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This paper examines the US aviation industry, analysing how profit-seeking has trumped safety in post-9/11 airline operations. Adopting a critical approach that questions the wisdom of accepting managerial decisions as unbiased and the pursuit of profits above all else as unproblematic, this article draws on psychoanalysis and the ethnographic study of airline pilots to evaluate the study's three hypotheses. The article finds that after a twenty-three year incubation period a “culture of mania” emerged at US airlines, precipitated by 9/11, and followed by a decade of increased cost-cutting and escalating risks, with troubling implications for air safety.