American Airlines has launched a broader reshuffle of its senior management as the U.S. carrier faces mounting pressure over financial results that continue to lag behind its main competitors, Delta Air Lines and United Airlines.

According to AeroTime News, CEO Robert Isom acknowledged in a memo to employees that there is a “meaningful gap” between American Airlines’ current performance and where the company should be. He described the leadership changes as the first step in a broader effort aimed at improving execution, operational efficiency and overall business performance.

One of the more significant changes is the arrival of John Bendoraitis, former Chief Operating Officer of Spirit Airlines, who will take responsibility for American Airlines’ technical operations.

At the same time, several existing executives will see their responsibilities expanded. Chief Commercial Officer Nat Pieper will also take charge of marketing and branding, while Chief Customer Officer Heather Garboden will assume responsibility for reservations and service recovery during operational disruptions.

JC Gulbranson will add oversight of airports and planning to his portfolio, while both he and Garboden will join the airline’s senior leadership team.

The reshuffle also affects corporate communications. Chief Communications Officer Ron DeFeo is stepping down, with Caroline Clayton taking over communications and Steve Neuman assuming responsibility for government affairs. Both will also join American Airlines’ senior leadership team.

The management changes come after a period in which American has increasingly fallen behind Delta and United in terms of profitability. For 2026, the carrier expects results to be approximately break-even, with higher fuel prices placing additional pressure on earnings. American previously warned that a sharp increase in jet fuel prices could add more than $4 billion in costs compared with its earlier assumptions.

Dissatisfaction with the airline’s performance is no longer limited to investors and analysts. In February, the Association of Professional Flight Attendants (APFA) unanimously issued a vote of no confidence in Isom, citing the airline’s weaker profitability, operational performance and overall competitiveness compared with its rivals, and calling for his resignation.

Similar concerns have also been raised by the Allied Pilots Association (APA). Its president, Nick Silva, said the union had questioned whether the current management team was capable of closing the performance gap with Delta and United. After American Airlines’ board declined the union’s request for a meeting to discuss the carrier’s future, APA representatives held talks with analysts, investors and other stakeholders.

Despite the management changes, Isom is not signalling a departure from the airline’s existing strategy. American intends to continue expanding its global network, growing premium revenue and further strengthening its AAdvantage loyalty programme. At the same time, the carrier is investing in premium seating, lounges, onboard connectivity and adjustments to schedules at its main hubs.

The American Airlines example also illustrates a broader principle of corporate accountability. In responsibly managed companies, even a sustained decline in profitability and a visible loss of ground to competitors can be enough to trigger a reassessment of management responsibility and changes at the top. By contrast, when losses accumulate year after year, the business model shows clear signs of financial unsustainability, yet the same people remain in charge without meaningful accountability for the results, the problem can no longer be attributed solely to market conditions – it also lies in the way the company is being managed.