There is a stage in entrepreneurship that many founders and senior leaders struggle to make sense of.

On paper, things are working, revenue is growing, the team is bigger, the business has momentum, and the organisation is beginning to mature beyond the intensity of the earliest build phase. From the outside, this should be the point where leadership starts to feel more stable. Instead, for many entrepreneurial leaders, it begins to feel cognitively harder than the stage that came before it.

In my work as a business psychologist and ADHD coach, I see this pattern repeatedly across entrepreneurs and senior decision makers. They come into the conversation convinced the issue is growth, complexity or leadership pressure. There are more people relying on them, more decisions to make, and less room for error. What they do not yet see is that entrepreneurship itself often exposes something more precise, the accidental structure that once kept their brain activated is no longer enough for the stage of business they are now leading.

This is where the conversation around ADHD and entrepreneurship needs to become more sophisticated. The same brain that makes someone exceptional at building can begin to create friction when the business starts demanding a different kind of leadership architecture. In the earliest stages of building something, the environment naturally provides activation. Every problem is immediate, cash flow creates urgency, new business creates novelty, and the emotional stakes are always high. For an ADHD brain, those conditions can produce extraordinary momentum because they align directly with how activation works.

This is why so many entrepreneurial leaders with ADHD thrive in the early stages of building a company. They are often exceptional at rapid pattern recognition, decisive action under uncertainty, opportunity spotting and moving before others are ready. What many people describe as entrepreneurial instinct is often a highly effective match between the ADHD nervous system and the conditions of early stage business.

The challenge emerges as entrepreneurship evolves from building into leading. The work shifts away from immediate visible problems and towards longer horizon thinking, systems design, delegation, financial planning, hiring and strategic decisions that may not come with natural urgency attached. The founder is no longer being pulled forward by external pressure. They are now responsible for creating clarity and momentum for an organisation that depends on them.

For many business leaders with ADHD, this is the point where performance starts to feel disproportionately expensive. The issue is rarely capability, they still know exactly where the business needs to go. The friction sits in activation, the ADHD brain does not reliably move on importance alone. It activates through interest, novelty, challenge, urgency and emotional salience. When the work required for the next stage of growth becomes abstract and self-directed, even highly capable leaders can find themselves trapped in reactive work while the decisions that would genuinely move the business forward remain untouched.

This is why so many founders can spend an entire day working while avoiding the single decision that matters most. They answer emails, resolve team issues and stay deeply busy, yet the hiring decision, pricing redesign, systems overhaul or market repositioning that would materially change the business remains delayed. From the outside, this can look like founder chaos or poor delegation, but more often, it is a missing leadership architecture.

In the early phase, survival itself generated activation. A payroll deadline, client pitch or cash flow issue created enough neurological urgency to make action inevitable. In a more established entrepreneurial environment, the most valuable work is often strategic rather than urgent. That means the leader now has to design those activation conditions deliberately rather than borrowing them from the business itself.

This is where many entrepreneurial leaders misdiagnose the problem and assume they need better tools. They invest in planning platforms, redesign their calendar, bring in operational support or install project management software. These tools can all be useful, but they often fail because they assume the leader can already determine what matters most, decide when to begin, define what good enough looks like and sustain focus until the work is complete. For many leaders with ADHD, that is the exact pressure point entrepreneurship eventually exposes.

This is a pattern I work on directly with founders, directors and entrepreneurial decision makers through my business psychology and ADHD coaching work. The focus is not on forcing generic productivity systems onto a brain that has already shown it works differently. The real work is designing leadership architecture around how the brain actually activates. That means decision rules that reduce cognitive drag, accountability systems that make strategic work real before pressure arrives, leadership rhythms that support consistent performance, and operational design that stops the business from depending on adrenaline as its primary fuel source.

This matters because businesses often begin to mirror the nervous system of the person leading them. If momentum only appears when urgency spikes, the team learns to wait for urgency too. If priorities live in instinct rather than systems, the company scales ambiguity. What first appears to be a personal leadership issue is often already becoming an organisational design issue.

For business leaders, this is why the conversation around ADHD has to move beyond the usual extremes. The question is not whether ADHD is an advantage or a drawback in entrepreneurship. The more useful question is whether the business has now outgrown the accidental systems that once helped the leader perform at their best.

The strengths that built the company remain enormously valuable. Pattern recognition, speed of synthesis, tolerance for complexity, fast reads on markets and people, and the ability to connect opportunities others miss are often extraordinary entrepreneurial assets. What changes is the level of architecture required around those strengths. As the business grows, instinct alone stops being enough.

For many founders and senior decision makers, this is the hidden growth lever nobody is talking about. The business has simply reached the stage where instinct must be translated into architecture. Once that happens deliberately, the same brain that built the business through speed, intensity and insight becomes fully capable of leading it through sustainable, strategic growth.

Roxana Tascu is a business psychologist and ADHD coach who works with founders, directors and senior business leaders to design leadership architecture that supports strategic growth, better decision making and sustainable high performance. Discover more at www.adhd-advantage.com, or connect with Roxana on Instagram @RoxanaTascu

Amy Ingham

Amy is a newly qualified journalist specialising in business journalism at Business Matters with responsibility for news content for what is now the UK’s largest print and online source of current business news.

More good news on President Trump winning the war and the growing likelihood that some kind of agreement will be made with Iran. It’s driving the stock market sky-high. 

My guess is improving the animal spirits of all Americans who know the cause to destroy Iran is just but were concerned how difficult it might be.

I continue to call this the Trump miracle. I continue to believe it is providential. Ending the most gruesome government since the Nazis of World War II. It’s such a phenomenal boon to mankind in the cause of peace, freedom and prosperity.

Mr. Trump has unwaveringly delivered on his vision to end the 47-year forever war, to do what no other president in either party quite had the backbone to do.

Mr. Trump, talking to various press organizations, has said a number of things of great importance today.

He has said Iran has agreed to everything and will work with the United States to remove enriched uranium from Iran. 

“Our people, together with the Iranians are going to work together to go get it. And then we’ll take it to the United States,” he said.

The president also said Iran has agreed to stop backing proxy terrorist groups, like Hezbollah and Hamas. When asked when he would be announcing the deal, Mr. Trump said the two sides are meeting this weekend and that America would continue its blockade “until we get it done.”

Of course, trust, but verify.

Especially with Iranians. Mr. Trump knows that.

And even as Iran is suggesting that the Strait of Hormuz will be opened, Mr. Trump is exactly right to maintain the embargo on Iranian ports and shipping.

That embargo is such a powerful weapon. It will bankrupt the government, and starve them out of power if left in place for a bunch of weeks ahead.

And I hope that is what the president does. Keep the embargo. Because we don’t know about Iranian promises. We do not trust them.

And we want to make sure that they are in no position to make any demands in whatever negotiations or agreements take place.

We’re talking unconditional surrender. They must do what Mr. Trump and his national security team tells them to do.

Mr. Trump made another point today, that there will be no need to involve American ground troops.

Now for a transfer of enriched uranium from Iranian hands to American hands, yes there will be some military people.

Yet the key point here, and I think another reason for the big stock market rally vote of approval, is that the blockade means no wider war, no thousands of ground troops on Kharg island, no $200 oil.

That was always the market’s worst case fear.

The economic and financial blockade substitutes for a wider combat role. And it’s so powerful. And I think that’s a key point for the end of the war that will come sooner, and for the tremendous stock market rally — which is not finished.

Today, Mr. Trump posted that “the naval blockade will remain in full force and effect as it pertains to Iran, only, until such time as our transaction with Iran is 100% complete.”

In other words, Mr. Trump is maintaining control. And that’s exactly what he should be doing. Because no one can trust Iran. And this whole episode won’t be over until it’s completely over.

Yet America, under one of its very strongest commanders in chief ever, will win this war. And that is a plus for all mankind.

Ford is recalling about 1.4 million F-150 pickup trucks in the U.S. following a National Highway Traffic Safety Administration (NHTSA) investigation into reports of unexpected downshifts, the regulator said on Friday.

NHTSA’s recall announcement said Ford was aware of two injuries and one accident that were potentially related to the issue, and that dealers would update the trucks’ powertrain control module (PCM) software as a remedy.

Earlier this year, the regulator had expanded a safety-related investigation into the issue. A preliminary evaluation was first opened in March last year, after receiving complaints related to the unintended downshifts. Ford’s review evaluated trends observed in customer reports, including those involving vehicles driving on wet surfaces or towing trailers.

The vehicle recall covers model year 2015–2017 F-150 pickups equipped with the “6R80” transmission.

FORD RECALLS OVER 422,000 VEHICLES OVER WINDSHIELD WIPER ISSUE

A model year 2015-2017 Ford F-150 pickup truck at Ford’s Rouge Center. (Ford Motor Co.)

Ford had earlier said that the issue may have been caused by electrical connections wearing down over time due to heat and vibration, leading to signal loss from the transmission range sensor.

The regulatory agency said that incorrect signals likely lead to an unintended downshift.

MASSIVE HONDA RECALL IMPACTS 440K VEHICLES OVER AIRBAGS POTENTIALLY DEPLOYING ‘UNEXPECTEDLY’

Owners of affected F-150 pickups will be notified by mail and instructed to take their vehicle to a Ford or Lincoln dealer to receive a software update for their PCM to remedy the issue.

If an affected vehicle previously exhibited certain diagnostic trouble codes relating to this condition prior to installing the software, dealers will replace the lead frame in accordance with a corresponding extended warranty program. There will be no charge for that service.

MERCEDES-BENZ RECALLS OVER 24,000 VEHICLES DUE TO DRIVE SHAFT DEFECT THAT COULD CAUSE SUDDEN FAILURE

Ford’s review noted issues affecting vehicles driving on wet surfaces or towing vehicles. (Jeff Kowalsky/Bloomberg via Getty Images )

Dealers are expected to be notified on April 15, while interim owner notifications will be sent starting on April 27 with completion by May 1.

The mailing of remedy owner notification letters is expected to begin July 13 and be completed by July 17.

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Ford F-150 owners will be able to see whether their pickup is covered by the recall by searching using their VIN on April 15.

Reuters contributed to this report.

Between January and June 2025 five UK-licensed online casino operators shut down, each citing compliance costs and the administrative burden of new regulations as primary reasons.

They were not caught breaking rules. They were not fined out of existence. They just looked at the cost of staying compliant and decided it was not worth it.

The business lesson here is not about gambling. It is about what happens to any sector when a regulator raises the compliance floor simultaneously for everyone in the market.

What the Gambling Commission Actually Did

The reforms rolled out between 2024 and 2025 were the most significant overhaul of UK gambling regulation since the Gambling Act 2005. The headline changes were well documented: stake limits on online slots capped at £2 per spin for under-25s and £5 for adults, affordability checks triggered when a player’s net deposits exceed £150 in a rolling month, a mandatory 1% gross gambling yield levy paid to the NHS and public health bodies, and a ban on autoplay and rapid spin cycles in online casino games.

The practical overhead was significant. EY estimated the annual cost of running affordability checks alone at over £125 million across the industry, covering technology upgrades, credit reference agency integration, and additional compliance staff. That is before the levy, before the legal work, before the game redesigns.

Larger operators had compliance teams already. They absorbed the cost, spread it across their engineering and legal functions, and moved on. Mid-market and smaller operators faced the same obligations but without the infrastructure. Several of them concluded the maths did not work.

The Operators That Came Out Stronger Did Something Counterintuitive

The instinct when compliance costs rise is to do the minimum required, implement exactly what the regulations demand, and protect margin everywhere else. The operators who have genuinely strengthened their position over the past two years did the opposite. They treated the regulatory requirements as a product specification rather than a tax.

Affordability checks, when integrated poorly, create friction and annoy customers. When integrated well, they are almost invisible to players who are not at risk and genuinely protective for those who are. Mandatory deposit limit prompts at onboarding, done badly, are a box-ticking exercise.

Done well, they build trust with the kind of player who was going to stay anyway. The game redesigns required under the new rules forced studios to think harder about session experience rather than just spin speed.

The platforms that survive and grow in the current environment are not necessarily the ones with the biggest marketing budgets. They are the ones with the cleanest user experience, the most transparent bonus terms, and the most reliable withdrawal processes. Competition has been forced onto the axis that actually matters to customers.

For anyone wanting a practical benchmark of what that looks like, a current look at the leading slot sites in the UK shows the meaningful variation between licensed operators on exactly those measures: app quality, payout speed, game selection, and how clearly the terms are presented. The gap between the best and the rest is wider now than it was three years ago.

The Market Consolidation Nobody Warned Small Operators About

Here is the thing about compliance costs that every SME owner instinctively understands: they do not scale linearly. A £125 million industry-wide bill hits a company with ten employees very differently from one with a thousand. The fixed costs of staying compliant are nearly identical regardless of your revenue. That means high compliance environments inherently favour scale, and they are a slow but effective mechanism for consolidation.

The UK iGaming sector has been consolidating for three years. Larger groups have been acquiring mid-market brands not just for their players but for their licences and their compliance infrastructure. Pre-transaction regulatory due diligence has become one of the busiest growth areas in gambling law precisely because acquirers need to know whether the operator they are buying has a clean compliance record or a liability buried in their historical affordability data.

For business owners in other sectors watching this unfold, the pattern is recognisable. When a regulator raises the floor, the market contracts at the bottom and consolidates at the top. The businesses in the middle, too big to ignore the costs but too small to absorb them efficiently, face the hardest decision.

The Lesson That Transfers

The Gambling Commission’s approach to the White Paper reforms has been studied closely by regulators in other sectors. According to Chambers UK’s 2025 gambling law analysis, the reform package has transformed gambling compliance from a niche legal specialty into a multidisciplinary function spanning regulatory, data protection, and corporate law. That is not unique to gambling. It is what happens to any regulated industry when the compliance requirements become complex enough to create a professional services ecosystem around them.

The businesses that navigated this best share something with the best-run SMEs in any sector facing a similar squeeze. They did not wait for the rules to force change. They read the direction of travel early, invested ahead of the mandate, and treated the incoming requirements as a reason to improve the product rather than just a cost to manage.

Five casinos closed because they ran the numbers and walked away. Others are now in a stronger competitive position than they were before the regulations arrived. In a market where everyone faces the same rules, how you respond to them is the only variable left.

The latest NatWest Growth Tracker show a slowing of growth from private sector firms

Business activity in the North East remained in growth last month but slowed as global events weighed on confidence, a new report suggests.

The latest Growth Tracker data from NatWest showed a slowdown in activity growth in the North East private sector in March, with the slowest rate this year and companies highlighting softer sales growth.

Respondents to the survey reported higher prices and lower demand, in part due to the war in the Middle East.

Cost pressures surged to the highest since the start of 2023, the survey suggests, and business confidence fell. The headline North East Growth Tracker Business Activity Index, which measures change in the region’s manufacturing and service sectors, fell from 53.8 in February to 50.4 in March, indicating only a slight increase in business activity. The expansion in the North East was broadly in line with that seen in the UK as a whole.

Malcolm Buchanan, chair of the NatWest North Regional Board, said: “The North East private sector economy closed the first quarter of 2026 on uneven footing.

“The region registered only a fractional increase in business activity, following the trend seen at the UK level, with panel members often linking the moderation in growth to a steep jump in cost pressures, largely related to energy price rises following the outbreak of war in the Middle East.

“In fact, the rate of input cost inflation surged to the highest since January 2023, which pushed firms to raise selling prices to the greatest extent in just under three years as businesses looked to protect profit margins.

“At the same time, the pace of growth in new business slowed to a crawl during March, with some companies stating that fading client confidence had weighed on sales.

“That said, evidence of demand resilience encouraged firms to raise employment levels.

“Concurrently, business optimism regarding the year-ahead outlook softened from February’s recent high, and was the least pronounced since August 2025.

“While growth was expected to be boosted by new product launches, private sector businesses in the North East cited concerns regarding the health of the domestic economy and the wider impact of the war in the Middle East.”

Despite the more challenging business environment, the North East saw a slight improvement in staffing levels. It was one of only three increases seen out of the 12 monitored UK regions and nations, with only Northern Ireland and Scotland also seeing job creation.

The growth tracker has been released ahead of a week of key economic data being released. Next week sees the publication of monthly unemployment and inflation figures.

Iran declared the strategically vital Strait of Hormuz completely open to all commercial vessels Friday, easing weeks of global shipping disruptions and sending oil prices sharply lower as a fragile ceasefire between Israel and Lebanon appeared to hold.

Iranian Foreign Minister Abbas Araghchi announced the move on social media, stating that passage through the narrow waterway would remain open for the remaining period of the ceasefire in line with the truce halting fighting between Israel and Hezbollah militants in Lebanon. Ships must follow a coordinated route designated by Iran’s Ports and Maritime Organization, he added.

The announcement came hours after a 10-day ceasefire took effect in Lebanon, offering a potential de-escalation in a broader regional conflict that has drawn in the United States and raised fears of wider war. President Donald Trump welcomed the development, posting that Iran had agreed the strait would stay open and describing the situation as progressing toward a longer-term deal.

Yet confusion and caveats quickly surfaced. Trump emphasized that a U.S. naval blockade targeting Iranian vessels and ports would remain in full force until a permanent peace agreement is reached. Iranian officials warned that any continuation of the blockade could jeopardize the fragile truce.

The Strait of Hormuz, a narrow chokepoint between the Persian Gulf and the Gulf of Oman, carries roughly one-fifth of the world’s seaborne oil trade and significant volumes of liquefied natural gas. Its closure or disruption in recent weeks had stranded vessels, spiked insurance costs and rattled energy markets worldwide.

Oil prices plunged more than 5% in early trading Friday following the news, with Brent crude falling below key psychological levels as traders bet on resumed flows. Global stock markets rallied, particularly shares in shipping companies, airlines and energy-dependent sectors, reflecting relief over restored navigation in one of the planet’s most critical maritime arteries.

Here are five key things to know about the development:

First, the declaration is explicitly tied to the Israel-Lebanon ceasefire rather than a broader Iran-U.S. agreement. Araghchi framed the opening as a goodwill gesture aligned with the truce that began late Thursday. Celebrations erupted in Beirut with gunfire into the air as displaced families considered returning home, though U.N. peacekeepers reported minor alleged violations including Israeli airspace incursions.

Second, the U.S. position remains firm on enforcement. While commercial traffic from third countries may now proceed via designated routes, American officials clarified that the blockade on Iranian ports and vessels continues. Trump stated Iran had committed to never again using the strait as a weapon, yet Pentagon sources indicated monitoring would be intense and any perceived threats could prompt renewed restrictions.

Third, the timing gives shipping operators a narrow window. With the Lebanon ceasefire set for 10 days, operators have limited time to reposition stranded tankers and move thousands of sailors out of the Persian Gulf before the truce potentially expires. Major carriers like Maersk said decisions on transits would depend on ongoing risk assessments.

Fourth, the move highlights the strait’s enduring geopolitical importance. Iran has long threatened to close the waterway in response to sanctions or military pressure, a capability that has shaped decades of U.S. naval strategy in the region. The recent effective closure, triggered by escalating strikes involving the U.S., Israel and Iran, disrupted supply chains far beyond the Middle East and contributed to higher fuel costs globally.

Fifth, broader peace talks appear to be gaining momentum. Trump suggested negotiations with Iran could advance rapidly, possibly over the weekend, as mediators seek a more durable end to hostilities that have killed thousands across Iran, Lebanon, Israel and beyond. European leaders, including those from the U.K. and France, planned meetings on freedom of navigation, signaling international interest in stabilizing the route.

Analysts caution that the announcement offers only temporary relief. The ceasefire in Lebanon remains fragile, with both sides accusing the other of violations in the early hours. In southern Lebanon, residents reported sporadic artillery fire despite the truce terms allowing Israel self-defense actions but barring offensive operations.

For global energy markets, even a short reopening provides breathing room. Energy analysts noted that hundreds of tankers had been idled or rerouted around Africa at enormous extra cost. Resumed traffic could ease immediate pressure on Asian importers, particularly China, India and Japan, which rely heavily on Gulf crude.

Shipping industry sources reported cautious optimism. While the designated Iranian route offers a pathway, concerns persist over potential miscalculations, naval presence and insurance premiums that remain elevated. Some operators planned to wait for clearer signals from insurers and flag states before committing vessels.

The conflict’s human toll remains stark. Fighting has claimed more than 3,000 lives in Iran, over 2,100 in Lebanon, dozens in Israel and additional casualties among U.S. service members and Gulf states. The ceasefire and Hormuz opening represent a diplomatic pause, but underlying tensions over Iran’s nuclear program, regional proxies and sanctions continue to loom.

Iranian military commanders had previously warned that a prolonged U.S. blockade would be viewed as a ceasefire violation. The Islamic Revolutionary Guard Corps maintains significant capabilities in the strait, including fast-attack boats and missile systems that could rapidly alter the security picture if talks falter.

On the diplomatic front, the Trump administration has framed recent developments as evidence of successful pressure yielding results. Iranian officials portray the opening as a sovereign decision tied to de-escalation in Lebanon, where Hezbollah has been a key Iranian ally.

Economists warned that while Friday’s market reaction was positive, volatility could return quickly if the ceasefire breaks or if U.S.-Iran negotiations stall. Long-term resolution would likely require addressing sanctions relief, security guarantees and verification mechanisms for shipping safety.

Environmental and safety concerns also factor in. The strait’s confined waters have seen past incidents involving oil spills and collisions. With potentially hundreds of vessels transiting in coming days, maritime authorities called for heightened vigilance.

For ordinary consumers, the news could translate to modest relief at the pump in coming weeks if flows stabilize, though experts stressed that full normalization depends on sustained peace.

As the 10-day clock ticks, all eyes remain on whether this Hormuz opening becomes a stepping stone toward comprehensive talks or merely a brief interlude in a protracted standoff. Diplomats from multiple nations are expected to intensify efforts in the coming days to extend the Lebanon truce and address the wider U.S.-Iran confrontation.

The development underscores the delicate balance of power in the Gulf, where a single waterway can influence global economies, energy security and the prospects for regional stability. For now, the strait flows again — but the underlying currents of tension run deep.

The Federal Aviation Administration (FAA) announced on Thursday that it would implement a scheduling reduction at Chicago’s O’Hare International Airport after the airlines that serve the airport planned to scale up flights despite significant levels of cancellations and delays. 

O’Hare is the busiest airport in the U.S. based on flight volume and had over 3,080 flights planned on peak days for summer 2026, an increase of 14.9% from peak days in summer 2025 when just 60% of arrivals and departures were on time.

The FAA’s scheduling reduction will limit O’Hare’s daily operations to 2,708 flights to prevent a dramatic increase from last summer’s peak daily schedule with the goal of preventing a high volume of delays and cancellations. The flight limitations will be in effect from May 17 to Oct. 24, 2026.

“If you book a ticket, we want you and your family to have the certainty that you’ll fly without endless delays and cancellations,” said Transportation Secretary Sean Duffy, who added that the FAA will follow a similar template to what it used at another one of the nation’s busiest airports as it seeks to streamline O’Hare’s operations. 

FAA ORDERS AIRLINES TO CERTIFY MERIT-BASED PILOT HIRING OR FACE INVESTIGATION

The FAA is limiting the flight volume at Chicago O’Hare International Airport during the summer travel season. (Daniel Slim/AFP via Getty Images)

“We successfully turned Newark Liberty International into the most on-time airport in the Tri-State Area by fixing telecoms issues at record speed and reducing overcapacity,” Duffy said. 

“Applying that same strategy at O’Hare – where unrealistic schedules were set to dramatically exceed what they could handle – will reduce delays and make this busy summer travel season a little easier,” he said. 

“Along with our work to modernize air traffic control and boost staffing, the Trump administration is using every tool at its disposal to deliver a safe, efficient, and seamless flying experience,” Duffy added.

RISING FUEL COSTS THREATEN SPIRIT AIRLINES’ BANKRUPTCY EXIT PLAN: REPORTS

The FAA’s move comes despite airlines’ plans to increase flight volumes on peak summer travel days. (Kamil Krzaczynski/AFP via Getty Images)

The FAA’s announcement said that O’Hare’s proposed flight volume of 3,080 per day on peak days was an increase of 400 compared with last year. 

That proposal came against the backdrop of air traffic controllers dealing with constrained gate capacity and ongoing taxiway closures due to construction.

Airline representatives worked in one-on-one meetings with the FAA to find a balance between scaling back operations at O’Hare and meeting the airline’s needs.

DELTA LANDING ATTEMPT RATTLED BY WRONG TOWER RADIO MIX-UP, SPARKING ALARM NEAR LAGUARDIA

Chicago O’Hare International Airport is the nation’s busiest airport. (Daniel Slim/AFP via Getty Images)

Aside from limiting flight volume at O’Hare, the FAA also said that it’s bringing in more air traffic controllers and improving the speed of controller training while optimizing routes and airspace around Chicago to reduce delays. It’s also increasing collaborative decision-making (CDM) calls between the FAA, airlines and airports during potential high-risk periods.

“Our number one priority is the safety of the flying public, and that means ensuring airline schedules reflect what the system can safely handle,” said FAA Administrator Bryan Bedford.

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“We appreciate the airlines working together with us to reach a responsible level of operations that strengthens safety and delivers a more reliable travel experience for the American public,” Bedford added.