A national near-airport parking audit: seven markets, one methodology, $395,793 in unaccounted tickets
$395,793
In unaccounted tickets, on one table
7
Airport markets, one methodology
About 14,400
Stalls under one format
Asset
National near-airport parking program: seven airport markets, about 14,400 stalls
Scope
One methodology applied the same way at every site, building a single unaccounted-ticket table across the portfolio
Duration
Changes in place within 60 days of the reports
JDE role
Track record of the JDE team and its method. The reports were issued under the operator's own brand, not as a JDE-branded engagement.
01
The assignment
The operator of a national near-airport parking program put its own portfolio under review: seven airport markets, about 14,400 stalls, one methodology applied the same way at every site. The reports were issued under the operator's own brand, so this page stands as the track record of the JDE team and its method, not as a JDE-branded engagement. An operator commissioning this audit on itself is the point of the story.
02
The findings
Finding 01
$395,793 in unaccounted tickets, on one table
Observation
The methodology built a single unaccounted-ticket table across the portfolio and totaled it at $395,793. One format for seven markets meant no site graded itself on its own curve, and the sites that needed attention could not hide inside their own reporting.
Exposure
$395,793 across the portfolio
Finding 02
An independent valet ring, on camera
Severity critical
Observation
CCTV review caught an independent valet operation working inside one of the garages, moving customer vehicles through an asset it had no contract to touch.
Exposure
That is not leakage. That is a second business running inside the first.
Finding 03
Program value of $4.5M to $6.1M a year
Observation
Identified value across the program totaled $4.5M to $6.1M a year.
Exposure
$4.5M to $6.1M a year
03
What changed
The operator moved, and it moved fast. Within 60 days of the reports, one site converted to cashless operation, taking cash handling out of its lanes entirely, and another cut 19 driver-hours a week. The changes belonged to the operator, and it deserves the credit for making them at that speed. The methodology's job was to make them undeniable, site by site, on the same table.
04
Verified
The verification here is on the ground, not in a memo. The cashless conversion and the 19-hour cut were in place within 60 days of the reports, while the program was still running. And because every site was measured in the same format, the next measurement needs no setup: the table already exists, and it will show whether the numbers moved.
Cashless conversionOne site converted to cashless operation within 60 days, taking cash handling out of its lanes entirely
Driver hoursAnother site cut 19 driver-hours a week within 60 days
Measurement formatEvery site measured in the same format, so the next measurement needs no setup. The table already exists.
Bottom line
One methodology covered seven airport markets and about 14,400 stalls, put $395,793 of unaccounted tickets on a single table, and caught a valet ring on CCTV. Within 60 days, one site was cashless and another had cut 19 driver-hours a week.
Multi-site programs leak site by site and get reviewed one-off, if at all. If your portfolio has never been measured on one table, in one format, at every site, that is the program audit to scope: contact JDE.