AnguillAir Launches Historic Direct Service from U.S. Northeast to Anguilla

For the first time in history, travelers from the U.S. Northeast can fly nonstop to the Caribbean island of Anguilla, bypassing the traditional and often cumbersome connections through St. Maarten or Puerto Rico. AnguillAir, a new sub-brand operated by the boutique carrier BermudAir, officially launched its inaugural services this week.

According to reporting by Travel Weekly, the new carrier began operations on Wednesday, December 17, 2025, with a flight from Boston (BOS). This was followed by a Newark (EWR) launch on Thursday and a Baltimore/Washington (BWI) service commencing today, December 19. The flights are timed to coincide with the opening of the newly upgraded passenger terminal at Anguilla’s Clayton J. Lloyd International Airports (AXA).

The introduction of these routes represents a significant shift in regional Caribbean aviation, offering a “tarmac-to-tarmac” solution for high-end leisure travelers who previously relied on ferries or charter hops to reach the destination.

Operational Details and Schedule

AnguillAir operates as a seasonal service, scheduled to run through April 2026. While marketed under the AnguillAir brand, the flights are operated by BermudAir using its existing Air Operator’s Certificate (AOC), flight crew, and fleet. Official scheduling data confirms the following operational timeline:

• Boston (BOS): Service runs through April 25, 2026.
• Newark (EWR): Service runs through April 12, 2026.
• Baltimore/Washington (BWI): Service runs through April 13, 2026.

The routes will be served twice weekly using BermudAir’s fleet of Embraer E175 and E190 regional jets. These aircraft are configured to support a premium leisure product, with the E175 offering 10 Business Class and 60 Economy Class seats, while the E190 features 8 Business Class and 88 Economy Class seats.

Addressing the “Access Issue”

Historically, access to Anguilla has been a logistical challenge for U.S. visitors. The standard journey involved a commercial-aircraft flight to St. Maarten (SXM), followed by a taxi to a ferry terminal, and finally a boat ride to Anguilla. Alternatively, travelers could connect via San Juan (SJU) onto smaller propeller aircraft.

In a statement regarding the launch, Adam Scott, Founder and CEO of BermudAir, emphasized the strategic intent behind the new brand:

“This is much more than a new route, it’s a reflection of what BermudAir was built to do: deliver extraordinary service while broadening our destination offerings. We’re thrilled that we are now able to extend the service and care we offer from Bermuda now also to our sister British Overseas Territory neighbour Anguilla.”

Strategic Context and Infrastructure

The launch of AnguillAir is closely coordinated with infrastructure developments on the island. The government of Anguilla recently opened a new terminal at Clayton J. Lloyd International Airport on December 15, 2025, specifically to handle increased capacity and direct jet service.

According to local officials, the government has provided support for the route, including a seat guarantee reported to cover up to 7,000 seats to mitigate the airline’s risk. Jose Vanterpool, Anguilla’s Minister of Infrastructure, highlighted the economic implications of the new service:

“The reopening of the Clayton J. Lloyd International Airport marks a pivotal moment for Anguilla’s economic future. Our agreement with BermudAir to launch nonstop service from the U.S. Northeast is a crucial first step.”

AirPro News Analysis: BermudAir’s Counter-Seasonal Pivot

The creation of AnguillAir represents a shrewd operational pivot for BermudAir. Launched in 2023 to serve the business and premium leisure market in Bermuda, the airlines faces significant seasonality issues, with demand for Bermuda dropping during the winter months. By deploying its aircraft to Anguilla, a warm-weather destination with peak demand from December to April, BermudAir can maximize fleet utilization without acquiring new assets.

We observe that this “pan-Caribbean” approach allows the carrier to act as a flexible capacity provider for British Overseas Territories, leveraging its existing regulatory standing and premium cabin configuration to serve niche, high-yield markets that major U.S. carriers may overlook.

Frequently Asked Questions

Is AnguillAir a separate airline?
No. AnguillAir is a brand name. All flights are operated by BermudAir using BermudAir aircraft and crew.

What aircraft are used for these flights?
The routes utilize Embraer E175 and E190 regional jets.

Are these flights year-round?
No, the service is seasonal. Flights from Boston, Newark, and Baltimore operate from mid-December 2025 through April 2026.

Do I need to take a ferry if I fly AnguillAir?
No. These flights land directly at Clayton J. Lloyd International Airport (AXA) in Anguilla.

Sources: Travel Weekly, BermudAir.

This article is based on official press releases and financial filings from Grupo Aeroportuario del Sureste (ASUR).

ASUR Enters U.S. Market with $295 Million Acquisition of URW Airports

Grupo Aeroportuario del Sureste (ASUR), the international airport group known for operating Cancún Airport and hubs across Colombia and Puerto Rico, has officially entered the United States market. According to a company announcement released on December 11, 2025, ASUR has completed the acquisition of URW Airports, LLC, marking a significant strategic pivot for the Mexico-based operator.

The transaction, valued at an enterprise value of $295 million USD, was executed through the company’s subsidiary, ASUR US Commercial Airports, LLC. This move transforms ASUR from a regional infrastructure operator into a diversified player with a direct commercial footprint in some of the busiest aviation hubs in the United States.

In addition to this major expansion, ASUR released its passenger traffic report for November 2025 earlier this week, showing steady but mixed growth across its existing portfolio. We examine the details of the acquisition and the current operational climate below.

Strategic Expansion: From Cancún to JFK

The acquisition of URW Airports, formerly owned by Unibail-Rodamco-Westfield, represents a shift in business model for ASUR in the U.S. market. Unlike its operations in Mexico or Colombia, where it manages entire airport infrastructures, this acquisition focuses specifically on the high-margin segment of commercial management, including retail, dining, and passenger services.

Portfolio Additions

Under the new operating name ASUR Airports, LLC, the company will now manage commercial programs at major U.S. terminals. According to the transaction details, the portfolio includes:

• New York (JFK): Operations at Terminal 8 and the “New Terminal One.”
• Los Angeles (LAX): Commercial management across Terminals 1, 2, 3, 6, the Tom Bradley International Terminal, and Tom Bradley West.
• Chicago (ORD): Operations at Terminal 5.

ASUR stated that this acquisition is designed to diversify revenue streams and leverage the group’s extensive experience in commercial development. By entering the mature U.S. travel market, ASUR gains exposure to USD-denominated revenue, potentially offsetting currency volatility in its Latin American markets.

Financial Context

Based on financial data from ASUR’s Q3 2025 report released in late October, the company was well-positioned to execute this all-cash transaction. The company reported cash reserves of approximately 16.2 billion MXN, allowing it to fund the $295 million purchase without significantly leveraging its balance sheet. While Q3 EBITDA showed a slight decline of 1.3% due to cost pressures, revenue had increased by 17.1% year-over-year, driven largely by construction services.

Operational Update: November 2025 Traffic

While the U.S. acquisition dominates the headlines, ASUR’s core business operations continue to show resilience. On December 8, 2025, the group released its traffic report for November 2025, revealing a consolidated year-over-year increase of 1.5% in passenger traffic, totaling 5.9 million passengers.

Regional Performance Breakdown

The traffic report highlights a divergence in performance across ASUR’s three main geographic regions:

• Colombia: The strongest performer in the portfolio, posting a 5.9% increase. This growth was primarily driven by an 8.7% surge in international traffic.
• Mexico: The group’s flagship market showed stability with a 1.0% increase. International traffic rose by 2.1%, which helped offset a flat domestic market.
• Puerto Rico (San Juan): This region experienced a decline of 2.9%. The drop was attributed to a 4.0% decrease in domestic traffic, although international traffic provided a bright spot with 5.1% growth.

AirPro News Analysis

The completion of the URW Airports acquisition signals a maturation of ASUR’s corporate strategy. By securing a foothold in JFK, LAX, and ORD, ASUR is effectively hedging against the regional risks inherent in Latin American infrastructure operation. The “blue ocean” opportunity here is not in building runways, but in optimizing the retail spend of U.S. travelers.

Furthermore, the November traffic data suggests that while the Mexican market is stabilizing, Colombia has emerged as the current growth engine for the group. The dip in Puerto Rico remains a metric to watch as the company approaches its Q4 earnings report, but the injection of U.S. commercial revenue from the new acquisition may soon alter the complexion of ASUR’s balance sheet significantly.

Frequently Asked Questions

What did ASUR acquire?
ASUR acquired URW Airports, LLC, a commercial management firm operating in major U.S. airports, for an enterprise value of $295 million.

Will ASUR operate the runways at JFK or LAX?
No. This acquisition focuses on commercial management (retail, dining, and services) within specific terminals, not the operation of the airfield or infrastructure.

How is ASUR’s traffic performing?
As of November 2025, consolidated traffic is up 1.5% year-over-year, with Colombia leading growth (+5.9%) and Puerto Rico seeing a slight decline (-2.9%).

Sources: ASUR Press Release (Dec 11, 2025), ASUR Traffic Report (Dec 8, 2025), SEC Filings (Form 6-K)

This article is based on an official press release from the International Air Transport Association (IATA) and supplementary industry data.

Aerospace Supply Chain Crisis to Cost Airlines $11 Billion in 2025

The global aviation industry is facing a severe “structural mismatch” between demand and production capacity that shows no signs of resolving before the next decade. According to a critical update released on December 9, 2025, by the International Air Transport Association (IATA), persistent supply chain bottlenecks are projected to cost airlines more than $11 billion in 2025 alone.

Despite a slight increase in aircraft deliveries toward the end of the year, the industry remains constrained by a deficit of at least 5,300 aircraft, a “missing fleet” that has forced carriers to fly older, less efficient jets far longer than planned. A joint study conducted by IATA and consultancy Oliver Wyman suggests that while demand for travel remains robust, the industrial base supporting aviation is fragile, with normalization not expected until the 2031–2034 timeframe.

At AirPro News, we are closely monitoring how these disruptions are reshaping airline economics. The data indicates that the inability to secure new “metal” is no longer just an operational headache; it has become a massive financial drain that is stalling sustainability goals and driving up costs for passengers.

Breaking Down the $11 Billion Financial-Results Hit

The IATA and Oliver Wyman study provides a granular look at where the money is being lost. The $11 billion figure for 2025 is not a monolith but a composite of inefficiencies driven by the need to keep aging fleets airborne.

• Fuel Inefficiency ($4.2 billion): This is the largest single cost driver. Because airlines cannot replace older jets with new neo, MAX, 787, or A350 models, they are burning significantly more fuel. Fuel efficiency improvements have stagnated at just 0.3% in 2025, a sharp drop from the historical average of 2.0% per year.
• Maintenance Costs ($3.1 billion): Older airframes and engines require more frequent and expensive care.
• Engine Leasing ($2.6 billion): Leasing rates have surged 20–30% since 2019. Furthermore, shop visits for engines are taking longer due to parts shortages, forcing airlines to lease spare engines for extended periods.
• Inventory Stockpiling ($1.4 billion): To mitigate the risk of being grounded by a missing widget, airlines are holding significantly more spare parts inventory than usual.

The “Missing Fleet” and Production Stalls

The scale of the backlog is historic. According to the data released, the global order backlog has surpassed 17,000 aircraft. This represents nearly 60% of the active global fleet, a ratio that historically hovers between 30% and 40%. At current production rates, clearing this backlog would take approximately 12 years.

Consequently, the average age of the global fleet has reached a record high of 15.1 years. The situation is particularly acute in the cargo-aircraft sector, where the average aircraft age is now 19.6 years. Passenger-to-freighter (P2F) conversions are stalling because airlines are refusing to retire passenger jets, keeping them in service to meet travel demand rather than releasing them for conversion.

Geopolitical and Industrial Headwinds

While the pandemic created the initial deficit, new challenges in 2024 and 2025 have exacerbated the situation. Industry analysis points to escalating trade tensions between the United States and China as a major disruptor. Tariffs on critical raw materials like aluminum and titanium, along with retaliatory measures affecting aircraft deliveries, have severed established supply lines.

Furthermore, labor shortages remain a critical bottleneck. A lack of skilled workers in engine and component manufacturing is preventing suppliers from ramping up production to meet Original Equipment Manufacturer (OEM) targets. As a result, airframe production is outpacing engine production, leading to “gliders”, completed jets sitting parked without engines, accumulating at production facilities.

Industry Reaction and Strategic Outlook

The consensus among leadership is that the industry must adapt to a long-term environment of scarcity. Willie Walsh, the Director General of IATA, emphasized the breadth of the impact in his statement regarding the report.

“Airlines are feeling the impact… across their business. Higher leasing costs, reduced scheduling flexibility, delayed sustainability gains, and increased reliance on suboptimal aircraft types are the most obvious challenges… No effort should be spared to accelerate solutions before the impact becomes even more acute.”

Willie Walsh, Director General, IATA

Oliver Wyman’s analysis supports this view, warning that the supply-demand mismatch is structural. They urge the industry to adopt “aftermarket best practices,” essentially advising airlines to become experts in extending the life of existing assets rather than banking on new deliveries to solve their problems.

Proposed Solutions

To mitigate the crisis, IATA and Oliver Wyman have outlined a roadmap focused on efficiency and transparency:

• MRO Reform: The industry is calling for a reduction in dependence on OEM-controlled licensing. Opening up the Maintenance, Repair, and Overhaul (MRO) market to more third-party repairs could speed up the sourcing of Used Serviceable Materials (USM).
• Data Sharing: Creating shared platforms for supply chain visibility could help manufacturers spot risks, such as a raw material shortage at a Tier-3 supplier, before they halt a major assembly line.
• Predictive Maintenance: Leveraging AI to predict part failures can optimize the use of scarce inventory, ensuring parts are available exactly when needed.

AirPro News Analysis

The data presented by IATA highlights a paradox in modern aviation: demand is back, but the physical infrastructure to support it is fracturing. The stagnation in fuel efficiency (0.3% vs the expected 2.0%) is perhaps the most damaging long-term consequence. For years, the industry’s net-zero roadmap relied heavily on the continuous introduction of fuel-efficient technology. With that pipeline clogged, airlines may face increased regulatory pressure and higher carbon costs, further squeezing margins.

Additionally, the shift in leverage toward MRO providers and lessors is undeniable. With new aircraft unavailable, those who control the existing stock of engines and spare parts hold the keys to the kingdom. We expect this to drive a wave of consolidation or strategic partnerships in the aftermarket sector throughout 2026.

Sources

Sources: IATA Press Release (Dec 9, 2025); IATA & Oliver Wyman Joint Study (2025); Industry Research Reports (Aviation Week, Leeham News).