In a refreshingly candid conversation before hundreds of attendees at the ReNew Jersey Business Summit & Expo in Atlantic City, United Airlines CEO Scott Kirby detailed the challenges, opportunities, setbacks — and successes — for the carrier at Newark Liberty International Airport.
And he kept coming back to one central point.
“I think Newark is the crown jewel for United Airlines — for the state, and frankly, for the country,” Kirby said. “The local market, combined with the geography that allows it to serve as a connecting point for the whole country on international travel, is really special.”
That explains why United is bringing newer, more modern aircraft to Newark — replacing 50‑seat regional jets with 300‑seat wide‑body planes.
It’s why United is taking an active role in planning for a new Terminal B, which would enhance service across its portfolio of 83 international routes.
And it’s why the airline is focused on making the best possible use of Newark’s two runways by carefully managing flight slots.
“It’s just math,” Kirby said.
Those same constraints are why Kirby became outspoken last spring when staffing challenges beyond United’s control contributed to widespread delays and cancellations at the airport.
At the time, Kirby publicly called on federal officials to address issues he believed were holding Newark back.
“I can’t stand to see it not utilize its potential,” he said.
In the fireside chat with BINJE editor Tom Bergeron, Kirby emphasized that Newark today is performing better than ever — and, by some measures, better than JFK and LaGuardia.
“We’re really excited about the trajectory Newark is on,” he said. “We’re excited about the support we’ve gotten from the FAA and the local community, and about the amazing job the 14,000 United employees are doing as we try to win customers and create great products — from technology to service — that make people want to fly United Airlines.”
Below are additional takeaways from the 30‑minute discussion, presented in a lightly edited Q&A format for clarity.
On how Newark Liberty is operating today
Kirby: It’s actually running the best it has in its history. The FAA’s decision to put slot controls at Newark — which already exist at JFK and LaGuardia, and at other major airports — has made a huge difference. Operationally, the metrics at Newark are the best I’ve ever seen.
For the first time in years, Newark is performing better than airports that have long been considered more reliable, like LaGuardia and JFK. Our teams in New Jersey are doing a great job, and we’re continuing to grow.
On Newark’s space constraints
Kirby: The real challenge is that Newark has only one set of parallel runways — one for arrivals and one for departures. That limits how many flights you can have, and it’s a structural issue that’s impossible to fix. We’re not building two more runways.
So, what can you do? Two things the FAA has done — which we had been advocating for — have helped.
First is getting the air traffic control facility closer to fully staffed. It’s not there yet, but it’s closer than it’s ever been. That matters enormously when bad weather or disruptions occur.
Second is slot controls. With two runways, you can schedule about 77 arrivals and departures an hour. If you try to schedule more than that, it won’t work.
On how United grows capacity at a constrained airport
Kirby: The only way United can grow at Newark is by flying bigger aircraft. That means replacing 50‑seat regional jets with 300‑seat wide‑bodies flying around the globe. You can’t add flights, but you can grow seats.
On building United’s reputation
Kirby: Our goal has been to build what we call a “brand‑loyal airline” — one people trust, love, and feel attached to. You’re not flying United just because we offer the only nonstop; you’re choosing us because our app, our technology, our onboard product, and our service are better.
We’ve been investing about a billion dollars a year to do that. And when you look at competitive markets — Chicago, Denver, San Francisco, the New York metro area — we’re steadily gaining market share every year. We’re creating an airline that feels different.
On the ultimate objective
Kirby: I tell our team their job is to make people say, “Wow, that’s cool.”
Every year, we need to surprise customers and employees with something new — something no other airline is doing. You shouldn’t give us credit for what we did last year; you should expect that. We have to keep wowing people.
If we do that, we’re going to keep winning market share.
I like to say I have the easiest job at United. My responsibility is to create an airline our employees are proud of. If they’re proud, they’ll make customers feel the same way.
And, finally, on being outspoken with federal officials
Kirby: We want nothing more than to grow and make Newark great. No one wants Newark to reach its full potential more than I do — or more than everyone at United Airlines.
And when government policy gets in the way of that — or doesn’t support it the way it should — I’m more willing than most CEOs to speak up and try to get it changed.
