Cincinnati/Northern Kentucky International Airport (CVG) is more than just a travel hub — it’s a high-performing innovation testbed. Ranked among the fastest-growing cargo airports in North America, CVG serves as a critical node in the global logistics network. With approximately 12,000 passengers moving through daily and a robust mix of passenger and cargo operations, CVG is leveraging this dynamic environment to pioneer airport-wide digital transformation.

In this final installment, Brian Cobb, Chief Innovation Officer at CVG, in conversation with Robert Daniel, Chief Revenue Officer at Data Society Group, explores tackling bottlenecks with AI, real-time monitoring, gamified surveys, and partnering with growth-stage companies.

Part 1 explored how CVG is positioning itself as a hub of innovation and reimagining the security experience. Part 2 highlighted the airport’s expanding use of AI, digital twin technologies, and predictive analytics.

Tackling bottlenecks with AI: Curb to cabin

From the curbside drop-off to airside operations, bottlenecks are a constant challenge for U.S. airports. Cobb explains that CVG is taking a holistic, predictive approach to managing these choke points using AI.

“We’re a drive-centric country,” he says, noting that most passengers use personal vehicles. This traffic creates congestion at the curb front, and Cobb sees an opportunity: “How is it that we can use AI to really start creating predictive models but then add yet a few more layers to that?”

By integrating data sources like traffic cameras and weather feeds into a historical database, Cobb mentions developing predictive tools that can alert travelers in advance, sometimes even a week before their journey, about potential delays or traffic issues.

He notes that the true advantage lies in building a historical database and then layering in different, often nonparallel data sources, which allows AI to be used in predicting potential impacts days or even weeks in advance.

Real-time aircraft monitoring and passenger-centric AI

Cobb offers a compelling example of real-time analytics using machine learning and camera systems. In partnership with the company Synaptic, CVG is using gate-side cameras to monitor aircraft activity. “It’s basically watching every movement on that aircraft and creating a Gantt chart in real time,” he says.

This visibility allows the airport to assess whether a plane will depart on time based on the completion status of key turnaround tasks like fueling, baggage loading, and power connection.

Moreover, Cobb imagines a near-future scenario where the airport sends personalized alerts regarding delays to passengers. For him, the intent goes beyond customer service; it is about operational efficiency and brand loyalty.

Further, Cobb notes that labor is the other major cost, which is why automation is so critical in the airport ecosystem. For example, autonomous vehicles can handle tasks like transporting baggage without requiring a driver, allowing human workers to be reassigned to more essential roles — such as safely loading aircraft or assisting passengers during boarding.

“Let’s position the labor where it needs to be. Let’s use automation effectively… so that our tenant airlines choose to operate out of CVG versus our competitors.”

Gamified surveys: Data gold from waiting travelers

To build richer traveler profiles, CVG has partnered with local startup InfoTap to revolutionize passenger surveys. Instead of traditional question sets, InfoTap gamifies the experience. 

This innovative format yields high engagement, with over 600 responses daily — about 5% of daily travelers. Responses can be sliced by gate, demographic, or time of day, allowing the airport to tailor everything from concessions to digital signage. “We’re building a personification ecosystem. Here’s our demographics; here’s what the preferences are,” says Cobb.

Furthermore, the insights do not stop at the terminal. CVG is exploring how this anonymized, crowd-sourced intelligence could help third parties, such as aircraft manufacturers or CPG brands, understand consumer preferences in a real-world environment.

Partnering with growth-stage companies: A testbed approach

Moving ahead, Cobb emphasizes CVG’s intentional openness to co-creation with growth-stage startups. The airport looks for flexibility in partners: “If you present a product to us, are you willing to change that product?” he asks. Those who say yes are invited into long-term, iterative collaborations.

“We have this mass talent on this campus that can really help develop and refine products into entirely new avenues,” Cobb says, describing CVG as a proving ground for scalable, cross-sector solutions.

By positioning itself as both a subject matter expert and an innovation lab, CVG is helping startups de-risk and refine their offerings, often leading to commercial success well beyond aviation.

What’s next for AI in aviation?

Looking ahead, Cobb shares that the first question he raises with peers is not simply how airports use AI, but what less obvious roles they should be considering — particularly as airports function like cities within cities.

While many focus on being end users of AI, he stresses the importance of enabling AI to scale. For instance, as passenger adoption of electric vehicles grows, airports must confront the challenge of powering them with aging infrastructure like old garages and parking lots.

Cobb points out that those attuned to AI’s broader impact quickly realize it places enormous demands on the power grid. “AI is a massive power drain on the grid,” he points out.

CVG is exploring partnerships with utilities to create airport-based microgrids and renewable energy assets. These would not only power airport operations but also potentially serve broader community resilience goals. 

“If we lose power, systems will be impacted,” Cobb says. “Are we developing renewable energy resources at the airport? Are we supporting data centers that, in turn, help AI continue to grow?”

Cobb also raises the possibility of airports acting as backup power systems during cyberattacks or natural disasters: “Can power be pulled from the airport backup systems to support the grid until that cybersecurity issue is resolved?”

As the conversation closes, Cobb reflects on the mindset required for innovation leaders. “It’s super important to recognize… How are we positioning our company to make sure that digital, data, IT, and all of our colleagues have a seat at the main table?”

He emphasizes that his role is to ensure fellow executives clearly understand the wave of technological developments on the horizon — how to apply innovations effectively, workforce upskilling, and ultimately safeguarding the company’s long-term sustainability.

CDO Magazine appreciates Brian Cobb for sharing his insights with our global community.