American Airlines’ 2025 financial results offer a clear snapshot of the pressures shaping US aviation today, where demand remains substantial but increasingly uneven, and where the margin for error has narrowed sharply.
The airline closed the year with net income of $111mn, an 87% decline from the prior year, despite generating $54.6bn in operating revenue, up modestly year on year. It is a set of numbers that does not point to a collapse in demand, but rather to an environment where costs, pricing power, and network exposure are no longer aligning in a way that reliably converts scale into profit.
At a headline level, American’s revenue performance suggests stability. Passenger revenue remained the dominant contributor, supported by a load factor of 83.6%, only modestly below the previous year. The issue emerges further down the income statement. Operating expenses rose to $53.2bn, an increase of 3%, outpacing revenue growth and compressing margins. Unit revenue also softened, with total revenue per available seat mile falling to 18.25 cents, down 1.4% year on year. These are not dramatic swings in isolation, but taken together they describe a business absorbing higher costs in a market that is less forgiving on price.
This matters because American is not operating in a weak travel environment in absolute terms. The US remains one of the largest aviation markets in the world, with domestic demand still providing a substantial base of traffic. However, the composition of that demand has shifted. Price sensitivity among leisure travellers has increased, particularly on domestic and short-haul routes, at the same time as operating costs across fuel, labour, maintenance, and airport charges have remained elevated. Airlines that are heavily exposed to that segment are finding it harder to defend yield without sacrificing volume.
International travel trends have added another layer of pressure, particularly on transatlantic networks. Data published over the past year has shown a decline in inbound travel to the United States from parts of Europe, even as global tourism volumes continued to hold up elsewhere. Western European visits to the US have fallen year on year, influenced by a combination of higher airfares, a strong dollar, visa friction, and a perception that the US offers less value for discretionary travel than competing destinations. For US carriers, transatlantic routes are traditionally among the most profitable in the network, supported by premium cabins, corporate travel, and high-frequency demand. When inbound volumes soften, airlines are forced either to stimulate demand through pricing or accept lower load factors, both of which pressure unit revenue.
American’s results reflect that reality. A decline in revenue per available seat mile, alongside a small drop in load factor, suggests that pricing power weakened across parts of the network. This is not unique to American, but its impact is magnified for an airline whose revenue mix remains more exposed to price-driven traffic than some of its peers. While premium demand has held up better, the financial benefit of that strength has not yet been sufficient to offset softness elsewhere.
Cost inflation continues to play a decisive role. Labour remains the largest single expense category, and wage increases negotiated across the US airline sector over the past two years are now fully embedded in operating cost bases. Maintenance expenses have also remained high, driven by supply chain constraints, longer engine shop visit times, and higher parts prices. Fuel costs, while less volatile than in previous years, remain a significant variable. Airport rents, landing fees, and other fixed charges have continued to rise as airports seek to recover investment and operating costs of their own. For airlines, these are structural pressures rather than temporary spikes.
In this context, American’s 2025 performance highlights the challenge of operating at scale in a mature, competitive market. Generating revenue is not the problem. The airline’s network breadth and frequency ensure that demand remains broad-based. The difficulty lies in sustaining margins when pricing becomes more competitive and costs continue to trend upward. A modest deterioration in unit revenue, combined with higher operating expenses, is enough to erode profitability significantly over a full year.
The comparison with other US carriers is instructive, not because American is uniquely exposed to these pressures, but because outcomes differ markedly depending on network structure and revenue mix. Airlines with a higher concentration of premium traffic, stronger corporate contracts, and more robust loyalty economics have been better positioned to absorb cost inflation while protecting yield. Those with greater exposure to discretionary leisure demand face a more volatile revenue profile, particularly when consumers become more selective. American continues to present a forward strategy built around premium positioning, network reach, and reliability improvements, yet the financial evidence still lags its stated ambition. Similar messages have been delivered in recent years, and the year-end numbers show limited translation into materially stronger profitability.
That gap is becoming more visible as peer performance strengthens. Delta finished 2025 with net income around $5bn, while United delivered roughly $3.4bn in profits. Against that backdrop, American’s $111 million looks less like a cyclical dip and more like a structural underperformance that demands explanation.
American’s full-year profit was only a small fraction of Delta’s, pointing to a weaker margin profile and a cost base that remains heavy relative to what its rivals are achieving in the same market.
The wider US travel environment reinforces this point. While domestic travel remains resilient, international inbound travel has not recovered uniformly, and the US has underperformed some other regions in attracting overseas visitors. This has implications beyond airlines, affecting tourism, hospitality, and related sectors, but for carriers it directly influences route economics and network planning. A weaker inbound market reduces the natural pricing strength of long-haul routes that have historically supported profitability.
American’s balance sheet and cash generation remain under close scrutiny as a result. Although the airline has made progress in reducing debt over recent years, its financial flexibility is still more constrained than that of some peers. In years where margins are strong, that is manageable. In years where profits narrow, interest expense and other non-operating costs become more visible in the bottom line. The result is a net income figure that appears disproportionately small relative to the size of the operation.
None of this suggests that American is structurally unsound. It remains one of the most important airlines in global aviation, with a vast network, a large and engaged loyalty base (a real money-maker for the US carriers), and significant strategic relevance. The issue is that the operating environment has become less tolerant of inefficiency and more sensitive to shifts in demand composition. Airlines are increasingly being judged on their ability to defend margin through disciplined pricing, reliable operations, and a revenue mix that leans towards higher-yield traffic.
American’s 2025 results sit squarely within that framework. They reflect an airline operating in a market where demand exists, but where the quality of that demand matters more than volume alone. They also reflect the reality that the US aviation market, while large, is no longer uniformly lucrative. Inbound international travel trends, domestic price sensitivity, and persistent cost inflation have combined to make profitability harder to sustain.
The author is an aviation analyst. X handle: @AlexInAir.
