Scott Kirby at American Airlines: The Real Story You Won't Hear

Scott Kirby's Grand Rebranding: Or, Why CEOs Never Really Change

Alright, let's talk about Scott Kirby. United's CEO. The man, the myth, the spreadsheet legend. For years, this guy was the quintessential numbers cruncher, right? The kind of exec who'd rather stare at a pivot table than a passenger's face. I remember him, back in the US Airways days, explaining their big leap into inflight Wi-Fi. It wasn't about giving customers what they wanted, oh no. It was because the numbers finally screamed, loud and clear, that they were losing revenue without it. Not about innovation, not about customer experience – it was about the cold, hard data saying, "You're losing cash, dummy." That's classic Kirby, or at least, the Kirby we thought we knew.

Now, suddenly, he's reinvented himself. He's the product guy, the customer-centric visionary. United’s dropped change fees, they’ve slapped seat-back screens on planes, and my God, they're serving what some folks are calling the best business class wine in the world. Best wine? From the airline that once charged for water? Give me a break. Kirby himself says there's a difference between being a President and a CEO, that now it's his vision. It's a nice story, a neat little bow on a corporate narrative, but honestly, it’s like watching a chameleon try to convince you its favorite color has always been plaid.

The Cynic's Guide to Corporate "Evolution"

So, what's the deal with this new, improved Scott Kirby? I just caught him on the Airlines Confidential podcast, trying to lay out his "evolution" in the clearest terms he’s ever offered. He's talking about playing the cards you're dealt, how a premium strategy wouldn't have worked at America West, how competing against Southwest was a losing game. He even admits his cross-country idea was a bad one. See? A little self-deprecation. Very human. Very... calculated.

Then he launches into this yarn about building a "brand-loyal airline" from America West to US Airways to American. And I just gotta stop him right there. Brand loyalty at US Airways? The airline that tried to ditch bonus miles for elite flyers and, yeah, charge for water? That ain't loyalty, folks, that's hostage negotiation. Decisions at American went the opposite direction, sure, but let's not pretend US Airways was some beacon of customer love under his watch. It’s like trying to polish a turd and call it a golden nugget. It still stinks.

He spins this new narrative about United's hub growth being a result of building "an airline that customers love, employees are great, take care of the customers, and everyone can be proud of." Cute. Very, very cute. Especially considering he was gutting Polaris soft products – dropping flight attendants, cutting wine (the irony!), and skimping on domestic meals – early in his United tenure. So, which is it, Scott? Were you a cold-hearted cost-cutter who suddenly saw the light, or were you secretly a product evangelist all along, just waiting for the right moment to strike? My money's on the former, with a heavy dose of market pressure forcing his hand.

He claims his 'product matters' awakening dates back a quarter-century, to seeing JetBlue's live TV. He thought it was a gimmick, a waste of money. Then he flew it. "Holy cow," he says, "this makes a difference. I was wrong." And here’s where the story gets juicy: he tried to get Live TV for America West, even got board approval, but JetBlue apparently bought the whole company to block him. That's a hell of a story, a corporate espionage flick starring Scott Kirby. But it also shows you how grudgingly he came to this "revelation." It wasn't an epiphany; it was a competitor kicking his ass, and then, later, a competitor blocking his attempt to catch up.

The Shifting Sands of Sincerity

Fast forward to today, and United's putting Starlink internet on its planes. Best Wi-Fi in the sky, low latency, all that jazz. It’s a huge leap, especially for an airline that, let's be real, had some of the worst Wi-Fi on their 737s. I know I avoided them for years just because I couldn't afford to lose those hours of productivity. So, he's finally making that investment he was so "reluctant" to make at US Airways. It’s a good move, no question. But is it a fundamental shift in core belief, or just a CEO doing what he has to do to compete in a world where everyone wants instant connectivity?

The deepest cut, for me, is when he talks about politics. He thought it'd be his least favorite part of the CEO gig, but now it's a favorite because of "the amount of difference you can make." This is the same guy who's been accused of bouncing from "woke to MAGA" depending on who's in office. Is that making a difference, or just playing the game? A political chameleon doesn't make a difference; it just survives. What core beliefs exactly have changed? And what triggered those shifts? Was it genuine, or just the prevailing winds of corporate expediency? I wish I understood how much of that political tilt was real, just as I wish I understood how much of this product-maximizing shift was real.

Then again, maybe I'm the crazy one here, expecting genuine conviction from a CEO. He says he learned more from watching his bosses' mistakes than from their successes. Specifically, Doug Parker. And Oscar Munoz told him to speak out more, to show his vision. "Everyone just thinks you're a math and numbers guy," Munoz apparently said, "you should... say to other people because you’re like their best defender." So, he was just misunderstood? A softie trapped in a spreadsheet's body? It's a convenient narrative, for sure. It lets him be the hero of his own story, the one who finally broke free from the shackles of Doug Parker's bad model to lead with his own vision. And hey, credit where it's due, United is better than it was. But better doesn't always mean authentic.

Still Waiting for the Real Scott Kirby to Stand Up