As part of the Explore the Experience Era study, Airport Dimensions SVP of Global Business Development, Chris Gwilliam, joined Jonathan Pollard, Chief Commercial Officer at London Gatwick Airport, to explore how airports can maximize space to enhance passenger experience and boost revenue.

Airports around the world are facing a spatial paradox. As passenger volumes surge toward historic highs, 95% of airport executives acknowledge that terminal space is not being fully maximised and requires improvement. But rather than treat this as a roadblock, forward-thinking airports are transforming this challenge into a catalyst for innovation.

Turning Overcrowding into Opportunity

Our recent survey at Airport Dimensions of 100 airport decision makers, "Explore the Experience Era," highlights how critical this issue is. According to the study, 99% of respondents report facing overcrowding, with only 1% saying their airport is free from the problem. When looking at the possible solutions for addressing overcrowding problems, we found that 40% of airport leaders are prioritising flexible, modular spaces to adapt to evolving concession needs and passenger behaviors.

Jonathan Pollard, Chief Commercial Officer at London Gatwick Airport, notes: “For Gatwick, finding innovative solutions to help manage rising passenger numbers couldn’t be more relevant. We’re recognized globally as the busiest single-runway airport - a source of pride, but also a pressure point. Seasonal peaks, especially in summer, create tangible congestion, so we’re committed to making every inch of space work harder for both experience and efficiency".

Flow and Familiarity

Pollard says: "One of our core strategies is better spatial dispersal, ensuring passengers don’t cluster in hotspots but instead move fluidly through the terminal. We aim for every departing passenger to understand the full range of services and offers available. This approach enhances satisfaction while distributing footfall more evenly, which protects revenue per passenger from falling due to overcrowding".

This reflects a wider industry trend. Our study shows 44% of airports are creating separate zones for business and family travellers to manage crowding and improve flow. It's about recognizing that different travelers have different spatial needs.

Pollard notes: "We call them 'mood zones'. Inspired by practices already in use across VINCI Airports, these zones are designed not only to ease congestion but to serve distinct traveller mindsets. For example, a family-friendly eatery like the Red Lion offers a different ambiance than Juniper or BrewDog. It’s about matching the environment to the moment in the journey".

Flexibility: The New Standard

Across all the airports we engage with, flexibility leads the way as a key solution. In our research, 40% of airport executives said flexible, modular space design was the top strategic approach to optimising space.

Pollard states: "We’re leaning into this, particularly through our 'carousel' concept. It allows emerging or experiential brands to trial operations in lower-cost, lower-risk units. If successful, they can graduate to permanent spaces. If not, we can adapt quickly - like A/B testing in a physical environment".

Expansion with a Purpose

Looking ahead, Pollard says: "We’re planning a 19,000-square metre expansion across both terminals - not a new terminal, but a reimagining of our existing ones. This allows us to rethink design, integrate hybrid formats, and introduce more differentiated experiences. Our goal is not just 'more of the same,' but 'better and broader'. That being said, food & beverage (F&B) remains a priority".

That focus reflects a broader trend identified in our research, where 35% of respondents said they were exploring and investing in technologies which offer on-demand services such as food delivery. In fact, F&B was the most frequently mentioned commercial growth area in open responses. Our findings also show that 43% of airports believe digitisation is the biggest opportunity to enhance the passenger experience in the future.

Digital as a Dispersal Engine

Pollard adds: "Our own research found that ambiguity - about walking distances, gate times, or available offers - was a major driver of dissatisfaction. That’s why we’re launching a personalised digital travel companion with real-time information tailored to the passenger’s journey. This will support smarter decisions and drive footfall to underutilised areas".

We see this reflected globally: our Experience Era research showed that 32% of airport executives are examining and investing in technologies that facilitate indoor navigation or wayfinding, to help passengers find their way around the terminal efficiently. This digital transformation is vital for connecting people to space in a smarter way.

Redefining Premium Experiences

Travellers are willing to pay more for a better experience. In our separate flagship consumer research (AX25), 66% of regular global travellers said they’d pay for premium options to avoid crowds and improve comfort. That’s a major commercial opportunity.

Pollard says: "At Gatwick, we’re evaluating whether our current 'premium' services meet expectations for 2025 and beyond. We’re exploring higher-tier lounge experiences and potential additions like arrivals lounges. But premium services need space - and that brings trade-offs in a capacity-constrained environment".

Formats of the Future

With the expansion plans at Gatwick, Pollard says: "we’re not just replicating what exists, we’re rethinking the entire commercial format. That includes blending categories like food and beverage, retail, and experiential elements into more hybridised, multi-purpose spaces. Our goal is to use the new footprint to offer greater variety and differentiation than ever before".

This is a strategy which is shared by many of Jonathan's global peers. In our research, 31% of airport executives see hybrid retail – i.e. integrating experiences like dining or beauty - playing a key role in enhancing the passenger journey. It also brought to light a growing trend of airports trialing pop-ups and rotating offers to inject variety and agility into their commercial mix.

A More Purposeful Path Forward

The space squeeze is real - but so is the opportunity it creates. By combining smart space planning, flexible commercial strategies, and targeted digital tools, airports like Gatwick are demonstrating how constraint can inspire innovation.

Pollard concludes: "It’s about making space work not just physically, but experientially".

And making every metre matter, for passengers, partners, and performance.