Once again, New York Stewart International Airport has suffered a setback. With the recent announcement that Iceland’s low-cost carrier PLAY Airlines is pulling out of its North American markets — including Stewart — the Hudson Valley loses not just a direct link to Europe, but another symbol of what Stewart could be if given a real chance to succeed.

For travelers dreaming of chasing the northern lights or exploring Europe on a budget, it was a gateway to possibility. Now, it’s another missed opportunity — another headline about a route lost too soon.

Stewart’s story is not new. The airport has long been treated as an afterthought — by airlines that dip a toe in and pull back at the first sign of turbulence, and by the Port Authority, which operates Stewart but seems to lack a long-term vision for nurturing it. If Stewart is ever going to reach its potential as a vital player in the region’s transportation network, that has to change.

Airlines must stop treating Stewart like a trial balloon. Building new routes and travel habits takes time. PLAY’s exit is driven in part by larger financial decisions and the volatile nature of transatlantic aviation, but it also reflects a broader impatience in the industry. You can’t expect sustainable growth if routes are abandoned before they’ve had a chance to mature.

At the same time, the Port Authority must step up. It’s not enough to manage Stewart — it needs to champion it. That means aggressive marketing campaigns, serious investment in ground transportation links, and a clear, consistent pitch to airlines that Stewart is not just an overflow valve for New York City, but a strategic hub for the growing Hudson Valley and beyond.

The remaining airlines — Allegiant and Breeze — continue to offer solid domestic service to sunny and leisure destinations. But an airport with Stewart’s infrastructure and location should be more than a regional connector. It should be a launchpad to the world.

If the Port Authority wants Stewart to succeed, it must act like it. And if airlines want to serve smart, underserved travelers, they need to have more vision and more patience.

Stewart doesn’t need another broken promise. It needs a real plan — and partners committed to seeing it through.