Sara Hales brings fresh energy to one of Queensland's most storied aviation hubs, but she is in no rush to change what's working.
When Sara Hales stepped into the role of General Manager Aviation Operations at Archerfield Airport earlier this year, she inherited something many incoming leaders can only hope for: a strong foundation. The airport's previous stewards, the Bird family, Rod Parry and the existing team, had built something worth protecting.
"My hat goes off to them for their excellent stewardship," Hales says. "We have such a strong foundation for future growth and development, and we're all equally excited about the future."
Her immediate focus has been people rather than policy: getting to know the team, meeting customers and users, and understanding the businesses that call Archerfield home. For Hales, relationships and communication are not soft priorities to be addressed once the real work begins. They are the real work.
Archerfield has been a fixture of Brisbane aviation for 95 years, and the numbers reflect its significance. More than 150 businesses operate on site, supporting around 500 jobs, while 450 student pilots launch their careers from its runways every year. Balancing that community and general aviation identity with the commercial realities of running major infrastructure is one of the role's central challenges, and one Hales approaches with a collaborative mindset.
"Our job is to support all airport users by providing safe, well managed infrastructure," she says, noting that the airport's relationship with surrounding residents and businesses is also part of the equation. She sees opportunities for alignment rather than tension, pointing to partnerships with local schools as one example of how aviation's future workforce and the broader community can benefit together.
Looking ahead, Hales is watching the technology horizon closely. The emergence of new aircraft types, alternative fuels and advanced propulsion systems is already reshaping what operators want from airport infrastructure, and Archerfield has been positioning itself accordingly, with memoranda of understanding in place with key industry partners and GA operators among the early movers on advanced air mobility.
"As an infrastructure provider, it's our job to think strategically and over the long-term," she says. "We need to be strategic, deliberate and pragmatic."
The 2032 Brisbane Olympic Games adds another layer of urgency to that strategic thinking. With lead times for construction and regulatory approvals measured in years, decisions made now will determine what Archerfield can offer when the world arrives.
Hales is candid about her leadership style. "I care very much about helping people," she says. "I'm a team player and see my role as clearing away obstacles or offering another point of view. I'm happy to wear the pain if things don't go to plan, and when we're winning, to step back and let people receive the recognition they deserve."
That hands-on approach extends to being present with her team on the ground. High energy and comfortable on the floor with operators and staff, she is as interested in learning from the Archerfield team as she is in leading it.
"I'm very fortunate to have been left a fantastic team with deep experience, passion for the airport and a terrific track record," she says. "I'm looking forward to what we can achieve together for the Archerfield community."