Louis Miller: ‘Until I got into school, we lived on welfare’

Business editor Henry Unger's "5 Questions for the Boss" reveals the lessons learned by CEOs of the area's major companies and organizations. The column alternates with business editor Matt Kempner's "Secrets of Success," which shares the vision and realities of entrepreneurs who started their dreams from scratch.

Twenty years at the Salt Lake City airport. Then 14 at Tampa’s and three at Atlanta’s.

Louis Miller, an accountant by training, spent nearly all of his career working for airports before retiring a week ago as general manager of Hartsfield-Jackson, the world's busiest airport.

Miller, 65, is credited with overseeing the completion of Hartsfield-Jackson’s $1.4 billion international terminal, as well as creating the airport’s first cellphone parking lot where drivers can wait at no cost for their family, friends or business associates to arrive. The airport is planning to add two more cellphone lots, a popular idea Miller brought from Tampa — and an example of how 37 years in one industry can pay off. Miller discusses his experiences running three airports, as well as his challenging childhood.

Q: What event helped shape who you are today?

A: When I was 3 weeks old, my father walked away and left my mother. There was me and my two older brothers. My father never, ever tried to contact me. I never met him.

It put my mom in a real tough spot. She was 34. Until I got into school, we lived on welfare. We lived in a one-bedroom house in Salt Lake City. My two older brothers got the double bed and I slept on a mattress on the floor. My mother was on the couch.

When I got into kindergarten, my mother got a bookkeeping job and worked from then on.

I learned that you’ve got to be pretty independent and take care of yourself. My brothers helped me understand that.

Q: What did you do after graduating from high school?

A: I knew I had no chance of going all the way through college affordably. I wasn't a real bright guy. I wasn't a straight-A student who was going to be getting a scholarship.

So when I finished high school, I joined the Army for four years. My wife worked as an office worker for an accounting firm. She convinced me to get an accounting degree and become a CPA after I left the Army.

I used the G.I. Bill to help pay for business college, but I knew I needed a job to survive. I pumped gas from 11 p.m. to 7 a.m. This was back in the day when someone would put gas in the car for you.

Around 3 a.m., I could study while working in the gas station because nothing was going on. That worked out perfect for me.

Q: You became a CPA and got a job at an accounting firm. Then you became chief accountant at the Salt Lake City airport in 1976, rising through the ranks to get selected as airport director five years later. What was the most important lesson you learned during your two decades at that airport?

A: I worked for three different mayors of Salt Lake City as airport director. All three of the mayors had different expectations. I had to measure what they were and make sure I satisfied them. I never had a contract there.

You have to keep the mayor involved in what you are doing without overwhelming him or her.

The first mayor said, “Louis, do your job.” I met with him twice a month.

The second mayor was a little more hands-on. I had to adapt to that.

Then the third mayor was really hands-on.

You have to assess the boss early on and adapt.

Q: What are the key lessons from running the airport in Tampa and Atlanta?

A: There is constant change. You also have to adapt to the workforce.

Y0u have to give people the authority to do their jobs. Let them know your expectations and hold them accountable. If they don’t do their jobs well, you’ve got to go back and talk with them. But micro-managing just doesn’t work.

You also have to express to your employees that they’re the most valuable asset you have. I wouldn’t be where I am if it wasn’t for them.

Also, you’ve got this wide range of partnerships — the FAA, TSA, airline partners and your mayor. All have to work in a collaborative way to provide the best service for the passengers. You’re the landlord, but the airlines operate the day-to-day business. But when a person comes through an airport, if something goes wrong they blame the airport. You need good partnerships.

Q: You’ve hired lots of people. Do you have any advice for prospective employees heading into a job interview?

A: Don't be uncomfortable asking the interviewer what his or her expectations are. When I interview people today, I want those people to talk more than I talk.

They should do their research. I want them to tell me how they’re going to do things when they arrive. Do they see something we could do differently to make it a more effective organization? That’s the key.

The worst interview is when the person answers the question and then just sits there.

Bonus questions

Q: Any other career advice?

A: Get involved in trade associations and chambers of commerce. Go to conferences. Serve on committees and boards. Meet people and network.

The thing about airports — they’re a small world. When you look across the U.S., there are only about 30 large hub airports. That’s 30 directors. I know them all. I can call them and seek advice on a issue.

Q: What does the future hold for Hartsfield-Jackson?

A: The master plan was last done in 2000. The new one should be finished in the first quarter of this year.

Between now and 2031, the number of (annual) passengers is expected to increase from 95.5 million to 121 million. We’re going to need another concourse. We have 208 gates now and we will need 25 to 30 more.

A sixth runway is going to be needed, but not for at least 15 years.

Also, the cellphone lot serving the south terminal has been very popular. We’re going to build a second one for the north terminal and a third one by the international terminal.

Q: Will Hartsfield-Jackson remain the world’s busiest airport?

A: Beijing will someday overtake Hartsfield-Jackson, probably within 10 years. I think growth in China is just unbelievable.

Q: What’s your view of the controversial effort by Paulding County to attract commercial flights at the airport there?

A: The Paulding airport is going to have a challenge to become a major airport.

If they end up with four or five flights a week, like they’re talking about, it will have no impact on Hartsfield-Jackson.