United Airlines CEO Scott Kirby is eyeing an expanded footprint at New York’s John F. Kennedy International Airport and a massive international route network, telling industry observers that he aims to build a global airline capable of competing directly with subsidized airlines around the world and in the Middle East and in the Gulf on product quality.
Ten years after American Airlines fired him when he was president of that carrier, Scott Kirby is running the second-most profitable U.S. airline after Delta Air Lines, while American is a distant third of the big, more-than-century-old, U.S. carriers. Over the past year, Kirby floated the idea of megamergers with both Delta and American, combinations that would bring together some of the biggest airlines in the world. He’s so far been rebuffed, and antitrust experts were skeptical about the possibility as the industry faces ever-higher costs, limited airport infrastructure, and a population ready to shell out more to fly in expensive seats to the next “it” destination.
Behind the Unsuccessful Overtures to Delta and American
Last year’s report that Kirby pitched a potential merger with American Airlines sent shockwaves through the aviation sector. Earlier this year, Kirby openly acknowledged approaching American Airlines about a potential combination. Following that outreach, a report from The Wall Street Journal revealed that Kirby personally approached Delta Air Lines CEO Ed Bastian in 2025 about a potential United-Delta merger as well. Delta reportedly evaluated the overture and conducted preliminary due diligence, but ultimately decided against pursuing formal negotiations, and United has never confirmed that Delta overture.
Together, Delta and United accounted for more than 90% of total U.S. airline industry profits last year. A combination of the two giants would have created a $100 billion mega-carrier controlling roughly 50% of the U.S. domestic aviation market. Any tie-up between members of the “Big Three”—Delta, United, and American—would face massive legal hurdles from the U.S. Department of Justice (DOJ). Antitrust scrutiny was the ultimate undoing of JetBlue’s attempt to acquire Spirit Airlines in 2024. While President Trump has previously signaled openness to consolidation among smaller regional or mid-sized carriers, the Justice Department has shown no indication it would clear a transaction of this historic scale. Had either merger moved forward, advisors would have faced massive hub realignments, potential capacity cuts, major overhauls to loyalty programs like SkyMiles and MileagePlus, and agency distribution agreements. However, at the IATA annual general meeting in early June, Kirby publicly acknowledged that major consolidation for United is effectively off the table for the foreseeable future.
Expanding the Footprint at JFK and Overseas
With major consolidation sidelined, Kirby is focusing on organic growth and infrastructure access. CNBC rode with the 59-year-old executive from the west side of Midtown Manhattan to United’s hub at Newark Liberty International Airport in New Jersey earlier this month, where Kirby outlined his vision. Kirby said he wants to expand United’s footprint at New York’s John F. Kennedy International Airport after his airline returns to the congested airport through a partnership with American’s former partner, JetBlue Airways, as early as next year. We got a bunch of irons in the fire to try to find ways to do it,
he said, adding that United could at some point acquire slots from carriers that aren’t flying profitable routes out of the airport.
At the same time, United already holds the crown among U.S. airlines for international flights, which are in high demand among U.S. tourists, but Kirby wants to expand the carrier’s footprint abroad even more. United is set to announce a host of new international routes, continuing the carrier’s annual splash that has previously included new dots on the map like Ulaanbaatar, Mongolia and Bilbao, Spain.
Closing the Product Gap Against Global Rivals
Kirby’s strategic vision extends beyond traditional domestic market share. When asked about organic growth versus needing a partner, Kirby explained his desire to build a U.S. airline with enough scale to compete not just with Delta and American, but with the best airlines in Asia and the Middle East on product as well as network. “I’m not going to validate your question, but you’re right, United has incredible organic growth opportunities and we’re doing it really well. We’re adding 120 airplanes a year. That’s more than any airline in history has ever done. We think there is incredible…but I think there is an opportunity to create something that is a true national, flag carrier of the United States that could go head-to-head with subsidized airlines around the world and in the Middle East and in the Gulf,” Kirby said in Denver.
Kirby also noted, “I said in my remarks that United in totality is the best airline in the world, but we’re not the best in everything. And the truth is, those carriers in Asia and the Middle East have a better product than any airline in the Western world, including United. And I think it’s the kind of scale that enables us to compete with those kinds of airlines on every facet around the world without any government support or subsidies.” Kirby previously argued that a larger airline could offer more destinations, serve more communities, create a stronger loyalty program, grow internationally, and compete more effectively around the world to counter the global trade deficit
where foreign-flagged carriers dominate long-haul travel into the U.S.”
