When you think of American Express, what kind of business comes to mind? For most people, AMEX is a financial services company that issues credit cards. If you’re a business owner, you might also associate them with payment processing. AMEX itself describes its mission as:
“American Express is a globally integrated payments company, providing customers with access to products, insights, and experiences that enrich lives and build business success.”
Nowhere in that description does AMEX mention being in the restaurant or hospitality business. And yet, the company operates a network of Centurion Lounges in airports around the world, prominently displaying its branding. But running a bar and restaurant—especially in the secure area of an airport—requires specific expertise. Instead of handling these operations in-house, AMEX contracts third-party operators to manage the lounges.
Who Runs the Lounges?
AMEX relies on companies that specialize in hospitality management to run its lounges. Some of these names may be familiar, while others might not be. For example, Plaza Premium operates its own network of independent lounges and also manages lounges for American Express, Capital One, and Citi. Another major operator, Sodexo Live!, handles airport lounges for AMEX, American Airlines, and Cathay Pacific, among others.
This system makes sense in theory—AMEX focuses on branding and experience, while the contractors handle daily operations like staffing, ordering supplies, security clearances, and compliance with health regulations. But what happens when those operators fall short?
A Troubling Pattern
Recently, several airport lounges, including two Centurion Lounges, have made headlines for receiving poor marks during health inspections. Most notably, the Atlanta Centurion Lounge received a failing grade from the health department in December 2024.
After this became public, AMEX intervened to address the violations, and the lounge eventually passed reinspection—though with a score that was still far from stellar. More concerning, however, was that this wasn’t an isolated incident. The lounge had barely passed its previous two inspections, scoring 71 (just one point above failing). It seems the repeated warnings weren’t enough to drive meaningful change until a failing grade forced action.
If this were just a one-off issue, it could be chalked up to local mismanagement. But shortly after the Atlanta story broke, reports surfaced that the AMEX Centurion Lounge in Charlotte had received one of the city’s 10 worst restaurant health scores. While it wasn’t a failing grade, it was certainly not a list you want to be on.
For AMEX Platinum cardholders, access to Centurion Lounges is a key perk that justifies the card’s high annual fee. But these reports raise concerns about whether AMEX is taking too much of a hands-off approach to lounge oversight. Unlike airlines, which have decades of experience managing customer-facing airport spaces, AMEX is a financial institution first and foremost. Without publicly available information about which company operates which lounge, it is difficult to determine whether the problem is isolated to a single operator or is more widespread. However, many travelers have noticed that Centurion Lounges tend to start strong when they open, only to decline over time. Menus become less inspired (chicken thighs seem to be a recurring theme), and unique features disappear.
Not Just an AMEX Problem
These issues aren’t exclusive to Centurion Lounges. Around the same time, an American Airlines Admirals Club in Philadelphia also failed a health inspection. Delta Sky Clubs have faced similar problems in the past, including multiple health inspection failures at the Chicago O’Hare Delta Sky Club. The reality is that banks and airlines alike outsource lounge operations, and some contractors do a better job than others.
What’s the Solution?
It’s unlikely that banks or airlines will bring lounge management in-house anytime soon. Contracting third-party operators is more efficient and cost-effective. But ultimately, it’s the brand’s name on the door. A failing health inspection reflects poorly on AMEX, American Airlines, and Delta—not the unknown contractor behind the scenes.
If companies want to be in the branded lounge business, they need to actively oversee the operations on which they’re putting their names. That means conducting independent audits, enforcing quality standards, and stepping in before bad press forces them to act. Because when things go wrong, it’s the name on the lounge, not the contractor, that ends up in the headlines.
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