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American Airlines Group Inc. (AAG) is a major network air carrier headquartered in Fort Worth, Texas. The company provides scheduled air transportation for passengers and cargo, serving over 350 destinations worldwide through its extensive fleet and strategic hubs. AAG also operates regional airline subsidiaries and partners with global alliances to enhance its travel offerings.
- Passenger Revenue - Generates income from passenger travel and loyalty programs, including mileage credit redemptions for travel.
- Other Revenue - Earns from loyalty marketing services, such as co-branded credit cards, and miscellaneous revenue streams.
- Cargo Revenue - Provides transportation services for cargo shipments.
| Name | Position | External Roles | Short Bio | |
|---|---|---|---|---|
David G. Seymour Executive | Executive Vice President and COO | None | Joined AAL in 2013; extensive operational leadership experience; began career as a U.S. Army airborne infantry officer. | |
Devon E. May Executive | Executive Vice President and CFO | None | Joined AAL in 2013; held various senior finance roles; became CFO in January 2023. | |
Priya R. Aiyar Executive | Executive Vice President and Chief Legal Officer | None | Oversees legal and regulatory matters; previously held senior roles in U.S. government agencies and private law firms. | |
Robert D. Isom Executive | CEO and President | Board Member of Airlines for America; Member of the one world Governing Board | Extensive airline industry experience; pivotal in the merger of US Airways and American Airlines; leads AAL's strategy and operations. | View Report → |
Stephen L. Johnson Executive | Vice Chair and Chief Strategy Officer | Deputy Chair of WIZZ Air Holdings PLC | Played a key role in the merger of US Airways and American Airlines; oversees corporate strategy and commercial organization. | |
Denise O’Leary Board | Independent Director | Director at Medtronic plc; Chair Emerita of the University of Denver; Member of the Smithsonian Institution Board of Regents | Independent director since 2013; significant experience in healthcare and nonprofit organizations. | |
Doug Steenland Board | Independent Director | Senior Advisor to The Blackstone Group; Director at Hilton Worldwide Holdings, Inc. and London Stock Exchange Group | Former CEO of Northwest Airlines; joined AAL's board in 2020; expertise in finance, safety, and regulatory affairs. | |
Greg Smith Board | Independent Chairman of the Board | Board Member of Intel Corporation; Lurie Children’s Hospital Foundation; Northwestern Memorial Healthcare; Sierra Nevada Space | Former CFO and interim CEO of Boeing; joined AAL's board in 2022; became Independent Chairman in April 2023. | |
Howard Ungerleider Board | Independent Director | None | Elected to AAL's board in July 2024; no prior roles within AAL mentioned. | |
Marty Nesbitt Board | Independent Director | Co-CEO of The Vistria Group LLC; Independent Director at Chewy, Inc. and Center Point Energy, Inc.; Chairman of the Barack Obama Foundation | Independent director since 2015; extensive experience in private equity and nonprofit leadership. | |
Vicente Reynal Board | Independent Director | Chairman, President, and CEO of Ingersoll Rand Inc.; Board Member of Ownership Works and United Community Center | Joined AAL's board in 2022; extensive leadership experience in global industrial businesses. |
- Given your plans to grow the international fleet from 120 to 200 aircraft by 2029, including 40 A321neo XLRs, how do you plan to manage the significant capital expenditure involved while also achieving your debt reduction goals? ,
- With your total debt reduction goal achieved a year early and a commitment to reduce total debt to $35 billion by 2027, why haven't you considered returning capital to shareholders in the form of dividends or share buybacks, and what are the gating factors preventing you from doing so? ,
- Your full-year guidance midpoint suggests earnings growth of more than 10% versus 2024, yet some analysts perceive this as conservative given potential upsides in corporate share regain and loyalty programs; can you explain why you believe this guidance appropriately reflects potential risks and opportunities?
- While you've secured new labor agreements that increase costs, are there productivity offsets or efficiency improvements built into these agreements that could help mitigate the impact on unit costs?
- Considering your aging fleet, especially wide-body aircraft, and the challenges with aircraft deliveries, how do you plan to address future fleet replacement needs while maintaining fleet simplification and managing capital expenditures? ,
Competitors mentioned in the company's latest 10K filing.
| Company | Description |
|---|---|
Competes on domestic nonstop routes and offers services that overlap with the company's operations. | |
Allegiant Air | An ultra-low-cost carrier that competes in many of the markets in which the company operates, exerting pricing pressures. |
Competes on domestic nonstop routes and connecting routes via its hubs, offering significant competition. | |
Frontier Airlines | An ultra-low-cost carrier that competes in many of the markets in which the company operates, exerting pricing pressures. |
Hawaiian Airlines | Competes on domestic nonstop routes and offers services that overlap with the company's operations. |
Competes on domestic nonstop routes and offers services that overlap with the company's operations. | |
Competes on domestic nonstop routes and offers services that overlap with the company's operations. | |
An ultra-low-cost carrier that competes in many of the markets in which the company operates, exerting pricing pressures. | |
Competes on domestic nonstop routes and connecting routes via its hubs, offering significant competition. | |
A foreign airline with which the company has a commercial relationship, but also faces competition in forming and maintaining such relationships. | |
A foreign airline with which the company has a commercial relationship and equity investment, but faces risks due to its bankruptcy proceedings. | |
JetSMART | A foreign airline with which the company has a commercial relationship and equity investment, but also faces competition in forming and maintaining such relationships. |
British Airways | Part of the transatlantic joint business agreement, cooperating on flights and sharing revenues and costs. |
Aer Lingus | Part of the transatlantic joint business agreement, cooperating on flights and sharing revenues and costs. |
Iberia | Part of the transatlantic joint business agreement, cooperating on flights and sharing revenues and costs. |
Finnair | Part of the transatlantic joint business agreement, cooperating on flights and sharing revenues and costs. |
Japan Airlines | Part of the transpacific joint business agreement, cooperating on flights and sharing revenues and costs. |
Qantas Airways | Part of the joint business agreement covering Australia and New Zealand, cooperating on flights and sharing revenues and costs. |
Part of a strategic alliance to provide improved schedules, network connection opportunities, and enhanced loyalty program reciprocity. | |
Qatar Airways | Part of a strategic alliance to provide improved schedules, network connection opportunities, and enhanced loyalty program reciprocity. |
Recent press releases and 8-K filings for AAL.
American Airlines Updates Q1 2025 Guidance
- American Airlines Group Inc. filed an 8-K on March 11, 2025 to announce updated operational and financial guidance.
- The revised Q1 2025 guidance now expects total revenue to remain flat versus Q1 2024, impacted by the effects of Flight 5342 and softness in the domestic leisure segment.
- Adjusted loss per diluted share is forecast to be between ($0.60) and ($0.80), a downward revision from prior estimates.