The 59-year-old executive told reporters he wants to strengthen United’s footprint at JFK through a partnership with JetBlue Airways, with operations potentially beginning as early as next year. Kirby emphasized that United has multiple strategies in play to achieve this goal, including the potential acquisition of airport slots from carriers that struggle to operate profitable routes from the busy New York airport.

“We got a bunch of irons in the fire to try to find ways to do it,” Kirby said during the interview, which took place en route to United’s hub at Newark Liberty International Airport in New Jersey.

International Network Expansion Takes Priority

United currently holds the crown among U.S. airlines for international flights, which remain in high demand among American tourists. However, Kirby stressed his intention to expand the carrier’s footprint abroad even further, building on years of aggressive international route development that has included destinations like Ulaanbaatar, Mongolia and Bilbao, Spain.

This week, United plans to announce a host of new international routes as part of the carrier’s annual splash of route additions. The airline has been touting its international expansion for years, positioning its vast network as a key driver for customer loyalty and sign-ups for lucrative travel rewards credit cards.

The route announcements typically come with much fanfare, reinforcing United’s strategy to differentiate itself through global connectivity. The carrier’s international focus reflects broader industry trends as airlines face ever-higher costs, limited airport infrastructure, and a population ready to spend more on travel, particularly for premium seats to high-demand destinations.

Competition and Market Positioning

Kirby has led United since May 2020, but his airline industry experience stretches back three decades. He joined United as president on August 29, 2016, almost immediately after American Airlines disclosed his departure from that carrier, where he had served as president.

Today, United stands as the second most profitable U.S. airline after Delta Air Lines, while Kirby’s former employer, American, trails as a distant third among the big, more-than-century-old U.S. carriers. American has been working to ramp up revenue through a host of upgrades, including bringing back seatback screens.

When asked about his competitive stance, Kirby downplayed any notion of revenge against his former employer. “Everyone thinks I do, but no, I don’t,” Kirby said. “I compete aggressively.”

Merger Proposals Meet Resistance

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. According to people familiar with the matter, he approached Delta but received a rejection, and the airline declined to comment on the information.

American Airlines publicly rejected United’s merger proposal in the spring. Antitrust experts remained skeptical about the possibility of such massive consolidations receiving regulatory approval, given heightened scrutiny of airline mergers in recent years.

Kirby clarified that he has no interest in acquiring smaller carriers such as JetBlue, stressing that any potential deal would require the partner’s consent. His focus on major mergers reflects his belief in thinking bigger as the industry navigates structural challenges and evolving consumer demands.

Regional Growth Challenges and Opportunities

The United chief identified South America and the southeastern United States as key areas where the company seeks growth but faces difficulties creating new hubs. He acknowledged that Miami International Airport remains best suited for serving routes to South America, a market where American held more than 60% of passenger boardings in fiscal year 2025.

This geographic reality presents both a challenge and an opportunity for United as it attempts to expand its presence in lucrative markets dominated by competitors. The carrier’s strategy appears focused on leveraging partnerships and slot acquisitions rather than attempting to build entirely new hub operations from scratch.

Technology and Operational Performance

Kirby emphasized his belief that artificial intelligence tools for employees and passengers can simplify travel and improve operational reliability. He specifically wants passengers to receive clear English-language explanations of flight delays, recognizing that communication remains a persistent pain point in air travel.

However, United faces operational challenges despite its technological ambitions. According to U.S. Department of Transportation data, United trailed both Delta and Alaska Airlines in on-time flight arrivals during the first half of the year.

Kirby stated his goal remains preventing any new involuntary furloughs of airline employees, balancing operational efficiency with workforce stability. This approach reflects lessons learned from the pandemic era, when airlines faced unprecedented disruptions and workforce challenges that continue to impact service reliability.

Boeing Delays Complicate Premium Strategy

United’s expansion plans face additional headwinds from aircraft certification delays. The airline originally planned to install lie-flat premium seats on its Boeing 737 Max 10 planes, which were expected to start flying in 2020. Certification delays have now pushed the timeline to summer 2027, leaving the airline with hundreds of unused premium seats.

These delays complicate United’s strategy of differentiating through premium offerings, particularly as competition intensifies for high-value business and leisure travelers willing to pay for enhanced comfort. The carrier must navigate equipment uncertainties while maintaining its competitive position in key markets.

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