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.
