Gordon Dewar: Capital's sitting on the runway waiting to fly

THIS is a bittersweet time for me. On one hand, it is the end of four years working in Scottish airports and nearly 20 years working in transport across Scotland and the UK. On the other, I have great excitement about moving to Bahrain and the new set of challenges that it will bring.

I'm sad to be leaving Edinburgh and Scotland at a time when we seem to be gathering momentum in turning a corner from the challenges of the last few years. I would have loved to have been part of a team effort in turning that corner and taking Edinburgh forward.

That we have an unprecedented financial environment there is no doubt, but that Edinburgh starts with some unique strengths I am equally certain. It has a relatively diverse economy compared to most of the UK outside of London with real strength in the financial sector, university and research, life sciences and my personal interest, tourism.

We also have relatively low unemployment rates and a lifestyle and visitor rating which is the envy of much of Europe and beyond.

So while overall economic growth across Europe is likely to be suppressed for some years, there is every chance that Edinburgh could outperform most of its rivals in relative terms and emerge from the present difficulties higher up the success ladder.

But many other cities and regions will face similar challenges and many will also have great raw materials or strong starting points with which to withstand the economic storm. What will be the deciding factor between those that succeed and those that become victims?

There is a corner not too far ahead, so what will determine what we find when we turn it? I certainly don't have all of the answers to that question, but I think I know at least one essential ingredient we will need if we are going to work towards a future we can enjoy.

This ingredient is difficult to define but is perhaps best described as attitude. It's an attitude of 'can do' underpinned by shared ambition, willingness to engage and self-confidence in the face of challenge.

Being deliberately provocative and perhaps exaggerating a little, Edinburgh's attitude of five years ago was conservative and complacent.

Corporate life was dominated by financial services which enjoyed the Scottish reputation for prudence and stability as well as the lifestyle offered in our beautiful city. But this sector had little motivation to develop Edinburgh as it didn't rely upon the city for its growth.

Tourism in Edinburgh had a world-leading festival and an iconic castle and people came - so why did we need to improve? Political life was comfortable - the Parliament was in the Capital and we had enjoyed years of ever-increasing 'investment' in services. Universities had delivered years of growing rolls and we still had a world-reach in brand value.

None of the above provided the impetus for competitive tension within the city because we didn't measure ourselves against the right competition or we couldn't see the need to act in a unified way with urgency.

By comparison, Glasgow, a city I love and admire, has always been confronted by the need to act to address obvious and pressing challenges - and as a result has a great attitude when it comes to pulling together and getting things done.

In the last two years, Edinburgh, like the rest of Europe, has been confronted by challenges that dwarf anything we have seen in our generation. In the face of this, we have been forced to react in a way that is new and uncomfortable for us.

In the tourism field where I have been proud to have played a small part, 2009 was a year approached with trepidation and fear. That fear stimulated an urgency for action and a shared agenda for team-based improvements on marketing, co-ordination and resolving long-standing weaknesses. It was no accident that, as a result, 2009 proved to be a record year for tourism in Edinburgh.

This year's performance is yet to be determined and ash clouds and air strikes won't help. But what is true is that last year's fear has been replaced by confidence, a confidence fostered in teamwork and underpinned by a desire for action and improvement.

Whether or not 2010 breaks the 2009 record, we now have a new way of confronting tourism challenges and finding new and improved ways of marketing our great city, delivering services and reaping the economic benefits for all.

If this successful way of working could be emulated across a number of other sectors, what might be the outcome? If we can develop a common vision that unites public and private sectors, what new momentum might we generate?

If we can find a vision for our city tied to practical delivery, what energy might we capture from those that love to live, study and work here?

These are tough questions for us all.

However, I do know that if we can find the essence of teamwork to unite Team Edinburgh, we will be on the right track to answering them.

What does that look like?

Well, in my mind, Team Edinburgh won't be a formal group of people elected or appointed. Team members will select themselves and add value simply by getting involved for the greater and shared good.The only entry requirement is a belief that advancing Edinburgh is a worthwhile cause and that the energy and commitment they put in will find its reward.

If we can create this team, building upon the tourism example and the underlying pride in the city, then I am confident we will like what we find around that corner.

I, for one, will watch from afar with great interest and high confidence that Team Edinburgh will succeed.

Gordon Dewar's CV

2008-present Managing director, Edinburgh Airport.

Chair of the Edinburgh Tourism Action Group and founder of the Team Edinburgh tourism campaign.

2007-8 Managing director, Glasgow Airport.

2006-7 Arriva plc, commercial director, UK Regions.

1999-2006 FirstGroup plc: Various posts, including First ScotRail commercial director and managing director, Edinburgh.

1989-99 Halcrow, associate and public transport team leader, Scotland.