As air cargo volumes fluctuate and trade policy tensions flare, the United States faces an uncomfortable truth: cargo infrastructure is lagging behind demand.

Despite surging e-commerce volumes and shifting trade patterns, many US airports continue to prioritise passenger development, while cargo facilities operate under increasing strain.

“There is a two-fold issue,” says Jared Azcuy, CEO of AGI, one of the largest independent ground handling and cargo service providers in North America. “First, many airports lack a long-term, integrated cargo development strategy. Second, there is a gap between sustainability goals and the infrastructure needed to support them.”

While passenger terminals receive billions in funding and modernisation, the cargo side remains underfunded, often operating with legacy facilities and limited expansion plans. “Cargo infrastructure is evolving, but with demand continuing to rise, there’s still room for growth,” he notes. “Airports that have proactively planned for capacity expansion are setting themselves up as key strategic partners for airlines when space is at a premium. Those forward-thinking airports are already reaping the benefits, attracting operators who value readiness and flexibility.”

This lack of preparedness becomes even more apparent when geopolitical disruptions reconfigure global trade flows. With de minimis tariff exemptions expiring and escalating trade friction with China, volatility is back on the table.

“We’re closely tracking the impact of new US tariffs,” Azcuy says. “At AGI, we’ve grown significantly, but done so with intentional flexibility—ensuring we can adapt quickly to shifting customer needs.”

For Azcuy, resilience lies in long-term thinking. “You can’t just plan for the next 12 months,” he stresses. “You have to be looking 15 to 20 years ahead, anticipating trade patterns and building the capacity to adapt. In times of disruption, it’s the companies that stay agile and innovative that come out ahead, and that’s exactly how we’re positioning ourselves.”

Post-Covid-19 lessons and economic pressures 

Congestion at major US gateways isn’t new, but Covid-19 made it unignorable. While volume spikes exposed cracks, they also triggered a change in behaviour.

“We saw some carriers reassessing routes and shifting to alternative gateways where the operating environment was more flexible and responsive,” Azcuy recalls.

The lasting impact? Confidence now hinges on infrastructure planning and handler performance. “Air cargo is highly dynamic,” he says. “That volatility is exactly why long-term infrastructure planning is essential. We are thinking beyond what could be a temporary trade issue and focusing on how airfreight would respond thereafter. History shows that supply chain strain is followed by immediate peak-like recovery, which causes temporary congestion.”

Across North America, sustainability features heavily in airport master plans. Yet, in practical terms, progress is patchy.

“Many airports speak to environmental commitments,” Azcuy says. “But few provide the tools to make those goals achievable on the ground.”

AGI is trying to bridge that gap. “We are exploring portable GSE chargers and incorporating biodegradable materials into our operations,” he says. “Even our team uniforms are part of the effort—many are now made from recycled water bottles and bamboo, diverting over 81 million bottles from landfills.”

Data-backed energy tracking is also in focus. “We are implementing technology to track carbon emissions from our ground operations,” Azcuy adds. The company’s GSE fleet is gradually shifting to electric, aligning asset renewal with decarbonisation goals.

e-commerce is a growth engine, but it introduces new operational complexity and safety risks. “e-commerce and express freight invite more ergonomic injuries,” Azcuy explains. “Not all cargo is handled the same, and we have to prepare our workforce to adapt to that and, above all, keep them safe.”

AGI has responded with AI-powered video systems, such as Voxel, which help monitor and reinforce safe behaviour during loading and offloading.

“Voxel instils a safety culture with every lift,” he says.

Infrastructure that works

AGI currently operates at over 60 airports across North America. In 2025, the company is focused on deepening its presence in key gateways while rolling out modernised, tech-enabled warehouse operations. Recent expansions include new warehouse leases at LAX and Toronto Pearson (YYZ). But Azcuy is clear: expansion must be meaningful, not just more sq m.

“AGI is working closely with airport authorities to ensure that our developments are sustainable and designed to support efficient cargo throughput.”

Digitisation is another pillar. “Last year, we launched a proprietary payment portal and unveiled ‘Skip the Front Counter’—a green, paperless process that streamlines freight pickup for forwarders,” he says. “It allows for faster, contactless service and reduces congestion at our facilities.”

While innovation remains a buzzword across the sector, Azcuy’s approach is rooted in execution. “If last year was focused on innovation, this year is all about execution,” he says. “We are excited to bring these enhancements to life alongside our partners.”

From automation to sustainability, AGI’s investments aim to solve for scale and responsiveness.

“With labour tight and cargo flows shifting due to geopolitical factors, carriers and forwarders want partners who can scale well and respond quickly,” Azcuy notes. “That’s what we’re building for.”

Despite macroeconomic uncertainty, AGI sees growth opportunities in both core services and adjacent verticals. While Azcuy didn’t outline specific geographic plays, he reaffirmed the company’s commitment to technology investment, process automation, and strategic partnerships.

“We’re constantly evaluating strategic growth,” he says. “Technology is always central, particularly around customer service, sustainability, timekeeping, and safety reporting.”

As for volumes in the second half of 2025? “We’re optimistic,” Azcuy says. “That tariffs and geopolitical uncertainty will subside, and we’ll see moderate growth and recovery in Q3 and Q4.”

“You have to stay agile,” Azcuy concludes. “The industry doesn’t wait for you to catch up.”