American Airlines Cancels Hundreds of Flights for August
The airline has been canceling hundreds of flights out of O'Hare Airport in Chicago, according to AZ Central.
American Airlines' routes were crunched by a site called Cirium, which found that "more than 80 routes out of O'Hare will operate with fewer flights and/or fewer seats starting in August," AZ Central reported.
The route between O'Hare and Phoenix was especially affected, with 30 fewer flights, according to AZ Central.
American "canceled about 800 flights scheduled for August between Chicago O'Hare and other airports, representing a loss of about 76,000 seats," AZ Central reported, citing the Cirium data.
American Airlines Offers Context
However, the airline touts the number of daily flights it still offers.
"American has not made any recent adjustments to its flight schedules for August. We are proud to offer up to 6,700 daily flights, more than any other airline, to help connect travelers to their next vacation before the summer season starts to wind down," the airline told Men's Journal in an email on July 23.
The key word in American Airlines' statement is "recent." In May, the airline cut at least 70 routes, with the changes going into effect in August.
However, the airline offers some context.
"American's approach to network and schedule planning is consistent with industry practices. A placeholder schedule is published 331 days in advance and then adjustments are made closer in based on the schedule we intend to operate," a spokesperson for American Airlines told Men's Journal.
"We publish our final schedule approximately 100 days in advance. American is proud to offer customers the largest network of any U.S. airline, with up to 6,700 daily departures," the airline noted. "In August: American offers up to nine flights per day between PHX and ORD, twice as many as our closest competitor who offers only four daily flights on that route."
They continued, "We also want to emphasize that there is no customer impact as a result of these changes as the changes were made several months prior. This year alone we've added more than 20 new routes from Chicago including the only nonstop from Chicago to Naples, Italy (NAP) – the gateway to Italy's picturesque Amalfi coast – and have added new flights to Spain and more flights to popular destinations in Mexico, the Caribbean and Central America (including recent additions of Mexico City and Queretaro)."
The most affected cities were "Detroit, Newark, Phoenix, Cleveland and Albuquerque," AZ Central reported.
All the same, American will operate 16.5% more weekly flights out of Chicago-O'Hare in August.
It's an aviation trend. According to Travel and Tour World, other airlines have also announced "drastic reductions" to their flights and routes starting in August.
United, JetBlue, and Avelo were the airlines listed. "These adjustments come as a result of shifting demand patterns, economic pressures, and operational constraints," the site reported.
Cirium also analyzes airlines for their on-time percentages. Aeromexico performed best in that review. "Mexico's flag carrier topped the global category, followed by Saudia, and Delta Air Lines," Cirium wrote.American Airlines Cancels Hundreds of Flights for August first appeared on Men's Journal on Jul 23, 2025
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New York Times
2 hours ago
- New York Times
The challenges facing U.S. owners of Premier League clubs: ‘You cannot bastardise the beautiful game'
Jim Frevola, Bournemouth's president of business and a director on the Premier League club's board, places his hands theatrically over his ears. Frevola, a New Yorker who has previously worked in MLB, the NFL, the NHL and the UFC, joins The Athletic on a video call to discuss Bournemouth's attempts to grow their brand in the United States. They are owned by 80-year-old American billionaire Bill Foley, whose portfolio also includes the Vegas Golden Knights in the NHL, and other football investments in New Zealand's Auckland FC, French Ligue 1 side Lorient and Hibernian of Scotland's top flight. Advertisement Over the past two weeks, Bournemouth have been in New Jersey, Chicago and Atlanta, competing in a Premier League Summer Series pre-season tournament, in which Andoni Iraola's team faced Manchester United, West Ham United and Everton. Of those teams, Bournemouth had the highest-placed finish (ninth) in the 20-team Premier League. That takes us to one of the forever questions of English football. Will the Premier League follow up the exhibition matches held in America this summer and in previous years with competitive games from the season itself? Frevola's position is emphatic. 'Bill's gone on record as saying he doesn't think regular games should be played in the States, and I support his position wholeheartedly,' he says. 'As a guy who now lives in Bournemouth, I don't like that idea. I like the fact the games are played in the UK — that's where they're meant to be played. You don't need Bournemouth to play Brentford in MetLife Stadium (in New Jersey, just outside New York City) for our brand to grow. 'I understand the logic (of the idea's proponents) but I worked at the NFL for many years and even with the NFL playing a game or two (each season) in Germany, Mexico or Wembley (in London), I don't know that it has been super-meaningful. I don't walk around Poole (a town near Bournemouth) and see lots of Miami Dolphins jerseys. They were one of the first teams to come over. I don't see a lot of Jacksonville Jaguars stuff around London, even though Shahid Khan and Fulham are part of the same ownership group. It would be a miss if we did (Premier League games abroad). I'd be really sad.' This season will be Bournemouth's ninth in the Premier League out of the past 11 campaigns. After two years in the second-tier Championship following relegation in 2020, they have incrementally improved, finishing 15th, then 12th and ninth. Foley wants to take them into the European competitions — a suggestion many scoffed at when he made the claim to The Athletic in May 2023 — but last season, Iraola's team were in contention to qualify until the campaign's final weeks. Advertisement As the team with the lowest matchday income in the Premier League, one of Bournemouth's major challenges is to increase revenues. There are plans to increase the capacity of their Vitality Stadium from 11,379 to 20,000 seats by the 2027-28 campaign, and the club invested £32million ($42.4m) in a state-of-the-art training facility. The costs of operating a Premier League club are high: for the 2023-24 financial year, Bournemouth's underlying losses amounted to £55.9million from total costs of £225.5m — 60 per cent of which was spent on salaries — while income across matchday, broadcast and commercial came in at £169.6m. Since then, they have sold players Milos Kerkez, Dean Huijsen and Dominic Solanke for a combined £155million, all huge profits on what those three cost to sign, which helped balance the books. Bournemouth are hoping their sharp eye for recruitment, such as signing Evanilson for £40.2m from Porto (£25m less than fellow striker Solanke was sold for in the same transfer window) and the coaching of Iraola, will allow for the team to continue to be successful even when talent is flipped. Frevola's job is to raise revenues off the pitch. 'We're not a sovereign wealth fund,' he says. 'We're not international owners who have airlines that are going to swoop in and drop a lot of money on the teams. We've got to do it carefully, strategically, and be sustainable as a football club.' Over the past two summers, a club from a seaside resort town on the south coast of England have sought to crack America. Last summer, Bournemouth ventured to Los Angeles and Santa Barbara in California, including a game against Ryan Reynolds and Rob McElhenney's Wrexham. This time, they signed up to participate in the Summer Series, which has included linking up with the NFL's Chicago Bears, with the two teams sharing minority owners in the Ryan family, led by Pat Ryan, who was the founder of insurance firm AON. Hollywood actor and director Michael B Jordan is another minority shareholder at Bournemouth. An absolute privilege to link up with the @ChicagoBears 🤝 Up the Cherries, @CALEBcsw 🫡 — AFC Bournemouth 🍒 (@afcbournemouth) July 31, 2025 How does Frevola explain the town he now calls home to fellow Americans? 'Bill said: 'Bournemouth is like the Palm Beach of England',' he says. 'It's the best beaches in the country, it is where the London elite have vacation homes and where a lot of people retire. 'It's a fantastic community, amazing football fans, passionate. You're not jammed into a region of the country that's got a whole bunch of other teams. London's got so many. The Midlands has so many. Up north, there's a lot. We have Southampton close by… but they're a Championship side now.' Advertisement He grins at that reference to Southampton's relegation last season, having finished bottom of the Premier League with just two wins in their 38 matches. 'As I'm out here spreading the gospel, I say it's the best league in the world, and we have got one of the best teams in the world. You just might not know about it. From a U.S. fan perspective, if you just decide to pick Arsenal or Manchester United or Liverpool or Chelsea, that's easy, that's lazy. That's like picking the (New York) Yankees (as your baseball team). We want fans who want to own a club from the ground up; we're a young, aggressive, hungry club that's got ambition through the moon.' Tyler 🤝 @CALEBcsw — AFC Bournemouth 🍒 (@afcbournemouth) August 1, 2025 Frevola worked on Foley's 2017 launch of the Golden Knights — starting an ice-hockey team in a town surrounded by sun-scorched desert was a pretty out-there idea itself — and he insists there are parallels. 'We know how to promote Bournemouth as a destination city because we know how to promote Vegas,' he explains. 'We've got shared resources with the Golden Knights. We have a commercial team that introduce us to big U.S. brands. One of our partners in the U.S. is City National Bank, who have naming rights to the Golden Knights' training facility. They're a big new partner of Bournemouth for all of our U.S.-focused initiatives. Our head of marketing in Bournemouth and our head of marketing in Vegas do a weekly call.' Those ties to Vegas may have triggered anxiety for locals in Bournemouth, fearing what Foley and company would have in store for them, particularly what would happen at the ground on a matchday. Frevola says: 'When we came over, we did up some neglected areas (of the stadium). It was old and dated. We gave it a little TLC — but Bill was really careful. 'He wasn't trying to Americanise the matchday experience. He wanted to enhance it. There were old rules where you could only have a beer in a certain area — you couldn't get a pint and walk around with it. You had to be caged in. We had these metal barriers and you couldn't leave the metal barrier with a pint. Advertisement 'Everyone said: 'Oh, you can't change the rules. That's just the way it is'. Within a couple of months, we fixed it. Now we've got this festival atmosphere outside — we have live music. No one's telling us that we're crazy or that we've bastardised the beautiful game. 'There was this fear that we were going to try to make it into Las Vegas. Bill didn't want to try to force that on English football. His history and respect for the heritage of the game is amazing, and he would have shot me if I tried to change that. He bought an English football club for a reason. If he wanted American, he could have bought an MLS team — he wants to improve the sport but not change it.' When Foley first arrived, he explored personal seat licences — more commonly known in the UK as debentures, where supporters pay for the right to purchase tickets — which is more common in U.S. sports as a way to raise revenue. Yet when speaking to others with ownership experience in England, Frevola says, he heard it would leave a 'sour taste' and pushed the idea aside. A similar concept was recently reported by the Daily Mail to now be under consideration by Sir Jim Ratcliffe at Manchester United. 'We are adding some more hospitality (areas),' Frevola says. 'We'll still be one of the lowest in the league in the percentage of seats relative to hospitality. We're the only club in the league that doesn't have a paid membership programme. We will introduce that, which again might not be super-popular, but if you're the only club in a league not doing it, you're probably missing a lot of benefits about why that could be a good thing. Financially, it is a very small needle-mover, but it'll help with a formalisation of a waiting list, and a process for folks to get tickets.' Frevola says Bournemouth had previously been a 'closed shop' for tickets because of the size of the stadium. 'When we got there, we had an 11,000-seat stadium and we had the same 12,000 people go to every game. You can't survive that way. We have so many people who buy one ticket because that's all they can get. They can't bring their partner, friends, parents or kids. 'I'm not looking to get tourists into new seats. I want to get families of people who are already Bournemouth fans. We want to take care of Dorset folk (the club's home county) and let them experience the team in person that they've never been able to. That's not a revenue-driven priority. That's what's best for the town.' Other levers are being pulled. Advertisement The club launched a global membership programme, which they say sold out in the first year, while former Bournemouth players also competed in the popular TST (The Soccer Tournament) seven-a-side competition in the American state of North Carolina, which also included teams from Borussia Dortmund, Villarreal and West Ham. The presence of midfielder Tyler Adams, who captained the U.S. men's national team during the World Cup three years ago, on their books is another factor behind Bournemouth's appeal in the States. How it all transforms into a hefty following across the Atlantic is not easy to measure — Frevola is unable to say how many fans the team have in America, but insists this will be a long-term mission. 'I was telling somebody at dinner in New York: 'If you're a Premier League team and you go to New York, Atlanta and Chicago, but (then) disappear for three years (before visiting again), you've missed the trick',' he says. 'I heard from teams who came on tours and they're like: 'Oh, it's cool, but we don't really get a lot out of it'. I asked them what they did to follow up and they go: 'Well, not much'. So I go: 'Shame on you. If you didn't get anything, it's because you didn't follow up'. 'Bill knows this is like running 10 consecutive marathons at once. It is not a sprint to be a dominant Premier League brand in the United States. It's going to take years. There are clubs who have over 100 years of history in the top flight of English football. It's the reason Liverpool is cool and sexy, because they have history and commitment to it. We have to have that level of commitment.' Foley has entered his eighties, but his son Rob is also involved in the business at the Golden Knights and Bournemouth. For those with more scarring experiences of U.S. investment in European football, it may be tempting to wonder what the catch is. But Bournemouth have owners who engage with media and fans, are investing both locally and globally, and are determined to be upwardly mobile on the pitch. Frevola says: 'We're still businesspeople. Bill likes to build things, and he's a serial acquirer of businesses. He's not a guy who flips stuff. He sees long-term value. In sports, you don't make your money necessarily day-by-day on the profit and loss. You make your money when you sell it. 'If you invest in players, the head coach and the facilities in the right way, you're going to do well on the football side, and that's going to grow your brand. If you do it authentically to the sport and you don't try to bastardise the relationships with English football, there's a long-term benefit. 'It doesn't mean we're not going to try to make some money, be profitable, get more tickets, more hospitality and sponsorships and shirt sales — but you don't have to do that by ripping the soul out of the sport.'
Chicago Tribune
9 hours ago
- Chicago Tribune
Former Chicago Blackhawks player Patrick Kane sells Near North Side condo for $6.4M
Former Chicago Blackhawks great Patrick Kane, who now skates for the Detroit Red Wings, in late June sold his four-bedroom, 4,776-square-foot condominium on the 25th floor of the luxury Near North Side tower at 9 W. Walton Street in an off-market transaction for $6.4 million. Kane starred as a right winger for the Blackhawks from 2007 until 2023, during that time leading the club to three Stanley Cup finals victories and being selected to nine NHL All-Star Games. Over the years, Kane has owned several residential properties in Chicago and on the North Shore. In the building at 9 W. Walton, Kane paid $6.4625 million in 2019 for his unit. In late June, Kane sold the unit in an off-market deal, according to public records, so no details about are available in listing information. However, in a sign of the softness of the downtown condo market, Kane took a loss on the $6.4 million sale, selling the condo for 1% less than he had paid for it in 2019. At the time Kane purchased the unit, it had 4-1/2 bathrooms, a fireplace and hardwood floors, according to listing information. The buyer of the unit is an opaque land trust whose beneficiary — and thus, the actual buyer of the condo — could not be determined. The trustee for that land trust is Jeffrey Zaluda, a partner in the private client practice at the law firm of Kilpatrick Townsend & Stockton. He did not respond to a request for comment. Kane continues to own at least two other Chicago-area properties. In 2008, he paid $2.06 million for a 33th-floor condo in the Trump International Hotel & Tower. Kane continues to own that unit. He also reportedly paid $5 million in 2022 for a five-bedroom, 5,932-square-foot Greek Revival-style house close to Lake Michigan in Lake Forest. In late March, Kane sold a three-bedroom, 3,102-square-foot unit on the 69th floor of the Trump building for $2.11 million. Kane's now-former condo unit in the building at 9 W. Walton had a $133,427 property tax bill in the 2023 tax year. The building at 9 W. Walton once had been a haven for athletes, but in recent years, athletes there have been doing more selling than buying. Former Chicago Bulls guard Zach LaVine currently has his three-bedroom, 4,500-square-foot condo on the building's 28th floor — which he bought from former Chicago Bears linebacker Khalil Mack — for sale for $6.9 million. Kane's former teammate and onetime fellow Blackhawks star, Jonathan Toews, sold his 29th-floor unit in the building in 2019 for $6.95 million. Also, former Chicago Cubs player Jason Heyward sold a four-bedroom, 5,230-square-foot condo in the building in 2020 for $7.2 million.
Yahoo
9 hours ago
- Yahoo
Chicago Mayor Brandon Johnson, facing a yawning budget deficit, could be in for a fight with corporate tax proposals
By opening the door to a pair of polarizing corporate taxes, Mayor Brandon Johnson could galvanize a progressive base itching to see him deliver on a campaign promise to 'make the ultra-rich pay their fair share,' but also infuriate business opponents already set on defeating him in 2027. Facing a more than $1 billion deficit and having disavowed a property tax hike, Johnson last week said he would consider the return of a per-employee 'head tax' on businesses or a much bolder payroll expense tax. Either would be a major shot across the bow of the city's corporate class. He told reporters Tuesday his administration would take a serious look at how 'individuals with means, particularly our billionaires and the ultra-rich who have benefited from a growing economy, can put more skin in the game' by contributing to the city's violence reduction and affordable housing efforts. Johnson and his allies described both business taxes as just two of the numerous options the mayor is considering that might eventually be included in his budget proposal this fall. A mayoral working group of business and labor officials, aldermen and administration leaders has been meeting regularly behind closed doors to come up with fresh revenues and efficiencies after Johnson said he won't push a property tax hike for 2026, which had dim prospects of passing the City Council anyway. The mayor's office late last week shared its estimates for what nearly three dozen new or expanded taxes, fees or revenue schemes might raise. The payroll expense idea emerged from a new think tank with ties to Johnson called the Institute for Public Good. Johnson cited figures about Chicago's concentration of millionaires and billionaires from the group's late July report, though the source of those figures has been criticized as unreliable. Launched earlier this year, the nonprofit is led by Julie Dworkin — former policy head of the Chicago Coalition to End Homelessness and a leader of the 'Bring Chicago Home' campaign that was a key Johnson initiative — and Ishan Daya, a community organizer who Johnson initially tapped for his budget working group. Daya stepped down from the group after facing backlash over a past video of him tearing down a poster of an Israeli hostage kidnapped by Hamas. He was replaced by Dworkin. In their report, they proposed a new 'corporate excise tax' that would charge businesses with more than $8 million in annual payroll in Chicago. The rate would be 5% of the cost of payroll for employees who earn more than $200,000. The group estimates, based on census data, that the tax could boost the city's annual revenues by $1.5 billion. An Illinois Department of Revenue spokesperson said the agency does not collect information with enough granularity to estimate precisely how many businesses in Chicago have payrolls over $8 million or employees with individual incomes exceeding $200,000. But based on the most recent and complete income data the state does keep, which includes wages but also pension distributions, investment returns and other benefits, just over 93,000 individuals in Chicago in 2022 reported income above $200,000. 'It seemed like the only options floated were having to massively raise property taxes or cut tons of jobs and city services. So we wanted to come up with a third way,' Dworkin said. The tax would be well timed, Dworkin argued, after the 2017 federal Tax Cuts and Jobs Act reduced the corporate tax rate to a flat 21% rate from a top rate of 35%, and delivered the steepest savings to high earners. Soon after Johnson publicly entertained the excise tax idea, the business community pushed back, suggesting that implementing such a tax would not only deter new business and spur relocations out of the city, but would also be unconstitutional. 'If I'm a business and I'm more mobile or making a decision on whether to come to Chicago, I'm considering what's going on on the local level,' said Jack Lavin, the president of the Chicagoland Chamber of Commerce. With outside business-backed groups such as Common Ground Collective and One Future Illinois already gearing up to oppose progressive proposals, Lavin said the defeat of Bring Chicago Home and Gov. JB Pritzker's graduated income tax shows that the broader business community 'is better positioned' to win the messaging battle with the public. 'I also think taxpayers in general are tired of the constant increase in taxes and (thinking), 'What are we getting out of it?'' Lavin said. But Ald. Anthony Quezada, 35th, a mayoral ally, countered that progressive proposals are popular and that 'folks are tired' of 'nickeling and diming small businesses or homeowners or consumers.' Aldermen largely refused to go along with Johnson's proposed increases to city fines and fees for this year's budget, nixing a garbage collection cost hike and a bump to the alcohol tax, and forcing the mayor to completely abandon a property tax hike. They did agree to add parking and plastic bag charges, and went along with the mayor's additional speed cameras to help close the deficit. This year, most aldermen concede they must pair any new revenue with some cuts or efficiencies. It's not only a political necessity to win over the public, but a fiscal reality that neither cuts nor revenues alone could fill the gap. According to a memo distributed to aldermen Thursday and provided to the Tribune, city officials estimated a garbage fee increase could net anywhere from $19.6 million to just under $300 million, depending on the rate. The city's current garbage collection program, which charges $9.50 a month per dwelling unit, runs a $160 million deficit. But for some aldermen, increasing that charge could cause more of a political uprising than raising the property tax levy. An additional liquor tax could bring in between $30 million and $90 million, according to the memo, while charging the sales tax rate on services like haircuts or accounting would net between $78 million and $305 million, but would require a state law change. Charging tax on online sports bets could bring in between $8.5 million and $17 million, the memo notes. The administration did not endorse any specific proposal. Ernst & Young is also looking for ways the city can recover the costs of hosting special events and changes to city fines and fees 'to promote fairness and revenue generation.' Johnson touted a midyear budget report released Wednesday as 'a clear turning point' for city finances, pointing to stabilizing revenues and a drop in operating costs. A day later, his administration enacted a hiring freeze 'to manage costs responsibly and support core service delivery,' according to a memo shared with the Tribune. The new hiring freeze follows a similar cost-cutting measure used by the city last year. It allows for hiring in many revenue-generating and safety-related roles, but suspends non-essential travel and overtime for non-public safety jobs. While Quezada said he wanted time to vet the institute's corporate tax proposal, he appreciated efforts to find money to continue investing in violence prevention, mental health and affordable housing, rather than searching for cuts. 'We really need to shift the narrative away from austerity and decay to growth and investment. Progressive revenue streams like this, bold ideas like this, start a really productive conversation,' Quezada told the Tribune. The institute's pitch is modeled after Seattle's JumpStart 2020 payroll expense tax but the group roughly doubled the highest rate there to come up with its tax dollar estimates for Chicago. Today, Seattle charges businesses with payroll expenses over $8.8 million and at least one employee earning more than $189,000. The tax is applied to the total annual compensation paid in Seattle. Rates range between 0.7% and 2.557%, depending on total payroll. JumpStart brought in $293 million in its first year and $360 million in 2024. The tax is expected to bring in $430 million this year and $451.5 million next. Grocers and independent contractors are exempt. But the tax there can be subject to significant swings: Seattle's budget office said about 70% of revenues from the tax are paid by just 10 companies. Most are in the tech sector, making returns especially volatile during layoffs or stock market fluctuations, 'since stock grants represent a notable share of total compensation for technology workers.' Dworkin said McDonald's, Mondelez, United Airlines, as well as major local banks, law and real estate development firms would likely be the ones to pay here. JumpStart passed following a yearslong push to tax Amazon. It garnered significant pushback from the city's Chamber of Commerce — including a lawsuit — and other downtown business groups that argued the charge was an income tax 'masquerading as an excise tax.' Like Chicago, Seattle is constitutionally barred from charging its own income tax. JumpStart backers successfully argued the program isn't an income tax because businesses were barred from passing the tax on to employees, and the chamber dropped its appeal in the summer of 2022. Collections continued throughout the court fight. Lavin and others predicted a similar Chicago tax, if passed, would end up in court. 'It's an income tax, so I don't think it's constitutional; it certainly will be litigated,' Lavin said. The mayor's office told the Tribune it is conducting a legal analysis of the institute's proposal and different potential iterations. A far more modest proposal — which is nevertheless also receiving business pushback — is returning the corporate head tax. Nixed by the Chicago City Council under former Mayor Rahm Emanuel in 2011, Johnson said Tuesday the idea was back on the table. Back before it was scuttled, companies with 50 or more employees who earned at least $4,300 every three months were required to pay a $4-a-month tax for each of those workers. The juice from the head tax may not be worth the squeeze for Johnson: The city estimates charging $5 per employee today would net just over $25 million, which wouldn't put a significant dent in a $1 billion deficit. Johnson said the administration has also 'been looking at' a PILOT, or payment in lieu of taxes, program, as well as a digital ad tax. PILOT programs seek to get nonprofit entities like hospitals, universities, religious and cultural organizations that don't pay property taxes to voluntarily contribute to city coffers. One of the country's most successful PILOT endeavors is in Boston, which by 2023 raised $35.7 million in cash contributions. But Boston's success took years to build up and relied on individual negotiations with entities. Replicating that in Chicago would not only take time, but it is complicated by federal funding cuts hitting hospitals and universities. Despite the initial opposition from the city's business community, longtime Chicago media and political consultant Delmarie Cobb said the mayor could have success with the suite of progressive taxes. 'I think, if the mayor presents it correctly, that progressives will get behind it because this is the kind of creative thinking that we have been asking for,' she said. Emanuel 'didn't get rid of (the head tax) because he cared about poor people, he did it so his rich friends would feel good about him,' Cobb said. Progressives 'need to have that same kind of aggressive thinking and action when it comes to generating money and making sure that the people who suffer the most as a result of it aren't the people that can afford it the least.' _____ (Chicago Tribune's Jake Sheridan contributed.) _____ Solve the daily Crossword
