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Taking on the ‘biggest job' in aviation is no easy task. But Paul Griffiths has adapted to his role as Dubai Airports' CEO following a brief confidence lull.

When Paul Griffiths was asked to head Dubai Airports last October, he couldn't believe his luck. As an experienced industry figure, the British director had the credentials to oversee the emirate's existing and upcoming hubs.

But despite his aviation background, Griffiths admits being offered the industry's ‘most coveted' role was a big surprise. "Quite honestly, my first reaction was that running Dubai Airports, not just the international airport but building the world's largest hub, was probably the best job in aviation, so why on earth would they be interested in me?," he says.

The initial reservations following his self appraisal quickly turned to intrigue. He agreed to talk with airport operator Dubai Civil Aviation and soon realised managing Dubai International Airport (DIA) and the upcoming Al Maktoum International was an ‘excellent' career move.

When I came out here and saw the scale of opportunity, as well as the people that worked here, there was a clear synergy between my aspirations and the government's thoughts on how an airport should be developed," Griffiths says. "After seeing the region, general optimism and sheer unbridled decision making power to get things done, I thought it was too good an opportunity to miss.

Having joined Dubai Airports as CEO in October, Griffiths had to adapt quickly to his new role. His first task upon arrival was to address internal issues that were undermining the organisation's efforts. While reluctant to elaborate, Griffiths admits people, processes and faltering third party relationships needed to be sorted before anything else.

To that end, he focused on "galvanising" the employees to ensure everyone across the organisation was working towards the same objectives.

Griffiths also established more open communication channels within the company and added experienced hands to the workforce. According to the airports' chief, making swift changes early on has increased efficiency and productivity.

The internal changes have also led to improved dealings with other businesses, such as Emirates Group.

"As a government entity, the ability to deal one-on-one with a commercial organisation that's clearly one of the most successful international airlines in the world is crucial. There had been a drift in terms of the relationship with Emirates, but it's moving in a different direction now and we're working together to achieve similar goals.

Dubai Airports' management may have helped establish greater efficiency, but a general restructuring across all aviation departments has also contributed. Last year, the Dubai Department of Civil Aviation (now operating as Dubai Civil Aviation Authority) was dissolved into several units, covering everything from air traffic and engineering projects to security and duty free.

Meanwhile, Dubai Airports was formed to oversee DIA and Jebel Ali-based Al Maktoum. For Griffiths, adopting a new structure was critical to the operation's long-term development.

The airport is an extension of government that was lumped in with air traffic services, regulation, aero political issues and traffic rights.

That model works when an industry is in its infancy, but once an airport has reached a certain critical mass it needs proper commercial management to deliver revenues and cover its costs.

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