David Neeleman is a name that means new ideas and changes in the airline business. As the founder and CEO of Breeze Airways, Neeleman has built an amazing legacy by starting five commercial airlines, each of which has had a lasting impact on the aviation industry. His journey from a young business owner in Utah to a serial airline founder has taken more than 40 years and is full of bold ideas, customer-focused philosophies, and an uncanny ability to deal with the difficulties of one of the world’s most difficult industries. This article goes into detail about Neeleman’s life, his work in aviation, and how Breeze Airways is the final step in his plan to change the way people fly.
The Beginning of Aviation in Early Life
David Gary Neeleman was born in São Paulo, Brazil, to American parents on October 16, 1959. He got interested in aviation at a young age. David’s father worked as a foreign correspondent for United Press International and often traveled between Brazil and the United States. This gave David a taste of what it was like to fly. When Neeleman was five, his family moved to Sandy, Utah, where his grandfather, John Neeleman, a Dutch immigrant, owned a chain of convenience stores. This drive to start businesses would later have an effect on Neeleman’s career.
Neeleman’s first official job in the aviation industry was in 1984, when he and June Morris, who owned a travel agency in Salt Lake City, started Morris Air together. Neeleman’s new ideas were put to the test at Morris Air, a low-cost charter airline. He came up with the first electronic ticketing system and a system for making reservations from home, which let agents work from home—a revolutionary idea at the time. In 1988, Neeleman became president of Morris Air. In 1993, Southwest Airlines bought the airline for $130 million, and Neeleman made $25 million. He had to sign a non-compete agreement when he left Southwest, which made him look for new business opportunities.
A Lot of Airline Wins
Neeleman couldn’t work in the U.S. because of the non-compete clause, so he moved to Canada and helped start WestJet in 1994. WestJet quickly became a major player in the Canadian market by focusing on low prices and good customer service. It was based on Southwest’s low-cost structure. After the non-compete ended, Neeleman came back to the U.S. and started JetBlue Airways in 1998. This airline would change the way people travel cheaply. JetBlue gained a loyal following by offering things like leather seats, live TV on flights, and great customer service. Neeleman’s leadership as CEO until 2007 made JetBlue stand out, but he was firedfill in 2007 because of an operational crisis during an ice-covered storm.
Neeleman didn’t give up and started Azul Brazilian Airlines in 2008. The airline’s fleet of Embraer jets served markets in Brazil that weren’t being served well. By 2019, Azul had grown to take 27% of Brazil’s domestic market and had some of the highest profit margins in the business. Neeleman is still Azul’s chairman, which shows how much power he still has. His short time owning 45% of TAP Air Portugal, along with Humberto Pedrosa, showed that he wanted to be a global player. However, the Portuguese government later bought more shares in the airline.
The Beginning of Breeze Airways
Neeleman announced his fifth airline business in 2018. It was first called Moxy Airways, but it was later renamed Breeze Airways to avoid trademark issues with Marriott’s Moxy Hotels. Breeze Airways started flying on May 27, 2021, during the COVID-19 pandemic. Its goal was to connect underserved midsize cities in the U.S. with nonstop flights, which set it apart from older airlines that used hub-and-spoke models. Breeze’s headquarters are in Cottonwood Heights, Utah. The company uses the slogan “The Seriously Nice™ Airline” to show that Neeleman is committed to making travel affordable and of high quality.
Breeze’s business model focuses on routes that major airlines don’t serve, like Charleston to Akron or Provo to San Bernardino. Before Breeze, travelers had to take long drives or connect flights. Breeze uses advanced data modeling to find markets with little competition and point-to-point service that saves time and money. The airline’s fleet started with Embraer 190 and 195 jets that it leased from Azul. By 2024, it had ordered 90 Airbus A220-300 jets. The A220 is fuel-efficient, has a quiet cabin, and has a lot of room, which fits with Breeze’s goal of giving customers a high-quality experience at a low price.
Creativity and the Customer Experience
Neeleman’s philosophy has always been to go above and beyond what customers expect. He came up with the phrase “surprise and delight” at JetBlue, which quickly became a marketing buzzword. People who boarded JetBlue’s new planes with leather seats and personal TVs were often amazed, which helped the airline grow. Breeze builds on this legacy by calling itself a “technology company that happens to fly airplanes.” Its app, which is based on Uber and Amazon, makes it easier for customers to interact with the company, which lowers costs and increases convenience.
Breeze has four types of tickets: “No Flex Fare,” “Nice,” “Nicer,” and “Nicest.” Each one is designed to meet the needs of different travelers. The “Nicest” option, which comes with first-class seating on the A220, offers more legroom, free meals, and Wi-Fi. It combines low-cost access with high-end features. Neeleman’s interest in technology goes beyond just operations; Breeze uses data to improve routes and prices. The airline’s fleet plan, which focuses on the A220, makes it possible for efficient travel from coast to coast and a better experience on board. Economy seats have a 2-3 seating arrangement, and “Ascent” premium seats have a 2-2 arrangement.
Problems and Disagreements
Starting Breeze during the pandemic was a risky move because there was a lot of demand for travel but the market was already full of low-cost options. Competitors like Avelo Airlines, which was started by former Allegiant executive Andrew Levy, made the fight for travelers who care about price even harder. Industry experts warned of a possible “bloodbath,” but Breeze did well because it focused on routes that weren’t getting enough attention and kept its operating costs low. By 2023, it was making money and was named one of the best domestic airlines in the U.S. by Travel + Leisure.
There has been a lot of talk about Neeleman’s unusual methods. People were upset that he hired Utah Valley University students as part-time flight attendants and treated the job like an internship because it could hurt the long-term career prospects of people in the field. Neeleman says that having new, excited crew members makes the experience better for passengers, and the program fits with Breeze’s plan to save money. Also, his public criticism of COVID-19 lockdowns and funding of a controversial study on the prevalence of SARS-CoV-2 raised eyebrows, showing that he was willing to go against what most people thought.
A Plan for the Future
Neeleman’s plans for Breeze go beyond just flying within the US. There were rumors on X in 2023 that Breeze would start flying across the Atlantic to Dublin, but there has been no official word on this yet. A possible partnership with Azul to connect to Brazil shows that the company wants to expand internationally. Breeze wants to serve more than 150 cities by 2030, up from 70 in 2025. The company could have as many as 130 planes in its fleet. Neeleman’s focus on sustainable aviation fuels and new technologies, like his work with Lilium’s electric helicopters, shows that he is always looking ahead.
At the CAPA Airline Leader Summit in 2025, Neeleman talked about Breeze’s philosophy: serving travelers that legacy carriers don’t pay attention to while using technology to keep costs low and experiences high. His ADHD, which he sees as a strength, helps him see patterns and shake up markets, which is what keeps him successful. He told Fortune, “Congratulations!” He’ll see patterns that no one else will ever see, he said when talking to a parent about his diagnosis.
Impact and Legacy
David Neeleman’s career shows that you can be strong and creative. His businesses have always pushed the limits, from Morris Air’s electronic ticketing to JetBlue’s in-flight entertainment and Azul’s market transformation in Brazil. Breeze Airways is likely to carry on this tradition because it focuses on markets that aren’t served well and uses technology to run its business. Neeleman’s ability to start airlines that not only survive but also do well in a very competitive field makes him a living legend.
Neeleman has a lot of energy in both his personal and professional lives. He has a net worth that has grown because of his business successes and a family of ten kids from his first marriage to Vicki Vranes. Being a member of the Church of Jesus Christ of Latter-day Saints and going on a two-year mission to Brazil at age 19 shaped his values, which stress service and community. As Breeze grows, Neeleman’s idea of a “Seriously Nice” airline promises to change the way people travel for less money. This shows that even in a rough industry, new ideas and good customer service can still thrive.
