Let’s be clear about the value of an American Airlines hub in Charlotte | Opinion
Last month, the City of Charlotte announced a one-year extension to the renewal of the Airline Use and Lease Agreement with American Airlines and five other carriers operating at Charlotte Douglas International Airport. The agreement governs how an asset that supports $40 billion in annual economic output across North Carolina will be operated and improved over the next decade. It deserves the public’s full attention and a fair-minded debate. So far, neither has been on offer.
Recent advocacy from labor groups has drawn sweeping conclusions about Charlotte Douglas International Airport from narrow slices of data, painting American Airlines’ 90 percent share of passenger traffic as evidence of pricing abuse and labor exploitation.
The grievances themselves are not without merit. Wages for subcontracted cabin cleaners, wheelchair attendants, and other vendor employees deserve careful consideration, and the city’s response that the lease agreement cannot legally govern subcontractor pay is a real constraint, not a brush-off.
But the broader case being made against the hub itself overlooks the structural realities of operating a major connecting airport, and what those realities have meant for the Charlotte region.
First, the hub makes CLT a powerful economic engine. A study from NC State University’s Institute for Transportation Research and Education estimates that American’s hub alone supports nearly 150,000 jobs across North Carolina and generates $30 billion in annual economic output. That includes direct airline employment as well as ripple effects from passenger spending at hotels, restaurants, rental cars, and local businesses.
Second, decades of targeted infrastructure investment have delivered results. American has shouldered the largest share of landing fees and, through the current ten-year lease, supported more than $3 billion in capital improvements: a complete overhaul and expansion of the main terminal, the fourth parallel runway now under construction, concourse renovations, and 19 additional gates. These upgrades have improved the experience for everyone flying in and out of CLT, not just American’s passengers.
Third, CLT delivers genuine connectivity. CLT offers nonstop service to 194 destinations, more than twice the average for similarly sized non-hub metros like Nashville, Austin, and San Diego. Access to European markets is two to eight times greater than at comparable cities. Charlotte’s airfares fall in the middle of the pack among the three major network carriers in comparable markets, and average fares here are actually lower today than they were before the pandemic, a claim few other major categories of consumer spending can make. Without the hub, the region would not get cheaper fares. It would get a fraction of the destinations.
During the Global Financial Crisis, Wachovia, then Charlotte’s largest private employer, collapsed and was acquired by Wells Fargo. Yet Charlotte came through the crisis with minimal net job losses in financial services, and Wells Fargo today employs more people in the region than in any other market. A core reason: CLT’s robust air service enabled travel to the bank’s other major operating centers without losing a workday. The same connectivity has played the same role in landing Honeywell, Truist, Sumitomo Mitsui, Pacific Life, Maersk, and Scout Motors in the years since.
CLT’s success was not accidental. It was the product of labor, business, and government working together, rather than against one another, over many years to build and sustain a world-class asset. The lease negotiation is an opportunity to renew that compact, address legitimate workforce concerns through appropriate channels, and lock in the next generation of capital investment. It is not an opportunity to win one argument by sacrificing a generational asset.
The Queen City’s competitive edge has never come from any single asset. It has come from a willingness of business, labor, and government to find common ground and act. Protecting that edge in 2026 will require timely decisions – not just on the airport lease, but on finding a credible path forward on the I-77 South toll lane project, a serious reset on development at Brooklyn Village, and numerous other economic questions.
We can only tackle that if we keep to the facts. And the facts are clear: the hub’s benefits are too important to Charlotte to risk them in political football.
Mark P. Vitner is Chief Economist at Southeast Economic Advisors in Charlotte. Before founding SEA, he spent nearly three decades at Wells Fargo as a Managing Director and Senior Economist. He has analyzed the Southeast economy for more than 30 years.