INDUSTRY INSIGHT
Ultimately, ports are public infra- structure providers. We create the physical platform — whether it’s ter- minals, runways, or logistics facilities — and businesses use that infrastruc- ture to move goods, create jobs, and generate economic activity. Our role is to ensure those partnerships work effectively and that the benefits reach the community. Like most U.S. ports, we’re a pub- lic agency. We need to ensure that the economic activity we facilitate delivers real benefits — jobs, investment, trade opportunities — for the region. To do this, we have to maintain strong rela- tionships with our tenants and business partners. They need to succeed for the port and the community to succeed. It really helps that we have a dedi- cated group of directors – Bryan Brandes for Maritime, Andre Basler for Utilities, and Craig Simon for Aviation plus our directors focused on areas like Environmental Programs, Information Technology, and Engineering. Bryan’s
does differ somewhat. Commissioners are nominated by the Mayor and appointed by the City Council. Once appointed, Commissioners serve four-year terms and have sole fiduciary responsibility for the Port. We’re connected to the City, but the Commission operates independently in terms of managing the Port’s busi- ness and financial decisions. When the Port was formed in 1927, the idea was to create an organization that served the public good but could operate more like a business. We don’t have taxing authority, so the revenue we invest back into infrastructure must be earned through our operations, whether that’s at the seaport, the airport, or through our commercial real estate activities. There are only a handful of ports in the United States that combine an airport, seaport, and commercial real estate portfolio the way we do. Another little-known fact is that we provide utility services (electrical, gas, water, and sewer service) to port
extensive experience in the shipping industry has led to a lot of great initia- tives while building on partnerships and relationships. Another major focus has been com- munity engagement. I was already doing a lot of that work as COO, espe- cially around grants and partnerships with neighborhoods near the port so it was a case of building on that foun- dation. We spend a lot of time asking communities what they need, how port operations affect them, and what improvements would make a differ- ence. At the end of the day, the pub- lic gives us our permission to operate and grow. Maintaining that trust is essential. PP: One thing I realized when looking at your website is that your commission structure is unique. Could you differen- tiate between your governance and other U.S. ports? KM: Because the Port of Oakland is an independent department of the City of Oakland, our governance structure
March 2026 — PACIFIC PORTS — 13
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