The last few weeks may have been the most unusual time I’ve observed in the airline sector. A fortnight ago, we discovered that United Airlines CEO Scott Kirby secretly suggested to President Trump the idea of merging with American Airlines. This notion is founded on an airline “trade deficit” premise (that forming one major U.S. airline could enhance competition against international carriers), which is illogical.
American openly “dismissed” pursuing this merger (again, solely based on speculation). Today, however, Kirby released a statement clarifying his reasoning for desiring the merger, indicating he would step back for now (since American shows no interest), yet he persists in making the case for its rationale (hint: it lacks merit).
Kirby’s statement concerning the merger of United & American
This situation is so surreal that I prefer not to paraphrase it, so I’ll share the entire statement that Kirby released (it’s lengthy, and I’ll offer my perspective in the following section):
In recent weeks, there has been extensive discussion regarding a possible merger between United Airlines and American Airlines. To be straightforward, here’s what transpired: I approached American regarding the possibility of a combination because I believed we could create something remarkable for our customers together. I was always aware that any merger’s success (and subsequent approval) hinges on being beneficial for customers and having a willing partner who shares my ambitious vision. I believed that this merger, which would focus on adding rather than reducing, creating an exceptional airline that customers adore, could gain regulatory approval. I intended to present that narrative to American, but they chose not to engage, publicly shutting the door instead. Without a willing partner, such a significant endeavor simply cannot proceed.
Historically, airline mergers have typically involved two faltering airlines joining forces to reduce expenses, flights, and personnel. My ambitions are entirely different. The revolutionary concept I wished to pursue was centered on growth that would usher in a new era of leadership in U.S. aviation. After all, aviation originated here, and the legendary names of the past, including both United and American, set the benchmarks the rest of the world aspired to. By merging our airlines and leveraging that scale to transform our customers’ experience, we would have established a new, prosperous U.S. airline that would be the absolute best in the world for customers—period.
While American’s public statements indicate that a merger of this nature is off the table for the foreseeable future, I believe it is worthwhile to detail further what this could have entailed.
Initially, it’s evident that the strategy United has been executing over the last few years is succeeding: fostering a brand-loyal airline by de-commoditizing travel, enhancing the customer experience, and creating value for every customer, regardless of their seating choice.
In simple terms, merging United and American could: 1) amplify and expand that successful, customer-oriented strategy, 2) unlock extraordinary new possibilities for the customers, employees, and communities of both airlines, and 3) establish an exceptional new U.S. airline with the capacity to compete and lead globally.
Here are some potential advantages of this merger:
Fly with an airline customers love to even more destinations: United is already redefining the airline experience by offering the best service, technology, reliability, and products—for every customer—making flights on United preferable to those of other airlines. Furthermore, we have significant plans to achieve even more. Extending those advantages to a broader audience provides customers of both airlines with greater choices and value, including top-notch products, technology, and experiences, as well as a superior loyalty and rewards program that offers expanded opportunities to earn and utilize miles. The combined airline would have prioritized growth—particularly internationally and with enhanced service to underserved communities—all of which would have been facilitated by a larger network.
Generate even more value: While price and affordability are essential, if you don’t view air travel merely as a commodity, ‘value’ is also crucial. The reality is that in 2025, ticket prices were 29% lower than pre-pandemic levels (adjusted for inflation). During that period, United has concentrated on delivering increasing value to customers by investing in our offerings: newer, modern aircraft with larger overhead bins, screens in every seat, Bluetooth connectivity, complimentary Starlink Wi-Fi, and an award-winning mobile app, to name a few. A merger between United and American (along with the consequential growth) would have significantly boosted the total number of economy seats in the market, offering budget-conscious travelers more affordable flying options to more destinations and broader choices across all price ranges, all while providing industry-leading value to all customers. We would not propose a merger that would result in higher prices for customers.