Southwest Airlines has long relied on a famously simple business mode: one aircraft type, the Boeing 737, and one focus, the low-cost US domestic market. Over the decades, this successful strategy has made Southwest the number one budget airline in the world and created a template for imitators everywhere to follow.
But hints from recent regulatory filings and public remarks by leadership suggest that Southwest may be preparing to stretch beyond its traditional boundaries into Europe by adding an entirely different aircraft type to its fleet.
The question is whether Southwest is really ready to cross the Atlantic — and what it would take to get there.
According to a May 2025 report in AeroTime, Southwest quietly filed a request with the US Department of Transportation to obtain blanket authority to fly to any country with which the United States maintains an Open Skies treaty. On paper, that could include Europe, the United Kingdom, and dozens of other destinations far beyond Southwest’s current international map of Mexico, Central America and the Caribbean.
The airline downplayed any significance at the time, declining to confirm whether specific routes were under consideration. But the filing also came against a backdrop of management turnover and cost-cutting measures forced by activist investor Elliott Investment Management, which demanded that Southwest sharpen its competitive edge after operational missteps and financial under-performance in 2023-24.
Fast forward to September 2025, when Southwest CEO Bob Jordan was asked about the possibility of competing on transatlantic routes. According to a Reuters report, Jordan acknowledged that flying to Europe would require “a different aircraft” than the 737s Southwest currently operates.
That statement matters. For an airline that has always sworn by the simplicity and efficiency of a single-model fleet, even hinting at the need for new equipment is a departure. It indicates that the leadership at Southwest is at least willing to contemplate breaking with decades of orthodoxy if the strategic opportunity arises.
Besides the comments about fleet makeup, Reuters also reported that Southwest is indeed considering long-haul international flights and premium airport lounges as part of a broader “overhaul” strategy.
The Boeing 737 MAX 8s and -700s that make up Southwest’s fleet max out at around 3,500 nautical miles of range. In theory, that might allow for a handful of East Coast to Western Europe flights, such as New York to Dublin. In practice, though, payload limits, weather issues, and the lack of an East Coast hub make those routes challenging.
To compete effectively, Southwest would need a true long-haul aircraft. The Boeing 787 Dreamliner or Airbus A330neo could provide the necessary reach and efficiency for core U.S.-Europe city pairs. Another option is the Airbus A321XLR, a long-range narrowbody already on order by American and JetBlue for some transatlantic routes. That jet could offer Southwest an incremental step into Europe without the complexity of adding widebodies to its fleet. But it would also mean breaking with Boeing — a move that would complicate decades of pilot training and supplier relationships.
Would Southwest really do it? Skepticism is warranted. The airline’s culture is deeply rooted in operational simplicity: one fleet, quick turns and a product that avoids the frills of legacy competitors. Introducing widebodies or even a second narrowbody would increase costs, complexity and logistical demands.
At the same time, Southwest is under pressure to evolve. The Elliott demands forced Southwest leadership changes, and the airline has already introduced new ancillary products and reconsidered some long-held practices. For instance, it will abandon its long-standing open seating policy in early 2026, moving to assigned seats and a new boarding system tied to fare type and loyalty status.
Of course, Southwest’s move to secure global route authority and hints about adding European service may be less to do with imminent expansion and more about signaling flexibility to reassure investors.
Still, while low-cost competition across the Atlantic has waxed and waned, demand remains strong. JetBlue’s entry shows that customers will pay for an affordable but quality product. With its strong brand recognition in the U.S. and a base of loyal customers, Southwest might see a chance to leverage its scale into new markets.
Execution, of course, would be paramount. Adding transatlantic routes would require not only new airplanes but also changes to distribution systems, interline agreements and possibly even introducing premium seating or lounges. Those are not small adjustments for an airline that has built its brand by doing things a certain way.
