Board Feature: James Hill, Senior Vice President Operations, BWC Terminals
What inspired you to serve on the ILTA Board, and what do you see as its responsibility to members today?
My decision to pursue service on the ILTA Board is rooted in a deep commitment to strengthening our industry and supporting the people who make it work every day. Throughout my career, I’ve seen firsthand how critical ILTA is in shaping operational excellence, elevating safety standards, and creating a forum where terminal operators can learn from one another. The opportunity to contribute to that mission—and to help guide the association through a period of rapid change in our industry—is what inspired me to step forward.
How has ILTA helped you or your organization stay informed, connected, or prepared in a rapidly changing regulatory and operating environment?
ILTA has become an essential part of how BWC stays informed, connected, and prepared amid a regulatory landscape that is changing faster than ever. We’ve formally integrated ILTA’s resources, insights, and advocacy work into our internal assessment and analysis programs for both state and federal rulemaking. Their regulatory alerts, technical workgroups, and policy analyses now serve as foundational inputs in how we evaluate proposed rules, anticipate operational impacts, and develop our company positions.
Where do you see the greatest opportunity for ILTA to make an impact for the liquid terminals industry over the next few years?
ILTA’s greatest opportunity in the years ahead will be leading the industry through the responsible adoption and integration of artificial intelligence across operations, safety practices, and compliance activities. As AI rapidly reshapes how organizations analyze risk, manage assets, and respond to regulatory expectations, our industry needs a trusted, knowledgeable convener to help ensure these technologies are deployed safely, consistently, and in ways that strengthen—not complicate—our operational integrity. ILTA is uniquely positioned to play that role. The association has long been a reliable partner to its members and a respected voice with federal and state regulators. That credibility gives ILTA the ability to facilitate the conversations that matter most: aligning operators on emerging best practices, identifying where AI can meaningfully improve safety and compliance outcomes, and ensuring regulators understand both the opportunities and the practical realities of AI implementation in terminal environments.
What leadership principle or habit do you rely on most when navigating high-pressure or complex decisions?
Calm is the leadership habit is seek to employ when operating in a high-pressure or chaotic environment. I've found that a calm leader creates stability in moments when uncertainty, pressure, or operational complexity could easily overwhelm a team. From my experience I come to learn that calm is not passive, it is an active discipline that allows a leader to absorb information, assess risk, and make decisions without being driven by emotion or urgency.
What advice would you offer to members—especially emerging leaders—on how to get the most value from ILTA membership and engagement?
The best advice I can offer to members—especially emerging leaders—is to get involved early and often. ILTA delivers the greatest value when you move from being a recipient of information to an active participant in the conversations that shape our industry. The association offers countless opportunities to engage: technical committees, regulatory workgroups, benchmarking forums, conferences, and peer‑to‑peer networks. Each one provides a chance to contribute your perspective, learn from others, and build relationships that will support you throughout your career.
Tell us about your experience at the ILTA Conference & Trade Show.
Attending a prior ILTA Conference directly inspired several of my organization’s most impactful workforce initiatives, including our comprehensive succession plan, our communication and stakeholder‑engagement strategy, and our long‑term recruiting program. During that conference, I participated in multiple breakout sessions focused on the future workforce and leadership development. It became clear that one of the most significant strategic risks facing both the industry and my organization was the emerging shortage of skilled labor—and, more specifically, the declining number of individuals actively seeking careers in the terminaling sector.