Article 2 July 2026

Insights Interview: Voices from the Frontline

Interview with Jamie Dowdall on Voices from the Frontline: Insights that shape how we work

  1. Tell us about your role and the areas you specialise in.

As Head of Operations at Dublin Airport, I lead a large, multi-layered team delivering cleaning and support services across terminals, piers, and airside operations. My focus is on operational performance, compliance, and driving consistent standards across a 24/7 environment. I specialise in workforce management, audit performance, and creating structured, scalable processes that ensure we exceed client expectations. Ultimately, my role is about turning frontline activity into measurable outcomes

  1. Why is “Voices from the Frontline” so important for our clients right now?

Our frontline teams are closest to the operation – they see issues first, solve problems in real time, and understand what genuinely impacts the passenger experience. Capturing those insights allows us to respond faster, improve services and stay aligned with client priorities. In a fast-paced environment like an airport, that visibility is critical to maintaining standards and adapting quickly. It ensures decisions are informed by reality, not assumptions.

3. What are the biggest challenges you see in this area day to day?

The biggest challenge is ensuring that frontline insights are consistently captured, understood, and acted upon across a large and fast-moving operation. In a high-pressure environment, it’s easy for valuable feedback to be missed or delayed. There’s also the challenge of maintaining consistency in how that insight is translated into action. Without strong structure, opportunities for improvement can be lost.

4. How do you and your team approach these challenges?

We focus on being proactive rather than reactive, supported by strong planning, clear accountability, and real-time visibility through audits and on-the-ground leadership. Visibility, engagement, and clear communication are key across all levels of the operation.

Our Site Managers, Duty Managers and Supervisors play a critical role in capturing frontline insight and linking it to performance data. We then translate those insights into clear, actionable improvements, ensuring accountability at every level.

This structured approach ensures frontline voices don’t just get heard – they actively shape how we work.

5. Can you share a recent real world example where this made a difference?

Over the June Bank Holiday weekend, we managed passenger volumes of over 503,000, including more than 131,000 on the Sunday alone. During this period, frontline teams highlighted recurring pressure points in high-footfall areas at peak times.

By acting on that insight, we adjusted deployment, increased targeted presence, and strengthened supervisor oversight in real time. This led to improved audit results and a noticeable uplift in overall standards.

It demonstrated how listening to frontline voices enables us to respond quickly and shape how we work during critical peak periods.

6. What’s one thing you wish more clients understood about this topic?

I think it’s important for clients to understand that frontline insight is one of the most powerful drivers of improvement. As we often say in FM, things tend to go unnoticed when everything is running well – but the impact is very visible when they’re not.

Frontline teams provide early visibility of risks and opportunities that may not yet appear in formal reporting. When that insight is supported and acted upon, it leads to more consistent, reliable outcomes.

It’s not just feedback, it’s a key part of how we deliver value and maintain standards every day.

7. What do you enjoy most about your work or what motivates you in this area?

What motivates me is seeing how frontline feedback directly influences better outcomes for both the client and the customer. There’s real impact in taking something observed on the ground and turning it into a measurable improvement.

I’m also driven by developing our teams – through ongoing training, upskilling, and succession planning – so they feel confident to raise insights and take ownership. When people see their voice shaping the operation, it builds a stronger, more engaged and capable workforce.

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