Elisabeth Sailer

Elisabeth Sailer serves as Chief Commercial Officer for LaGuardia Gateway Partners, the manager and developer of the new LaGuardia Terminal B, where she leads the commercial strategy for Terminal B, working closely with commercial partners and overseeing revenue development, guest experience, and marketing. She brings more than 20 years of international experience in airport management, commercial revenue growth and business development, with a longstanding tenure at Munich Airport Group, including her most recent role as Chief Commercial Officer at Terminal A at Newark Liberty International Airport.

Elisabeth holds an MBA in General Management and is an International Airport Professional (IAP), accredited through the ACI–ICAO Airport Management Professional Accreditation Program.

Known for her collaborative leadership style and focus on innovation, partnership, and excellence, Elisabeth is passionate about creating outstanding airport experiences that deliver long-term value for passengers and stakeholders alike.

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Was aviation your first career choice? 

Elisabeth Sailer: Aviation was not a carefully planned first career choice. In fact, I don’t even remember a specific moment when I decided to work at an airport.  What I did know early on—growing up in Germany and especially after a visit to the United Nations headquarters in Geneva in 9th grade—was that I wanted to work internationally in an environment that connects people, cultures, and economies. 

Interestingly, airports are both global and deeply local. They are international gateways, yet firmly rooted in their communities. That fascinated me. Over time, it led me into international business development, which allowed me to work across different markets and airport environments around the world. 

And once you are in this industry, it is hard to leave. The pace, the people, the complexity, the emotional dimension of travel: it becomes more than a job. It becomes a passion. 

How did you begin your career in aviation or at the airports? 

Elisabeth Sailer: I began my career in aviation as an intern at Munich Airport’s corporate real estate department and worked my way up through commercial operations. I am very grateful for that path, because it allowed me to learn the business from the ground up. You quickly understand how operationally demanding airports are and how many moving parts must come together every single day. 

From there, I moved into consulting and international business development working on airport projects across different markets. That global exposure broadened my perspective on partnerships, commercial strategy, and large-scale development. 

I later moved to the United States and took on a management role in the redevelopment of Newark Terminal A, bringing together operational experience and strategic development in a transformative airport project. Today, in my role with LaGuardia Gateway Partners, I continue to focus on evolving the exceptional commercial and guest experience in the New York airport environment. 

What is the most memorable moment in your aviation career or at the airports? 

There have been many memorable moments throughout my aviation career, from witnessing the arrival of the first Airbus A380 in 2006 to bringing creative marketing activations to life and working on international projects in places like Japan, Honduras, Brazil, and the Middle East.

But few moments compare to opening a new terminal and watching the first aircraft arrive. Seeing years of planning, development, and teamwork come together in that single moment (and knowing that millions of passengers will soon pass through those doors) is incredibly powerful. It captures everything that makes this industry so unique. 

Are there any airport redevelopment projects that you are particularly excited to see completed?  

Elisabeth Sailer: Honestly, all of them. Airports are among the few infrastructure projects that are both highly complex and deeply emotional. They are gateways to cities, symbols of regional identity, and places where millions of personal stories begin and end. Being part of shaping those environments is very rewarding. 

I have had the privilege of being involved in the redevelopment and operation of terminals across the New York/New Jersey region, each with its own scale and ambition. Seeing these projects come to life and watching passengers experience them for the first time never gets old. 

At the moment, I am particularly excited about the opening of JFK Terminal 6, developed and operated by our partners at Vantage Group. It represents the next chapter in redefining the passenger experience in New York, and I look forward to seeing its impact on the region’s aviation landscape. 

How has networking and involvement in the airport community benefited your career?  

Elisabeth Sailer: Networking and active involvement in the airport community have been priceless during my career. Aviation is a relationship-driven industry, where collaboration and trust are essential to delivering complex projects and long-term success. 

For me, networking has never been about collecting contacts. It’s about staying curious, learning from different perspectives, and building meaningful relationships across airlines, operators, developers, and partners. Many of the most valuable insights and opportunities in my career have come from genuine conversations, often long before there was a specific objective attached. 

But authenticity is key. If networking becomes transactional, it loses its value. Real impact happens when relationships are built on mutual respect, openness, and a willingness to contribute, not just to benefit. 

In such a connected industry, your network becomes your sounding board, your benchmark, and sometimes your strongest advocate. That has certainly been true in my journey. 

How are the insights of women in leadership roles important in fostering innovation and the commitment to sustainability and inclusivity? 

Elisabeth Sailer: Diverse leadership perspectives are essential to innovation, and that absolutely includes the insights of women in leadership roles. Airports are complex ecosystems serving highly diverse passenger groups. To design experiences, policies, and spaces that truly work for everyone, leadership teams must reflect a broad range of lived experiences and viewpoints. 

A diverse group of leaders brings unique view points, different personalities, and varying backgrounds to the table. Driving sustainability and inclusivity requires cross-functional alignment, cultural change, and the ability to balance commercial performance with social responsibility. 

Innovation thrives where different perspectives are heard and valued. When leadership teams are diverse, discussions become richer, blind spots are reduced, and solutions become more resilient. In that sense, representation is not just about equity: it is a strategic advantage.