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Robert Isom Claims American Is a ‘Premium Product Competitor’ to United
By Morgan Clark | Aviation Today
April 11, 2025
In a bold assertion that raised eyebrows across the aviation industry, American Airlines CEO Robert Isom declared on Thursday that his carrier is now a “premium product competitor” to rival United Airlines, signaling a renewed ambition to capture a larger slice of the high-revenue business and premium leisure travel market.
Speaking at the 2025 Skies Forward Aviation Summit in Dallas, Isom addressed a room full of aviation executives, analysts, and journalists. When asked about American’s position in the competitive landscape, Isom didn’t hesitate.
“Look, we’ve heard it all before—that American is trailing Delta in consistency and United in premium product. But I’m here to tell you: that’s outdated. American Airlines is a premium product competitor. Period,” Isom stated.
An Ambitious Claim
American Airlines has long been perceived as trailing its legacy peers in areas such as onboard experience, premium cabin consistency, and international expansion. Delta Air Lines has dominated in brand perception and customer loyalty, while United has made aggressive moves in global route networks and aircraft modernization.
Isom’s claim suggests a turning point in American’s strategy—a pivot from volume-driven operations to a focus on quality and high-yield customers.
“Over the last two years, we’ve invested heavily in our widebody fleet, redesigned our Flagship First and Business Class products, and enhanced our lounge experience. These aren’t just superficial changes. This is a redefinition of what it means to fly American,” Isom said.
New Seats, New Routes, New Strategy
Much of Isom’s confidence stems from American’s latest investments in its premium cabin offerings. In late 2024, American unveiled its long-awaited Flagship Suite on newly delivered Boeing 787-9s and Airbus A321XLRs. These private suites with sliding doors, wireless charging, 4K screens, and bespoke catering options are already flying select transatlantic and South American routes.
Additionally, the airline announced a $2 billion overhaul of its Admiral’s Club lounges, with flagship locations at JFK, DFW, and MIA offering spa services, curated wine lists, and dining menus crafted by celebrity chefs.
“In 2018, we were playing catch-up,” admitted Alison Taylor, American’s Chief Customer Officer, during a panel discussion. “Today, we’re building a product that stands shoulder-to-shoulder with anything you’ll find on United Polaris or Delta One.”
American has also expanded its international reach with 11 new long-haul routes added since mid-2024, including service to Bangalore, Osaka, and Rio de Janeiro. The carrier is leaning into high-yield business markets where United previously had the upper hand.
Skeptics Remain
Despite the bold pronouncement, not everyone is convinced.
“American’s ambitions are commendable, but perception lags reality,” said Henry Lafferty, a senior aviation analyst at Windmere Group. “Travelers don’t change their loyalty overnight. United has spent the better part of a decade refining Polaris, building loyalty through consistency and network strength. American is only just now catching up.”
United, for its part, responded to Isom’s remarks with measured confidence. In a statement to Aviation Today, United’s SVP of Global Network Planning, Brian Znotins, said: “We welcome competition. It pushes us to keep raising the bar. That said, we remain focused on delivering the best global network, top-tier customer experience, and the reliability travelers expect from United.”
Delta Air Lines declined to comment.
Focusing on the Premium Traveler
American’s transformation strategy hinges on one central thesis: that the premium traveler, not the volume of passengers, is the future of profitability. As travel continues to rebound post-pandemic, business and luxury leisure travelers are fueling a disproportionate share of airline revenue.
“We’ve analyzed the numbers,” Isom said. “Our premium cabins account for less than 20% of our seats, but they contribute over 45% of revenue on long-haul routes. That’s where the growth is. That’s where we’re investing.”
To support this shift, American has retrained over 3,000 cabin crew members in hospitality and service protocols aimed at premium clientele. The airline also rolled out a new dining partnership with Michelin-starred chefs on transcontinental and international routes.
“There’s no point in having a sliding door suite if the food’s cold and the service feels rushed,” Taylor noted. “We’re creating a full experience.”
Upgrading Domestic Operations Too
American’s domestic product, often criticized for lack of comfort and consistency, is also getting a facelift. The airline has begun retrofitting its A321 and 737-800 fleets with more ergonomic seating, larger overhead bins, USB-C power outlets, and enhanced inflight entertainment.
First Class on domestic routes is being rebranded as “Flagship Domestic” on select high-demand routes, featuring upgraded meal service and dedicated check-in areas.
“In markets like JFK to LAX or DFW to SFO, travelers expect a premium experience end-to-end. We’re answering that call,” Isom said.
A Cultural Shift Within
American’s rebranding as a premium competitor isn’t just about product—it’s about culture. Internally, the airline has launched a leadership initiative called Elevate, aimed at improving employee engagement and instilling a customer-first mindset throughout the company.
“We can have the nicest plane in the sky, but if the culture doesn’t match, it all falls flat,” said Isom. “This is about pride—our people taking pride in delivering an exceptional experience.”
Flight attendants, pilots, and ground staff have been offered incentive bonuses tied to Net Promoter Scores (NPS) and customer feedback metrics.
What Lies Ahead
American’s claim to premium parity will ultimately be judged by passengers—and the numbers. Early feedback on the Flagship Suites has been largely positive, with high marks for privacy and comfort. But transforming an airline as large and complex as American is a multi-year journey.
“Execution is everything,” said Lafferty. “American is talking the talk. Now they have to walk the walk—every flight, every seat, every customer.”
Still, Isom remains resolute.
“We’re not chasing anyone,” he said with a grin. “We’re setting our own course. And it’s a premium one.”
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