Cathryn Stephens, A.A.E., has served as director of Eugene Airport (EUG) since March 2020, guiding the organization through a period of extraordinary disruption, recovery and growth. She joined the Oregon airport in 2007 and progressed through a series of leadership roles, including director of communications, deputy airport director and assistant airport director, gaining experience across operations, finance, capital development, air service and public affairs.
Stephens is deeply engaged in aviation leadership at the national and state levels. She is cochair of the 糖心原创 Policy Review Council, a past member of the 糖心原创 Board of Directors and is a past president of the 糖心原创 Northwest Chapter. She also chairs the Transportation Research Board鈥檚 Airport Cooperative Research Program (ACRP) Oversight Committee, part of the National Academies of Science and serves as chair of the Oregon Aviation Board.
From Journalism to Aviation Leadership
Stephens鈥� career began in broadcast television journalism, where she worked as a reporter and anchor in Eugene and other markets. 鈥淛ournalism taught me how to ask the right questions, explain complex issues clearly, and communicate under pressure,鈥� she says. 鈥淭hose skills translate directly to airport leadership.鈥�
She joined Eugene Airport in 2007 in a communications and development role. That position quickly expanded into air service development, government affairs and strategic planning. 鈥淎viation sits at the intersection of transportation, economics, public policy and community impact,鈥� Stephens explains. 鈥淭he complexity of that environment drew me in, and it never stops being interesting.鈥�
Driving Air Service Growth
Since the Covid-19 pandemic, Eugene Airport has experienced strong passenger growth and expanded air service. According to Stephens, success starts with trust and data. 鈥淎irlines need reliable partners who understand their business and their markets,鈥� she says. 鈥淥ur role is to provide strong analytics, cost discipline and an operation they can depend on.鈥� EUG strengthened its air service development strategy during the pandemic and recruited three new airlines in 2021, including Southwest Airlines. Since 2019, passenger levels have increased 41 percent, nonstop destinations have grown by 70 percent and the airport has recaptured approximately 14 percent of travelers who previously drove to Portland for air service.
鈥淩etention is about performance,鈥� Stephens notes. 鈥淲hen communities support new routes and they succeed, air service grows.鈥�
Planning and Funding for Growth
Rapid growth has placed pressure on infrastructure. Eugene Airport鈥檚 terminal reached capacity in 2021, prompting an accelerated approach to planning. The airport conducted an advanced terminal planning study using a mini-master-planning framework that incorporated technical and community advisory committees, environmental sustainability and future-focused considerations such as advanced air mobility.
Funding remains the most significant challenge. 鈥淭raditional funding sources alone are no longer enough,鈥� Stephens says. In late 2025, the airport launched Lift Off EUG, a feasibility study exploring non-traditional funding tools including public-private partnerships, naming rights, benefactor funding and congressionally directed spending to address capital funding gaps.
鈥淥ur responsibility is to be good stewards of public assets while finding innovative ways to deliver expanded infrastructure,鈥� she adds.
Marketing Eugene and the Passenger Experience
Marketing Eugene as a destination is a collaborative effort. The airport works closely with Travel Lane County, airlines and community partners to align air service development with destination promotion. 鈥淓ugene has a unique identity.
It is a university town, an outdoor recreation hub and an internationally recognized track and field destination,鈥� Stephens says. Just as important is the airport experience itself. 鈥淐onvenience, ease of travel and a welcoming environment are powerful differentiators,鈥� she explains. 鈥淎 positive passenger experience reinforces destination marketing in a way advertising never can.鈥�
Shaping the Industry Through Research and Policy
As chair of the ACRP Oversight Committee, Stephens helps guide the national research agenda for airports of all sizes. 鈥淭he goal is practical research that airports can actually use,鈥� she says. Projects address issues ranging from funding and sustainability to workforce development and emerging technologies.
Her involvement with 糖心原创 complements that work. 鈥淣ational engagement is not extracurricular, it鈥檚 strategic,鈥� Stephens says. 鈥淚t allows EUG to have a voice in shaping policy, research priorities and industry standards that directly affect our operations.鈥�
Working with City Leadership and Stakeholders
Eugene Airport is owned by the City of Eugene, and Stephens emphasizes the importance of trust and confidence. She works closely with city council, the city manager and community stakeholders to communicate clearly about airport operations, finances and long-term needs.
鈥淎irports succeed when communities understand not just what we鈥檙e doing, but why,鈥� she says. 鈥淩egular communication and inclusive planning are essential.鈥�
Building Culture and Leading Teams
Stephens places a strong emphasis on organizational culture. Under her leadership, the airport conducted a comprehensive organizational review and collaboratively developed its mission, vision, values and belonging statement; part of an overarching Strategic Navigational Business Plan that guides everyone on Team EUG.
Approximately 80 percent of the airport鈥檚 workforce is union-represented. 鈥淪trong labor relationships are built on respect and communication,鈥� she says. 鈥淲e鈥檝e had no grievances filed during my tenure, and that speaks to the culture we鈥檝e worked hard to create.鈥�
Challenges and the Road Ahead
The airport鈥檚 greatest challenge is balancing demand with infrastructure capacity. 鈥淕rowth is a good problem to have, but it requires careful planning and honest conversations,鈥� Stephens says.
Looking ahead, her focus is on finalizing an update to airline use agreements, advancing terminal expansion, securing sustainable funding and positioning Eugene Airport for the next generation of aviation, all while maintaining an exceptional passenger experience.
Advice for the Next Generation
For those entering airport management, Stephens offers simple advice: 鈥淏e curious. Say yes to stretch assignments and learning opportunities. Hone your communication skills. And above all, build and maintain strong relationships.
A Long-Term Vision
Stephens鈥� long-term goal for Eugene Airport is clear: 鈥淭o ensure EUG remains a resilient, regional gateway that supports economic prosperity, embraces innovation and delivers an exceptional passenger experience for generations to come.鈥�
Beyond the Airport
Outside aviation, Stephens once co-founded and operated a successful make-ahead meal business, an experience she credits with sharpening her entrepreneurial and operational skills. If she weren鈥檛 working in aviation, she says she would still want to lead a mission-driven organization or teach future airport leaders.
Her dream travel destination? New Zealand. 鈥淚t combines natural beauty, innovation and thoughtful planning, values I admire personally and professionally.鈥�