By Isnaini Azizah 
The scene in Fort Worth was a physical manifestation of years of simmering frustration. Picketers carried signs with slogans such as "Everything froze, AA melted down" and "Failed Ops = Failed CEO," referencing a series of operational debacles that have plagued the carrier. The most recent of these occurred during a brutal winter storm that saw American’s systems struggle to recover, leaving thousands of passengers stranded and, more critically for the union, leaving crew members without hotel accommodations or clear communication from the "crew tracking" systems. For many in the industry, this was a haunting echo of the 2022 Southwest Airlines holiday meltdown, raising questions about whether American’s technological infrastructure and scheduling logic are fit for the modern era of volatile weather and high-density travel.
The "no confidence" vote from the APFA is particularly stinging because it follows similar condemnations from the Allied Pilots Association (APA), which represents American’s pilots. The pilots’ union has gone as far as requesting a private meeting with the airline’s board of directors to discuss what they describe as a lack of strategic direction. When the three pillars of an airline’s operation—pilots, flight attendants, and mechanics—all express public doubt in the C-suite’s ability to navigate the future, the pressure on the Chief Executive becomes existential. Robert Isom, who took the helm nearly four years ago following the retirement of Doug Parker, now finds himself fighting a multi-front war: he must satisfy disgruntled employees, appease skeptical investors, and close a massive financial gap with his competitors.
To understand the gravity of the situation, one must look at the stark financial disparity between the "Big Three" U.S. legacy carriers. In 2025, American Airlines reported a net income of a mere $111 million. While any profit is technically a win in the volatile aviation industry, the figure pales in comparison to the juggernauts of the industry. During the same period, Delta Air Lines posted a staggering $5 billion in profit, while United Airlines brought in more than $3.3 billion. This massive delta in earnings has direct consequences for the workforce. Delta, famously known for its industry-leading profit-sharing program, distributed $1.5 billion to its employees last year. In contrast, American’s employees received significantly smaller checks, a disparity that Isom himself acknowledged as "disappointing" during a recent town hall meeting. While American’s crew members may have achieved higher base wages in their latest contracts compared to some peers, the lack of a robust profit-sharing "kicker" has led to a sense that they are working for a second-tier organization.
The financial underperformance is inextricably linked to American’s operational struggles. According to Department of Transportation (DOT) data for the first 11 months of the year, American ranked a dismal eighth in punctuality among major U.S. carriers, with an on-time arrival rate of just 73.7%. In an industry where "time is money," every delayed flight cascades into missed connections, lost baggage, and expensive "re-accommodation" costs. Delta and United have spent the last decade positioning themselves as "premium" brands that command higher fares by virtue of their reliability and superior hub-and-spoke efficiency. American, meanwhile, has struggled with a fractured network strategy. The airline is currently in the process of "de-peaking" its massive Dallas-Fort Worth (DFW) hub—spreading flights out more evenly throughout the day rather than concentrating them in massive waves—to reduce the strain on ground crews and air traffic control. While this move is designed to improve reliability, critics argue it reduces the number of viable connection options for passengers, potentially ceding market share to competitors.
In the face of this mounting criticism, Robert Isom has launched a high-stakes counter-offensive. On the eve of the picket, Isom released a video message filmed at the Fort Worth headquarters, attempting to project a vision of optimism and stability. He pointed to a projected "jump in profits" for 2026, with the company forecasting adjusted earnings per share of as much as $2.70—a radical increase from the adjusted 36 cents reported last year. Isom’s strategy for this turnaround hinges on "premiumization." For years, American was criticized for having a "commodity" product that focused on moving as many people as possible at the lowest cost. Now, the airline is pivoting. It is investing heavily in new airplane cabins, such as the Flagship Suite, which features privacy doors and more luxurious amenities intended to attract high-margin business and first-class travelers.
This shift toward the premium market is essential because the "middle" of the market—standard coach-class fares—has seen significant downward pricing pressure. To survive, American must convince travelers to pay more for a superior experience. This includes the rollout of larger, more luxurious airport lounges and the introduction of free Wi-Fi for all customers, a move designed to match the offerings of Delta and JetBlue. Furthermore, American is betting big on the Airbus A321XLR, a long-range narrow-body aircraft that will allow the carrier to fly thinner international routes more efficiently, potentially opening up new revenue streams that were previously unreachable with larger, more expensive wide-body jets.
However, a strategy is only as good as the people who execute it. Isom’s recent address to 6,000 managers at Globe Life Field in Arlington, Texas, highlighted the cultural challenge ahead. As the airline approaches its 100th anniversary, Isom framed the current struggles as growing pains for the next century of flight. "It’s incumbent on all of us to build on our progress… and to ensure that we grow profitability so American is around for the next 100 years," he told the management team. But for the flight attendants on the picket line, these words rang hollow. They argue that management’s focus on the "next 100 years" ignores the "right now"—the fatigue of crews, the outdated scheduling software, and the lack of accountability for operational failures.
Industry analysts suggest that American’s path to a turnaround is narrower than its leadership admits. The airline carries a significant debt load compared to its peers, a legacy of its aggressive fleet renewal program over the last decade. This debt limits its ability to maneuver during economic downturns or fuel price spikes. Moreover, the competitive landscape has shifted. United Airlines, under CEO Scott Kirby (a former American Airlines executive), has embarked on a massive expansion plan called "United Next," while Delta continues to dominate the high-end corporate travel market. American finds itself squeezed in the middle, lacking the clear "operational excellence" brand of Delta or the "global growth" narrative of United.
The labor unrest serves as a warning light on the dashboard of American’s corporate strategy. In the airline business, employee morale is a leading indicator of passenger experience. A frustrated flight attendant is less likely to provide the "premium" service that Isom’s new cabins require to be successful. The APFA’s statement was clear: "This airline is headed down a path that puts our careers at risk… American Airlines needs real accountability, decisive action, and leadership that will put this airline back on a competitive path."
As 2026 approaches, the pressure on Robert Isom will only intensify. If the projected earnings of $2.70 per share do not materialize, or if the operational reliability does not improve significantly from its current eighth-place ranking, the calls for a leadership change from unions and institutional investors alike may become too loud to ignore. The picket in Fort Worth was more than just a protest; it was a demand for a fundamental shift in how the world’s largest airline operates. Whether American can truly turn itself around will depend on whether its leadership can bridge the gap between their ambitious financial forecasts and the grueling daily reality of the people who actually fly the planes. For now, the "Spirit of American" remains clouded by a fog of uncertainty, leaving passengers, employees, and investors wondering if the carrier can reclaim its position at the top of the aviation industry or if it is destined to remain the laggard of the Big Three.