The Air Show – "What's Wrong with Delta, Part 1"
Podcast: The Air Show
Host: Shayr Media
Guests: Brett Snyder (Cranky Flyer), Brian Sumers (Airline Observer; co-host)
Date: November 20, 2025
Episode Overview
In this episode, Brett Snyder and Brian Sumers tackle a listener suggestion: a critical look at Delta Air Lines. Inspired by a mailbag submission, they analyze what, if anything, is not working at one of America’s most admired airlines, examining its network strategy, fleet choices, product consistency, branding, and leadership culture. The show balances knowledgeable, sometimes playful banter with in-depth industry insights, aimed at both aviation enthusiasts and business observers.
Key Discussion Points & Insights
1. Setting the Stage: Why Critique Delta?
- Origin: The idea comes from a listener email written by a United employee, challenging the hosts to scrutinize leading airlines, including Delta and United ([01:00]-[01:31]).
- Tone: The hosts note that while Delta is celebrated, no airline is perfect, and healthy critique is productive. Brett and Brian agree to focus this episode solely on Delta, saving United for later ([02:34]-[02:41]).
2. Delta’s Network and Fleet: The Asia Problem
- Delta’s Asian Retreat: Brett argues Delta has “failed to tackle Asia in a meaningful way,” relying too heavily on its Korean Air partnership instead of serving the region with its own aircraft ([03:29]-[04:51]).
- Key Stat: Delta/Northwest served 16 Asian airports in 2005; now only 4. Comparatively, United serves 17 Asian airports today, and Air Canada is ramping up in Asia.
- Fleet Choices: Delta uses large A350-900s (275–306 seats), but lacks smaller, more versatile long-haul aircraft such as United’s 787-9s (222–257 seats) that are ideal for experimenting with new or thinner Pacific routes ([06:19]-[09:08]).
"If you really want to get deeper into Asia, the airplanes that Delta has, these are not really small enough, I think."
— Brett ([07:25])
- Rumored Fleet Moves: Brian mentions rumors that Delta might order Boeing 787-10s, but Brett notes these are still larger and shorter-ranged than United’s 787-9s ([08:20]-[09:08]).
"Even with the 787-10, I still don't really see how Delta can build its network in Asia the same way that United can with the nines."
— Brett ([09:08])
- Specific Cases: The Seattle-Taipei route is running low year-round load factors; too many seats for the actual demand ([09:08]-[10:20]).
3. The Rest of Delta's Widebody Fleet: Pros and Cons
- Transatlantic Workhorses: Delta’s A330s and 767s are proven planes, valued for flexibility and being fully paid off investments ([10:37]-[12:24]).
- Product Aging: The 767s are particularly dated—great for investors, less so for passengers, especially compared to competitors like United and American, who have superior lie-flat seats up front on transcons ([11:03]-[12:53]).
- Fleet Retirement/Wear: Delta is not retrofitting 767s, planning to “ride out those things until they die” ([11:31]). Aging is also evident on some 737-800s, whose interiors are “starting to get pretty tired” ([15:05]-[15:29]).
4. Product Consistency vs Marketing: Is Delta Over-Promising?
- Marketing Prowess: Delta spends more and markets itself like a premium consumer brand (Nike, Starbucks), not just a transportation company. This branding successfully commands a revenue premium ([16:05]-[17:20]).
- Inconsistency Risk: The actual onboard product doesn't always match the marketing, especially given variability in aircraft age and amenities. Brian likens Delta's promise to Starbucks' uniform coffee experience, contrasting that with customers’ sometimes underwhelming experiences on older Delta aircraft ([17:20]-[19:35]).
"What Delta should aspire to be is... the Marriott of the sky, the airline that you fly when you just want everything to go pretty well and be pretty comfortable, that you're gonna get a more or less consistent experience." — Brian ([18:49])
- Product Launches: Delta's new “Comfort Basic” product (extra legroom seat with no advance seat selection) comes under scrutiny: Why charge more for a premium seat but not allow seat choice, virtually guaranteeing a middle seat? ([21:44]-[22:52])
"You’re going to pay extra for a premium seat and you have to assume you're going to end up in a middle seat. I don't understand why you would reward people who pay extra with this sort of punitive measure."
— Brian ([22:17])
5. Culture & Leadership at Delta
- Corporate Culture: Delta’s leadership (Richard Anderson, Glenn Hauenstein, Ed Bastian) is praised for long-term strategy and stability, but both hosts note an evolving internal culture.
- Fear-Based Culture?: Brett describes a strong “culture of fear,” where employees are notably tight-lipped, even off-the-record, suggesting that information is unusually controlled compared to rivals ([26:04]-[27:12]).
"I'm always amazed at how little people I know well are willing to say to me about the airline, even off the record... my observations are coming into this mostly as an outsider."
— Brett ([26:26])
- Leadership Styles: Ed Bastian, Delta’s CEO, is lauded by Wall Street for his financial leadership but is seen internally as less charismatic or respected than predecessors like Richard Anderson ([24:42]-[28:22]).
- Notable quote:
“We are a high quality industrial company. That's not what Delta thinks it is anymore.”
— Brett quoting Richard Anderson ([25:20])
- Notable quote:
- Succession Worries: Glenn Hauenstein is identified as irreplaceable on the commercial side, but he retains an unusually top-down approach, raising doubts about bench strength and succession planning when he or Bastian retire ([31:03]-[32:53]).
- Anecdote: Brian jokes about “putting the cult in culture” at Delta ([26:30]).
6. Listener Feedback & Representation
- Haiku Segment: The episode ends on a note about inclusivity after a listener points out, via haiku, that representation of women’s perspectives (even in mailbag submissions) is lacking on the show ([34:17]-[35:13]).
"A world without her / misses half of the sky's view. / Air Show needs balance."
— Listener Haiku ([34:36])
Notable Quotes & Memorable Moments
-
On Delta’s Asia weakness:
“Delta really seems to think that Korean can solve its problems in Asia.”
— Brett ([06:19]) -
On Delta’s fleet aging:
"I do think that some of the pushback on that airplane is a little bit unfair... there are times... that I see the older fleet as a feature and not a bug. This was part of a very effective Delta strategy."
— Brian ([11:00]) -
On Delta's branding vs. product:
"I'm not sure that Starbucks has good coffee or that Nike makes the best shoes. But I do know one thing, both companies are pretty darn consistent with what they produce."
— Brian ([17:36])
Important Timestamps
- [03:29] – Delta’s shrinking Asia presence
- [07:25] – Fleet size problem for Delta in Asia
- [09:08] – 787-9 vs A350-900 debate
- [11:00] – Old widebody fleet as a strategic advantage
- [15:05] – Discussion of aging 737-800 interiors
- [16:05] – Delta’s branding as a consumer brand
- [17:36] – Starbuck/Nike/consistency analogy
- [22:17] – Criticism of “Comfort Basic” seat product logic
- [24:42] – Leadership and vision at Delta
- [26:30] – “We put the cult in culture”
- [34:36] – Listener haiku highlights gender representation
- [35:13] – Reflection on diversity in aviation and on the show
Concluding Thoughts
While Delta remains America’s most respected airline brand, Brett and Brian detail growing pains and vulnerabilities: overreliance on partners in Asia, gaps in fleet flexibility, an aging and increasingly inconsistent product, marketing that sometimes overpromises, and questions about leadership depth and future succession. Yet, for all their criticisms, they end by reiterating that Delta is “a very well run airline”—but one whose strengths may be tested by change.
Listener engagement is encouraged throughout, with the hosts asking for feedback, especially on product consistency and inclusivity.
For Further Listening
- Next episode: What’s wrong with United Airlines?
- Mailbag & feedback: Submit questions, haikus, or comments via theairshowpodcast.com
(This summary omits non-content sections—ads, intros, outros—and focuses on the episode's rich discussion and industry insight.)