it’s their first week or their tenth year—to feel proud of what they do and the role they play in keeping busy people getting where they need to be.

When human beings bring passion to their work, it raises the standard for everyone. It strengthens teams, improves service, and creates an environment where people want to stay and grow. We don’t want to work with people who simply ‘punch a clock.’ 

Innovate and Elevate

Aviation doesn’t stand still, and neither can we. “Good enough” isn’t good enough anymore. Innovation isn’t just about technology; it’s about finding better ways to serve, work, and grow on a day-to-day, station-to-station basis.  From frontline operations to leadership decisions, and from how we use data to how we train and support our teams, we are committed to challenging the status quo. At a company level, we’re committed to a culture of continuous improvement and are always looking to improve our team. This is how we differentiate MGS as both a competitive force in the industry and a great place to work.

The airline industry may have lost some of its personal touch, but MGS leverages technology to elevate the human element, not distract from it. 

Why These Values Matter Right Now

As we expand into new cities, bring on new leaders, and prepare for significant growth, these values ensure no matter how big we get, MGS will always feel like a family and an employee-first company where people matter. Our core values will continue to guide how we:

• Hire and promote
• Recognize great work
• Make decisions
• Build partnerships
• Hold ourselves accountable

As we continue leveling up our data, technology, and processes, these values give us the clarity to put our passion into action at scale. This is our next chapter, and we’re just getting started.

If you’re looking for a new career and resonate with these core values, you can apply to join our team here. If you’re looking for an aviation partner and see yourself reflected in the words above, reach us here. 

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At MGS, technology isn’t “the IT guy.” It’s an enabler. We integrate practical tools—heat mapping, telematics, and shared dashboards—to make airport operations faster, safer, and more personal. These tools show up every day on the ramp and in the terminal, supporting our teams and elevating the experience for passengers and airline partners alike.

Tech ≠ IT: Why We Build for People, Not Screens

Airlines hire partners to reduce chaos, not to add dashboards for the sake of dashboards. Our philosophy is simple: technology should make real work easier for agents and station managers, which should deliver a better passenger experience. That mindset guides every decision we make about the tools we build or buy. 

What that looks like in practice:

• Tools chosen for age- and task-appropriateness. Sometimes the smartest solution isn’t a high-tech one. For example, a curbside assistance button or intercom can be far more effective than a smartphone app for travelers with mobility challenges. By focusing on accessibility, we make sure our tools serve everyone.
• Middleware integrations rather than a monolith. Instead of building one massive platform that forces everyone to adapt, we use a modular architecture built on middleware and microservices—connectors that let existing systems talk to each other. This approach keeps data flowing where it needs to go (between dispatch, operations, and our airline partners) without adding new layers of complexity.
• Bidirectional visibility with airline partners. Transparency is key. We believe both MGS and our airline partners should have access to the same operational data, so decisions are made from a shared understanding of what’s actually happening on the ground. That shared visibility builds trust and helps us work together to anticipate challenges before they become disruptions.

Together, these principles keep technology in its proper role: empowering people rather than distracting them.

Multi-Channel PRM Requests That Actually Work From Curb to Gate

Passengers who need assistance shouldn’t be told to “go over there.” That kind of fragmented experience is exactly what MGS set out to fix. Our multi-channel intake system (we call the assistant Mira) meets passengers where they are and routes help efficiently to where it’s needed. Here’s how it works:

• Curbside podium/intercom or quick call: The request is captured immediately, ensuring travelers aren’t left waiting or wandering to find help.
• Agent handoff: If a passenger speaks with an airline representative instead of directly contacting MGS, that request is automatically converted into a structured digital task in our system.
• Intake → API routing: Each request becomes a job with a clear SLA, assigned ownership, and built-in tracking so supervisors can see the full picture in real time.

The result is simple but powerful—first contact happens faster, handoffs are fewer, and documentation is clearer. Airlines get stronger compliance records and better visibility. Agents get fewer frantic calls, and passengers get a smoother, more dignified experience (if this sounds like a fit for you, request an assessment).

Routing, Staging, and Close-the-Loop Proof

Once a passenger’s request comes in, MGS technology does what human intuition alone can’t: it instantly matches the need to the right team, sets time targets, and tracks every milestone until completion. Supervisors can see live status updates from their dashboards, giving them the awareness to step in early if something slips.

This is happening in real time across terminals. Every request is logged, assigned, and monitored through a clear sequence of checkpoints that mirror the passenger’s journey.

Typical PRM journey checkpoints:

• Assignment: within minutes of request, the task is routed to an available agent.
• Pre-arrival staging: the assigned team arrives at the gate before the plane lands, ensuring readiness and minimizing wait time.
• Transfer & escort: every major handoff—from aircraft door to wheelchair to baggage—is logged as a milestone for accountability.
• Baggage / curb: completion is captured automatically for audit and quality assurance.

What this accomplishes:

• Compliance clarity for DOT and TSA-related procedures, backed by verifiable timestamps rather than assumptions or manual logs.
• Consistent service and fewer errors across shifts, airports, and peak windows—because every team is following the same digital playbook.
• A true “closed loop” process, where the outcome is tied to data, not just checkboxes. When something goes right, we can prove it. When something goes wrong, we can see exactly where and why.

By translating every step of the PRM process into measurable actions, we turn what used to be anecdotal into actionable insight and make it easier for airlines to trust the numbers as much as the service itself.

The 3 Views That Tell the Whole Story

A single KPI rarely tells you why something happened. At MGS, we designed our dashboards to show not just what occurred, but how and why. Three connected views help leaders see the complete picture so they can make informed decisions.

1. Employee Performance: Work volumes, pace, quality checks, and a composite performance score (built from multiple variables) help us coach and staff intelligently.
2. Station/Airport Outcomes: Trending of incident categories and compliance signals at the station level so we can spot patterns and fix root causes quickly.
3. Customer Journey Milestones: The high-level flow for passengers (assignment → arrival → transfer → completion) with time deltas for each leg.

The result? A clear, traceable line from how teams worked → what happened at the station → what the traveler experienced. It’s the kind of transparency that not only builds confidence with our airline partners but continuously raises the bar inside MGS, too.

How Heat-Mapping & Telematics Put People Where Passengers Need Them

Airports are dynamic environments where conditions change minute to minute. Through heat-mapping, MGS can see how passengers move through terminals and where assistance is most frequently needed. Telematics adds the next layer by showing where employees and assets actually are in real time.

When we combine those insights, station leaders can make smarter decisions about staging and staffing. Teams are positioned closer to demand rather than defaulting to central posts. Response times shrink, particularly during peak travel windows or irregular operations. And because our planning is based on real movement data instead of guesswork, each station can fine-tune schedules to match its unique flow.

This is how data becomes practical: not a report after the fact, but live information that helps us serve passengers better in the moment.

Asset Tracking is Customer Experience (and Risk Management)

A wheelchair left at the curb is an obvious inconveniencem but it’s also (more importantly) an operational failure that costs time, money, and trust. By embedding telemetry into essential equipment like wheelchairs and carts, MGS can monitor asset location and usage instantly. That visibility allows us to:

• Redeploy equipment quickly, keeping service uninterrupted.
• Maintain tidier, safer terminals that reflect well on the airlines we serve.
• Ensure compliance and billing accuracy with clear movement logs.

When assets are treated as extensions of the service experience, efficiency and passenger satisfaction rise together.

Transparency First: Shared Data Helps Make Better Decisions

Our technology is only as valuable as the trust it builds. That’s why we share the same dashboards and metrics with airline partners that our internal teams use. As an ISO 9001–certified organization, MGS audits performance year-round to ensure our digital systems and operational processes meet the highest quality standards. With everyone looking at the same data in real time, communication stays collaborative, not corrective.

If flight volume drops, we right-size staffing together. If traffic surges, we respond in sync. The goal is to operate in total transparency so we can all optimize performance as a unified team. That’s what partnership looks like in practice.

What does this mean for airlines? Glad you asked:

• Fewer handoffs, faster help → better passenger sentiment
• Documented compliance → fewer surprises, cleaner audits
• Smarter staffing & staging → efficiency without guesswork
• Shared truth in dashboards → decisions you can defend

Technology at MGS is about giving people the right tools to do their jobs better. When employees have real-time visibility, passengers get faster service, airlines get cleaner data, and station managers gain control instead of chaos.

Every system we build, from live heat-mapping to asset tracking, supports the same goal: a seamless, safe, and human-centered airport experience. That’s the difference between a vendor that uses technology and a partner that builds it around people. At MGS, the tools may be digital, but the results are unmistakably human.

If you’d like to see how MGS’s technology can simplify your station’s day-to-day operations, request a custom assessment. We’ll map intake points, staging zones, and dashboards to your unique layout and passenger flow—so you can see firsthand how our people-first tech delivers measurable results.

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