(CHICAGO, ILLINOIS) — As United blocks American from adding gates at O’Hare, the dispute hinges on how gate allocations are determined and how airline strategies at a major hub influence schedules, connectivity, and fares for flyers.
1) Overview of United’s stance at O’Hare
Scott Kirby, the CEO of United Airlines, has drawn a “line in the sand” at Chicago O’Hare (ORD). In plain airline terms, that phrase means: don’t expect a quiet compromise; it signals a willingness to defend market share with capacity, schedule control, and day-to-day operating muscle.
Kirby’s message is unusually direct for a hub fight. He has said United will not allow American Airlines to gain additional gates in 2026.
Instead of chasing more gates through negotiations, he has framed the strategy as adding flight frequency—more departures—“as many flights as are required” to keep United’s gate count where it is.
Gates matter because at a hub they are not just parking spots for airplanes. Gates are the physical “slots” that let an airline run tightly timed banks of arrivals and departures, which are what make connections work.
Those banks help an airline sell corporate travel contracts, reinforce loyalty programs, and keep customers inside its network. More gates can mean more nonstop options, better connection timing, and more resilience when weather or mechanical problems trigger delays.
Fewer gates can mean longer taxi-to-gate waits, more remote parking, and tougher schedule recovery on bad days. For travelers, the gate fight is really a schedule fight.
2) Current gate counts and allocation dynamic
Gate allocations at large airports are typically shaped by a mix of long-term leases, operating agreements, and airport performance goals. Cities and airport authorities want predictable service levels and efficient use of scarce space, while airlines want enough gate access to run the schedule depth that makes a hub profitable on a network basis.
At Chicago O’Hare, a central driver has been how many departures an airline operates, measured across the preceding year. That sort of rule creates a clear incentive: if departures help determine future gate access, then adding departures becomes a way to defend—or grow—your gate footprint.
Practical gate counts after the October 2025 reallocation showed a notable shift in holdings. United remained at 95 gates (reported as 95 gates in October 2025 and currently 95 gates) while American was shown with 59 gates (59 gates in October 2025 and currently 59 gates), with a reported net change of +5 for United and -5 for American in the October reassignment context.
For passengers, the incentive to add departures can cut both ways. More flights can create more choices and better connection windows, yet it can also add congestion during peak “bank” periods, making irregular operations (IRR) harder to manage.
When storms roll through, gate constraints can turn manageable delays into missed connections because arriving aircraft have nowhere to park and departing flights can’t board on time.
Key metrics that influence how departures affect gate allocation and schedules include:
- Average departures over the preceding year: Higher departures can support a claim for more gate access or help defend current gate allocations. This encourages more frequency, especially in peak connecting banks.
- Peak-hour departure concentration: Heavy clustering can strain gate turns and airport operations and can raise delay risk and complicate recovery after disruptions.
- Schedule consistency across seasons: Steadier flying can make performance look stronger over the full year, reducing the need for sharp seasonal pullbacks that weaken future gate claims.
Because a gate allocation system tied to departures rewards volume, airlines may respond by adding shorter flights, increasing frequency on popular routes, or placing more aircraft through the hub each day. That helps explain why Kirby’s plan centers on frequency rather than a public push for new gates.
3) October 2025 gate reallocation
October 2025 brought a periodic gate reallocation at Chicago O’Hare. A reallocation is a reset mechanism that can shift gate allocations among carriers based on the airport’s rules, recent operating levels, and how the city interprets its authority under existing agreements.
American Airlines tried to block that October 2025 reassignment in federal court. A judge rejected the attempt and allowed the city to proceed, backing the city’s authority to carry out the reallocation.
The legal point matters beyond the courtroom. Airlines build schedules months in advance, hire and position staff, and commit aircraft time. When the rules are enforceable, carriers can plan with more confidence; when the rules are in limbo, schedules can become more cautious.
Callout 1 (action): What travelers should know
If you fly through Chicago O’Hare, expect schedules to stay fluid as carriers adjust departure counts to protect gate access. Check connection times, watch for retimed departures, and compare nonstop options across both airlines before booking.
Callout 2 (warning): Legal/municipal actions can reshape footprints
City decisions and court rulings can change an airline’s operating footprint quickly. Plan for possible shifts in hub access, aircraft swaps, and connection patterns—especially during peak seasons.
4) Historical context and competitive dynamics
Chicago O’Hare has been contested hub territory for decades. The rivalry traces back to the 1980s, when American’s leadership built ORD into a major hub operation.
A hub is different from a spoke city. Spokes can tolerate fewer flights and less gate access; hubs cannot. Hubs rely on “banks” that feed connections, which creates a constant need for gates at specific times of day.
Leadership history also shapes how hard airlines push. Kirby joined United from American in 2016, a detail that matters mainly because he knows how American thinks about network competition. That can sharpen competitive posture.
When a CEO talks about a “line in the sand,” it often signals that the fight is not only about today’s schedule but also about the future rules that determine gate allocations. Hubs create compounding advantages: more flights can mean more connections, which can mean more customers, which can justify even more flights.
5) American’s counter-moves and expansion efforts
American is not treating United’s stance as a reason to back away. Instead, it is pulling the levers available in a gate-allocation environment.
One lever is third-party gate access. American acquired two Spirit Airlines gates at O’Hare for $30 million. In practice, that kind of purchase can do more than add physical space: it may give the airline more day-to-day flexibility, a stronger bargaining position, and more options when disruptions hit.
Another lever is route expansion designed to lift departure counts and visibility. American is adding routes to San Francisco, Denver, and Cleveland—markets tied to United hubs or former hubs.
Those additions can serve multiple goals at once: attract local demand, give loyalty members more choices, and raise overall departures in a way that supports future gate access arguments. For travelers, the near-term effect may look positive with more nonstops and sharper price competition.
Still, rapid schedule buildouts can also bring churn. Airlines sometimes start routes, test demand, then adjust frequencies or aircraft quickly, which can affect mileage earning, upgrade patterns, and connection reliability at Chicago O’Hare.
6) Analyst perspective on profitability and long-term viability
Jamie Baker, an airlines analyst at JP Morgan, has argued that American is unlikely to abandon Chicago. That claim can sound confusing if travelers assume every route must be locally profitable on its own.
Airlines often judge a hub by more than the profit on a single flight. A hub can support loyalty revenue, keep high-value customers inside the airline’s network, and strengthen corporate contracts that span multiple cities.
Baker pointed to American’s AAdvantage loyalty program and the airline’s other major hubs at Charlotte and Dallas-Fort Worth as reasons American can stay committed even if some Chicago flying is less profitable on a stand-alone basis.
Indicators of long-term viability in day-to-day operations include schedule depth and consistency. A carrier that intends to stay typically keeps a broad spread of departures across the day, protects key business routes, and assigns aircraft that match demand without hollowing out the hub.
Heading into 2026, the signposts are straightforward: gate allocation decisions matter, schedule filings matter, and any additional municipal action or litigation can matter just as much. Travelers should read airline schedule changes at Chicago O’Hare as part strategy, part operations.
Simple summary: gate access drives schedule power at ORD, and schedule power shapes the trips you can buy. Before booking spring and summer 2026 travel through Chicago O’Hare, compare nonstop alternatives, leave more connection time than you normally would, and re-check your flight times after purchase.
This article discusses competitive industry strategy and ongoing legal actions. It is not legal advice.
Gate allocation decisions may involve complex local regulations and future court rulings.
United Adds Flights to Hold Gates at Chicago O’hare,gates,line in the Sand
United and American Airlines are escalating their competition at Chicago O’Hare, using flight frequency as a tool to secure gate allocations. United remains dominant with 95 gates, while American is aggressively defending its 59-gate share through route expansions and strategic gate acquisitions. For travelers, this means more flight choices but potential congestion and delays during peak periods as both airlines maximize their airport presence.
