Podcast appearances and mentions of David Neeleman

Neste episódio analisamos o acordo entre os Estados Unidos e a China para as tarifas. Após meses de tensão comercial, as duas potências concordaram que as taxas norte-americanas aplicadas a produtos chineses vão passar para 55% e as chinesas aos EUA serão de 10%. O que é que isto significa para o comércio global? Na segunda parte o foco é a TAP. A transportadora tem até ao dia 23 para pagar uma dívida à Azul, do antigo acionista David Neeleman, num momento em que a privatização deverá estar prestes a ser retomada. Com Celso Filipe e Inês Pinto Miguel numa edição de Hugo Neutel.

The founder of JetBlue, Azul and Breeze discusses the U.S. and Latin American airline markets, sustainability, air traffic control and supply chain challenges with host Aaron Karp. 

David Neeleman, CEO and founder of Breeze Airways, talks with James Shillinglaw of Insider Travel Report, about how his domestic point-to-point airline is now profitable after three years and despite the pandemic. Neeleman, who founded three successful airlines and revived a third during his career, also offers his thoughts on the future of the airline business as it consolidates and divides into different kinds of carriers. For more information, visit www.flybreeze.com. All our Insider Travel Report video interviews are archived and available on our Youtube channel (youtube.com/insidertravelreport), and as podcasts with the same title on: Spotify, Pandora, Stitcher, PlayerFM, Listen Notes, Podchaser, TuneIn + Alexa, Podbean,  iHeartRadio,  Google, Amazon Music/Audible, Deezer, Podcast Addict, and iTunes Apple Podcasts, which supports Overcast, Pocket Cast, Castro and Castbox.

Breeze Airways will launch new twice-weekly service between Richmond International Airport and Sarasota-Bradenton, Florida beginning Nov. 22, airline officials announced Wednesday. The service will run on Mondays and Fridays, bringing to 13 the total number of destinations served by Breeze from RIC on a year-round or seasonal basis. "We're thrilled that Richmond has been such a successful market for us and we continue to see more opportunities for growth," said David Neeleman, Breeze Airways' founder and CEO. "For our Virginia guests looking for another great, warm-weather destination, SRQ offers amazing beaches and much more." "Richmond International Airport is delighted and...Article LinkSupport the Show.

S&P 500 closes above 5600 for the first time ever as that index and the Nasdaq set fresh record closes and Apple notched its 7th straight record close. BD8 Capital's Barbara Doran and Bespoke's Paul Hickey break down the market action. Carlyle Group's Jeff Currie on the setup for the energy trade heading into the second half. Breeze Airways founder and CEO David Neeleman on TSA record numbers, the busy summer travel season and new routes and destinations of his new airline.  

David Neeleman, the CEO of Breeze Airways, joins KRLD's David Johnson on the CEO Spotlight to discuss the carrier's new route from DFW Airport to Provo, Utah.

Watch Carol and Tim LIVE every day on YouTube: http://bit.ly/3vTiACF. Breeze Airways Founder and CEO David Neeleman discusses growth for the 3 year-old airline and shares his thoughts on Boeing's recent safety issues. Hosts: Carol Massar and Tim Stenovec. Producer: Paul Brennan. See omnystudio.com/listener for privacy information.

Watch Carol and Tim LIVE every day on YouTube: http://bit.ly/3vTiACF. Breeze Airways Founder and CEO David Neeleman discusses growth for the 3 year-old airline and shares his thoughts on Boeing's recent safety issues. Hosts: Carol Massar and Tim Stenovec. Producer: Paul Brennan. See omnystudio.com/listener for privacy information.

Breeze CEO David Neeleman joins Gene to talk about the newest destinations coming from Breeze to Rhode Island. Also, Neeleman talks about the overall success of the budget airline. See omnystudio.com/listener for privacy information.

David Neeleman, Breeze Airways Founder and CEO joins Larry to discuss Breeze's impact in Pittsburgh, new flights being added, and new expansions for Breeze.

This weeks episode was filmed outside of our usual format, and was recorded in front of a live audience. We had the opportunity to sit down with aviation titan and serial entrepreneur, David Neeleman, whose visionary mind behind JetBlue, Azul, Breeze Airways and others, has revolutionized the way we fly. From humble beginnings and grappling with ADD, to pioneering the e-ticketing system and establishing airlines that prioritize customer satisfaction, David's journey is a testament to innovation and resilience. Delve into his early adventures in the travel industry, the pivotal moments of failure and redemption, and how faith and family have been his guiding stars. David also shares invaluable insights for aspiring entrepreneurs, revealing the essence of passion, the importance of surrounding oneself with the right people, and the transformative power of dreaming big. Join us for an inspiring dialogue that traces the highs and lows of a remarkable career, offering lessons on leadership, perseverance, and the relentless pursuit of excellence in the face of adversity. Hosted on Acast. See acast.com/privacy for more information.

Almost 75% of cities in America lost some form of air services, with over 100 cities having lost more than 25%.  Responding to this huge decline in regional flights, with many markets underserved or left behind by United, American or Delta, Breeze Airways Founder and CEO David Neeleman saw an opportunity to reboot the travel industry—for the 5th time. An airline pioneer, David started multiple commercial airlines including Azul—Brazil's largest  Airline—which transformed the country's travel and logistics network, WestJet in Canada, Morris Air—which he sold to Southwest, and JetBlue—which broke records as the fastest growing airline. Breeze now operates more than 150 routes in dozens of cities—and in just two years has already been ranked as one of the country's best domestic airlines by Travel + Leisure magazine.  I invited David to join me for an episode of The Reboot Chronicles podcast to unpack how he is once again rebooting the airline industry—and bringing travel back to underserved communities and beyond. --- Send in a voice message: https://podcasters.spotify.com/pod/show/rebootchronicles/message

Airline impresario David Neeleman, founder and CEO of fledging Breeze Airways, talks with James Shillinglaw of Insider Travel Report at last month's Skift Global Forum, where he spoke about his innovative airline. Neeleman, who founded JetBlue and Brazil's Azul, and revived TAP Air Portugal, has created a new point-to-point carrier to serve underserved communities around the U.S. with brand new smaller aircraft—and he tells us he's ready to grow internationally as well. For more information, visit www.flybreeze.com.  If interested, the original video of this podcast can be found on the Insider Travel Report Youtube channel or by searching for the podcast's title on Youtube.

This week's Eye on Travel Podcast with Peter Greenberg -- from the Edgewood Hotel in Lake Tahoe, Nevada. Are the nation's largest airlines becoming an oligopoly? Peter sits down with airline maverick David Neeleman - the Founder of JetBlue and CEO of Breeze Airways, for his take on the good, the bad, and the ugly. Then, we take a look at responsible travel. Edgewood is a member of Beyond Green Hotels, an aptly named group of hotels that goes beyond canned mission statements when it comes to the environment and sustainability. Peter chats with Historian Joe Lourdeaux on the history of the hotel and the lake. Finally, a deep immersion conversation with Amy Berry - The CEO of the Tahoe Fund - about the critical need for destination stewardship, what they are doing to preserve the lake, and how other communities are following suit. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week's Eye on Travel Podcast with Peter Greenberg -- from the Edgewood Hotel in Lake Tahoe, Nevada. Are the nation's largest airlines becoming an oligopoly? Peter sits down with airline maverick David Neeleman - the Founder of JetBlue and CEO of Breeze Airways, for his take on the good, the bad, and the ugly. Then, we take a look at responsible travel. Edgewood is a member of Beyond Green Hotels, an aptly named group of hotels that goes beyond canned mission statements when it comes to the environment and sustainability. Peter chats with Historian Joe Lourdeaux on the history of the hotel and the lake. Finally, a deep immersion conversation with Amy Berry - The CEO of the Tahoe Fund - about the critical need for destination stewardship, what they are doing to preserve the lake, and how other communities are following suit. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Breeze Airways founder and CEO, and perennial airline entrepreneur, David Neeleman sat down for a wide ranging conversation with Brian Sumers at the Skift Global Forum in New York this week. On stage, Neeleman spoke of everything from soft fall travel demand to Breeze's international plans, and his views of sustainable aviation fuels. Reading List Breeze Sees Softer Bookings as Airline Growth Outpaces Fall Travel Demand Spirit Airlines Stuns with Forecast of Steep Third-Quarter Loss JetBlue Founder Neeleman's 5th Act Breeze Airways Is Finally Taking Off

In This Episode: David Neeleman — founder of jetBlue and other airlines — has made a splash this year at Raleigh-Durham International Airport with his newest venture, Breeze Airways. Neeleman joins the podcast to share the experience, and what he sees next for aviation. Meanwhile, co-hosts Jake and Stephanie cover route planning, Air France's new flight in North Carolina and more. Episode Guest: David Neeleman is an entrepreneur who has founded several airlines, including jetBlue, WestJet, Azul and more. His latest airline, Breeze Airways, began operating in 2021. Send Us Airmail! We want to hear from you – drop us an email at communications@rdu.com to let us know what you'd like to hear on The Fly Angle. Be sure to include your name and other details about yourself and we might feature your Airmail in an upcoming episode. Music “Moment” — Amine Maxwell Music provided by Audio Library Plus

Join us for an exciting conversation with David Neeleman, the mastermind behind Breeze Airways™. Don't miss his stories about the fascinating details of the start-up airline, including its goals, vibrant company culture, and highly anticipated fleet composition. Hear all of this and more when you tune in!   WHAT YOU'LL LEARN FROM THIS EPISODE What separates Breeze Airways™ from other airlines? Actions Breeze Airways™ takes to ensure the well-being of airline employees Favorable benefits of flying for Breeze Airways™ Breeze Airways™ programs to outsource talents and streamline their hiring process The key concern on the unionization of Breeze Airways™ pilots   RESOURCES/LINKS MENTIONED JetBlue Jonathan Ornstein United Airlines Chick-fil-A The Checklist by Alexandra Franzen | Paperback  SkyWest Airlines National Mediation Board The Air Line Pilots Association   ABOUT DAVID NEELEMAN David is the Founder and CEO of Breeze Airways™. He is a remarkable entrepreneur who has created successful airlines like JetBlue, Morris Air, WestJet, and Azul. Born in Brazil, he later moved to Utah. David co-founded Morris Air in 1984, implementing innovative systems such as electronic ticketing and home reservationists. After selling Morris Air, he developed the Open Skies reservation system and acted as a consultant for WestJet. David then founded JetBlue Airways, leading it to become a major airline and earning numerous awards. He subsequently launched Azul in Brazil, expanding air travel options.   Now, David focuses on the US market with Breeze Airways, operating 39 routes and planning to reinvent low-cost travel with nonstop service. Breeze currently operates 13 aircraft and has orders for 60 more, with deliveries starting in October.   CONNECT WITH DAVID Website: Breeze Airways™ LinkedIn: David Neeleman   CONNECT WITH US  Are you ready to take your relationship to the next level? Don't wait until it's too late. Use the promo code “PODCAST” and save 10% on all our services. Check us out at www.spitfireelite.com!   If you want to recommend someone to guest on the show, email Nik at podcast@spitfireelite.com   FREE professional pilot resume templates available at www.spitfireelite.com/podcast/.    SPONSOR If you're a professional pilot looking for a great financial planning partner for your retirement, tax, and investment, go to www.tpope.ceterainvestors.com/contact or call 704-717-8900 ext 120 to schedule a consultation appointment with Timothy P. Pope, CFP®   

A Comissão Parlamentar de Inquérito à TAP continuou esta semana. Foram quatro governantes e ex-governantes a falar aos deputados, numa semana que também ficou marcada por Alexandra Reis, pela devolução de parte da sua indemnização.See omnystudio.com/listener for privacy information.

A Comissão Parlamentar de Inquérito à TAP continuou esta semana. Foram quatro governantes e ex-governantes a falar aos deputados, numa semana que também ficou marcada por Alexandra Reis, pela devolução de parte da sua indemnização.See omnystudio.com/listener for privacy information.

Living with ADHD as an Entrepreneur | How To Turn ADHD Into a Superpower ADHD and entrepreneurship [00:00:01] I introduce myself and my purpose of helping entrepreneurs with ADHD manage their condition and succeed in business. Challenges faced by ADHD entrepreneurs [00:00:57] I discuss the challenges faced by entrepreneurs with ADHD, including difficulties with managing money and the lack of tailored information and support available. Importance of tailored support for ADHD entrepreneurs [00:04:28] I emphasize the importance of tailored support for entrepreneurs with ADHD, as generalized information and advice may not work for those with neurodivergent conditions. Debt and Bankruptcy [00:07:47] I talk about my personal experience with debt and bankruptcy, and the advice I received from influential people. Procrastination and Fear [00:09:18] I discuss my observations and insights on procrastination and fear, and how they relate to my own experiences. Brain Scans and Deactivating Tasks [00:10:00] I talk about my brain scans and how they relate to deactivating tasks, stove moments, and the difficulties faced by people with ADHD and neurodivergent individuals. Brain Activating and Deactivating Activities [00:15:28] I discuss the difference between brain activating and deactivating activities and how they affect my ability to concentrate and procrastinate. Paralysis by Analysis [00:20:09] I talk about how overthinking and the abundance of options can lead to paralysis by analysis, making it difficult to make decisions and take action. Flowing vs Concentrating [00:21:36] I explain the difference between flowing and concentrating, and how they relate to effortless and immersive focus versus deliberate and intentional application of focus. Building a Business [00:24:14] I talk about how I started my production company with the help of my friends and how having help was crucial for me to thrive. I also mention how I struggled when I had less help and how I ultimately got what I wanted, which was to stop traveling. Shifting Focus [00:26:24] I talk about how I shifted my focus and language from what I didn't want to what I wanted, which was to stay home, coach, and be abundant. I also emphasize the importance of being clear about what one wants to achieve. Brain Activating Tasks [00:27:57] I talk about how I try to build a life that allows me to spend as much time as possible in brain-activating tasks, such as walking, bike rides, and talking to people. I also mention the importance of reducing or delegating brain-deactivating tasks, such as doing taxes. Recognizing Your Sweet Spot [00:31:08] I talk about recognizing my strengths and focusing on what works for me, leading to inner peace and satisfaction. One Size Does Not Fit All [00:32:02] I discuss how advice and courses may not work for everyone and the importance of finding what works for me. ADHD as a Superpower [00:36:21] I talk about how ADHD can be a superpower for entrepreneurs, using the example of David Neeleman, founder of JetBlue Airways. Designing the paperless ticket [00:38:49] I discuss David Neman's contribution to paperless ticket design, with reference to ADHD thought leader Ned Hollowell. Collaboration between opposites [00:39:35] I discuss the benefits of collaboration between people with different thinking patterns and preferences, with examples from successful companies. Overcoming fear and finding direction [00:43:40] I share a success story of a client who overcame fear and found direction, and emphasize the importance of finding what works best for each individual. Listening to others [00:46:13] I talk about the importance of listening to others to gain more context and help me identify blind spots. Coaching pricing and method [00:46:54] I explain my coaching pricing and method, which involves using an asynchronous app called Voxer and emphasizes personalized help. Defining success in business [00:51:16] I discuss the loose definition of suc

Ex-Secretário de Estado Adjunto das Finanças disse que 55 milhões de euros que o Estado pagou para comprar posição de David Neeleman na TAP evitou custo reputacional. É mais um mistério do dossier TAPSee omnystudio.com/listener for privacy information.

David Neeleman (que foi elogiado na AR), o PS (que quer travar na TAP) e o Conselho de Fiscalização das Secretas (que não vê o crime de que fala o governo) são o Bom, o Mau e o Vilão.See omnystudio.com/listener for privacy information.

Welcome to the daily304 – your window into Wonderful, Almost Heaven, West Virginia.   Today is Sunday, April 2  Did you know you can camp for free within the New River Gorge National Park?...a new airline at Yeager will offer budget flights to Orlando and “the other” Charleston…and an African-American arts academy hosts summer camp for teens…on today's daily304. #1 – From THE GAZETTE-MAIL –  “It's a pretty place,” said first-time New River Gorge National Park and Preserve camper Sharon Simpson as she relaxed on a chair at her campsite in the park's Glade Creek Campground. “The only sounds you hear are from the river or a passing train,” Simpson said. “When I walked to the creek to take some pictures, a deer walked right past me.” Unlike most campgrounds in other national parks, where campers are charged fees averaging about $20 per night, all eight campgrounds found within the New River National Park and Preserve are free and open year round. They're rated primitive--meaning they lack drinking water, bathhouses, or hookups for power and other utilities--but what they lack in amenities are more than made up for with the area's natural beauty and proximity to recreation like fishing and hiking.  Read more: https://www.wvgazettemail.com/news/new-river-gorges-no-fee-campgrounds-a-rarity-among-national-parks/article_39387025-9380-5371-a9db-46fa91db3cc2.html   #2 – From GOVERNOR.WV.GOV –  Gov. Jim Justice has announced a partnership with the successful new low cost carrier Breeze Airways to connect West Virginia International Yeager Airport (CRW) with at least five cities over the next two years.  New nonstop flights to Orlando, Florida (MCO) and Charleston, South Carolina (CHS) will begin May 31, 2023. The new routes are now on sale at introductory fares of $59 and $49, respectively, one way. At least three more destinations, including New York City, are slated to be added over the next 24 months.  This innovative partnership between the state, Kanawha County, and the City of Charleston comes after years of decline in available destinations from smaller airports around the country, including West Virginia International Yeager Airport. The new flights will more than double air connectivity to West Virginia's capital. Breeze was launched in 2021 by JetBlue founder and former CEO David Neeleman with a mission to fill a key gap in America's air-travel offerings: efficient, affordable, direct flights between secondary airports, bypassing hubs for shorter travel times. It was recently named one of the best domestic airlines in the U.S. by Travel + Leisure.  Read more: https://governor.wv.gov/News/press-releases/2023/Pages/Gov.-Justice-announces-historic-airline-partnership.aspx   #3 – From BLACK BY GOD –  The Norman Jordan African American Arts & Heritage Academy is planning its 2023 Summer Youth Arts & Heritage Academy.   NJAAAHA is an annual summer arts program that offers teenagers between the ages of 12-18 concentrated study in their chosen artistic discipline. The program provides classes in instrumental and vocal music, theater, dance, visual arts, creative writing (including hip-hop and basic songwriting), and arts technology. The workshops are supplemented with historical and cultural knowledge associated with the students' chosen art form, with guest performers, field trips and more.  Norman Jordan of Ansted, WV was the president and chief financial officer of the NJAAA&HA until his passing in 2015. Jordan was one of the leading African-American poets of West Virginia and the Black Arts Movement.  This year's academy will meet at West Virginia State University the week of July 10-15. Applications are open at https://normanjordanaaaha.com/ Read more: https://blackbygod.org/articles/community/the-norman-jordan-african-american-arts-heritage-academy-returns-for-2023-summer-youth-program-at-west-virginia-state-university   Find these stories and more at wv.gov/daily304. The daily304 curated news and information is brought to you by the West Virginia Department of Commerce: Sharing the wealth, beauty and opportunity in West Virginia with the world. Follow the daily304 on Facebook, Twitter and Instagram @daily304. Or find us online at wv.gov and just click the daily304 logo.  That's all for now. Take care. Be safe. Get outside and enjoy all the opportunity West Virginia has to offer.

Footwear designer Ashley Cole has had a passion for business and fashion from a very young age. After graduating from the Fashion Institute of Technology with a Bachelors of Fashion Merchandising, she worked for Giorgio Armani, Diane von Furstenberg, and JetBlue Airways.   Ashley comes from a very entrepreneurial family – her father, David Neeleman, is the founder of JetBlue Airways. Her first real job after college was working at JetBlue under Stan Herman, an American fashion designer who was President of the Council of Fashion Designers of America (CFDA), until 2006 at which time Diane von Furstenberg took over the position. He is also known worldwide for his leading-edge corporate uniforms.   Ashley tells us she feels very lucky to have worked with Herman, as he was hired to lead JetBlue toward being a fashion-forward airline.  And while that was an incredible experience to work with him, Ashley was ready to go off and do her own thing.    In 2015, Ashley created Cecelia New York, named after her first daughter. Her designs incorporate style and comfort with the highest quality of materials and craftsmanship, using Italian leathers with a range of authentic and luxurious materials.    The Cecelia New York shoe line is now carried at Nordstrom, Anthropologie, SAKS Fifth Avenue, Neiman Marcus, and specialty stores internationally.   In this episode, Ashley tells us about life as a designer and business owner, while raising her 6 children in Holladay, UT, near Salt Lake City. You read that right. 6 KIDS. She continues the family tradition of raising entrepreneurs by involving her children along every step of the design, production and marketing processes and values their input!    Holly asks about Ashley's design background and start in the fashion industry:    “In my life, I have to be really engaged. And I if I can hyper-focus on something, I feel like I can make anything happen. So, I wanted to find a place where I could do business and fashion because fashion is such a passion. But I knew I loved business, too. So, I did some electives in design, but it was not my major. My major was actually in business.” – Ashley Cole After hiring different designers to help start her business, she felt frustrated when no one was able to really get to what she had in her mind.  She found herself sketching out her own ideas. She wasn't formally trained for that, but she feels her exposure while working with major designers and mentors gave her a real-time learning.    Who is the Cecelia New York Customer? Ashley tells us that her customer is a woman who doesn't mind getting noticed, and who likes a little something special, a little different. But it needs to be wearable. As a mom of six herself, she is always chasing kids. The Cecelia customer needs function, but also a little extra. The target age is mid 30's and up to whoever wants a little more style in their life. #YESPLEASE   What is the price point of your shoes? Ashley says she is sensitive to the expense of her shoes, but just cannot skimp on the craftsmanship of her shoes, or compromise on the quality of the materials she chooses.  “I wish I could help people understand what a quality shoe costs to produce. We use the best leathers, we bring them in from Italy. We really work on quality and comfort. And, try to give a price that is attainable. There is so much that goes into making a quality shoe.” – Ashley Cole Sustainability is also a factor.  Her team spends a lot of time in their factories in Italy. There are very strict tests that monitor the chemicals and processes they use.  They are working toward more sustainable designs because Ashley knows it is so important. People want durability, but not by hurting our earth, when wearing something beautiful.    Key to this area is taking care of the people who work in her factories. She says the workers are happy and love their jobs. She makes it a point to visit the factories and to care for the people who ultimately produce her designs. The Cecelia Shoe Designs: From Ashley's famous Hibiscus flower embellishment to high-style boots and functional, pretty flats, not only are her designs fun, flirty, pretty, and unique, but they are COMFORTABLE!   The HIBISCUS FLOWER Heel: A bold flower blooms at the ankle of an attention-grabbing, lace-up sandal lifted by an angled block heel. Comes in a rainbow of beautiful colors! Heel style:  block/chunky Toe style:  open toe   The LILA Flat: The LILA Flat is the perfect flower flat.  The leather upper and moldable flower add a chic touch to a comfortable flat - designed to wear comfortably all day.   The BRACKET Boot: The BRACKETT ankle boots are ideal to wear from season to season with transitional ease. These bootie style leather uppers have leather fringe dripping off the top, a pointy toe and padded insole. YES!! THANK YOU FOR THE COMFORT!   The EMMIE Boot: A sheer mesh, suede synthetic, stretch boot with a clear 3-inch heel. Please run to Holly's Pinterest board to see this fabulous style!   The WHINNEY Wedge: The Whinney is a standout wedge sure to turn heads, with an ankle strap, a 4-inch wedge heel, padded foot bed, 2-inch platform, fabric bow detail, double toe strap in bright color combos like blue and red, or multi-pinks.     The REGGIE Tweed Flat: Tweed fabric upper flat with a large buckle detail and soft sole is the perfect slip on shoe for all your needs.   There's so much more to learn about this amazing designer!    We loved getting to know Ashley Cole and how she built her designer shoe brand. You too will love learning about her journey through the fashion industry, the importance of her family in her business model, and her passion for beautiful and highly-crafted footwear designs – that are as comfortable as they are stylish.   To learn more about Cecelia New York, visit their website at www.cecelianewyork.com. You can also follow them on Instagram @cecelianewyork.   Please LIKE, LOVE, SHARE, DOWNLOAD and SUBSCRIBE to our podcast wherever you listen!   FASHION CRIMES PODCAST “The best fashion friend you never knew you needed!” www.fashioncrimespodcast.com Hosted by your favorite personal stylist, Holly Katz.

Jay had a chance to talk to the CEO of Breeze Airways, David Neeleman.

Jay had a chance to talk to the CEO of Breeze Airways, David Neeleman.

This week: Erik Sabiston, RTAG, Veterans to Aviation; Momentum at David Neeleman's Azul; Expansion in South America; New Icelandic low-cost airline "Play" launches service from Dulles to Iceland; Listener Q's: Recommendations for airline data web sites? Can the boarding process be improved? Shout-outs to Travelers United plus all airport & airline workers.

Our 100th episode includes a very special guest: The founder of JetBlue and Breeze Airways, David Neeleman! He discusses with Angela how he discovered he had ADD, advice for parents whose children have ADD, advice for people going through college and wondering their next steps, what it's like to run companies while having ADD, and more.

David Neeleman has founded five airlines, including JetBlue. He recently launched a new airline, called Breeze. His problem: How do you use technology to bring down the cost of airfares? He's been working on that problem for decades -- from inventing ticketless travel in the 1980s, to building a 21st century airline where customers never need to call customer service to ask for help. If you'd like to keep up with the most recent news from this and other Pushkin podcasts be sure to subscribe to our email list.See omnystudio.com/listener for privacy information.

See omnystudio.com/listener for privacy information.

This week's Eye on Travel Podcast with Peter Greenberg covers how to maximize frequent flyer miles, the growth of Breeze Airways, and outlook on the travel industry in 2022 with Actor Robert Wuhl and CEO of Breeze Airways David Neeleman.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week's Eye on Travel Podcast with Peter Greenberg covers how to maximize frequent flyer miles, the growth of Breeze Airways, and outlook on the travel industry in 2022 with Actor Robert Wuhl and CEO of Breeze Airways David Neeleman.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Coming Soon! Catch a flight from Rhode Island International Airport to Los Angeles with Breeze Airways. CEO of Breeze, David Neeleman, joined Gene Tuesday morning to talk about Breeze Airways new expanded flights. See omnystudio.com/listener for privacy information.

Conversamos com Mark Neeleman, ele é americano, de uma família de empreendedores, e juntamente com seu irmão David Neeleman, empresário global do setor aéreo, fundou no Brasil a Azul Linhas Aéreas. Depois de 5 anos na companhia, decidiu se dedicar ao seu grande sonho, a Bamazon, uma empresa focada em disseminar o uso do bambu em construções e diversos utensílios, e com isso contribuir para a redução do desmatamento na Amazônia.

Alegação criou controvérsia entre António Costa e David Neeleman, mas é falsa. O primeiro-ministro acusou erradamente o antigo acionista da TAP de levar várias empresas a abrir insolvência em 2020. See omnystudio.com/listener for privacy information.

Eleitores isolados podem sair para votar. O debate dos 11 sem assento parlamentar. David Neeleman entrou na campanha. Boris Johnson vai sobreviver ao PartyGate?

David Neeleman disse que o primeiro-ministro “faltou à verdade” com declarações que afetaram o seu “nome e reputação”.

À Lusa, o empresário afirma que “desde o início” da sua carreira teve “a oportunidade de criar cinco empresas de aviação em diferentes países como os Estados Unidos da América, Canadá e Brasil” e que, “apesar de nos dois últimos anos a indústria da aviação ter passado pela sua maior crise de sempre [devido à pandemia de covid-19], nenhuma dessas empresas foi à falência nem foi sujeita a qualquer tipo de intervenção similar até à presente data”.

Join business giant David Neeleman, founder of JetBlue Airways, Azul Airlines, and Breeze Airways to find out how to achieve your dreams, and rebuild your career when things don't go the way you planned.

This week: Rick Deurloo, Chief Commercial Officer, Pratt & Whitney unveils GTF Advantage engine; Thanksgiving travel recap; The Omicron variant - now what? A crackdown on unruly passengers; Listener Q on our David Neeleman interview re: start-up routes; Complaint: Southwest sale fares only available on web - Fine or Whine? An IATA shout-out.

This week: David Neeleman, Founder, Breeze Airways, JetBlue, & More; Dubai Air Show new aircraft orders; AA & United talk holiday staffing at Skift; Listener Q's: Should the EAS program be terminated? From Australia: Is Qantas & it's LCC successful? Complaint: Alaska Airlines Charged $125 to seat my grandson next to me - Fine or Whine? Plus a tribute and shout-out.

The successor to the popular Airbus A320 has been finalized with Airbus officials saying it is not a question of "If" but "When" the smaller Airbus A220 (Bombardier C Series) is stretched for a likely A220-500 variant to replace the A320. Have you flown the Airbus A220, or experienced it as a passenger? What are your thoughts on the aircraft? Please do tell us through Twitter (/KatsSquawk). 

David Neeleman is the Founder of 5 airlines and changed the way people experienced surprise and delight by flying JetBlue. During the pandemic, he launched his latest airline brand, Breeze, and I sat down with David to talk about what branding means to him, what makes great company culture, how a book inspired the JetBlue brand, and his preferred airline naming process (in the case of JetBlue the name was derived the Friday before a Monday launch).Needless to say, an episode that is packed with insights from a truly amazing brand builder I believe all of us are thrilled to hear from on the subject of branding.

Breeze Airways will soon get its first Airbus A220-300, and has ordered 20 more of the type, British Airways commits to sustainable aviation with its Better World A320, and Air New Zealand and Airbus chart an MoU towards hydrogen aircraft for the next decade. You can reach us on Twitter (/KatsSquawk) for your suggestions and thought! 

Breeze Aviation Group, Inc., trading as Breeze Airways, is an American airline headquartered in Cottonwood Heights, Utah. The airline was founded by David Neeleman, who previously co-founded Morris Air, WestJet, JetBlue, and Azul Linhas Aereas.[4] Breeze's operations launched on May 27, 2021, with its inaugural flight from Tampa International Airport to Charleston International Airport. devices are intended to improve the efficiency of fixed-wing aircraft by reducing drag.[1] Although there are several types of wing tip devices which function in different manners, their intended effect is always to reduce an aircraft's drag by partial recovery of the tip vortex energy. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

This week's Eye on Travel Podcast with Peter Greenberg covers succeeding in today's airline market, the competitiveness of the wine industry in the Pacific Northwest, payment plans for taking trips and magic in New York City with Former NFL Quarterback Drew Bledsoe, JetBlue Founder & CEO of Breeze Airways David Neeleman, UpLift CEO Brian Barth and Steve Cohen of Chamber Magic.Privacy Policy and California Privacy Notice.

This week's Eye on Travel Podcast with Peter Greenberg covers succeeding in today's airline market, the competitiveness of the wine industry in the Pacific Northwest, payment plans for taking trips and magic in New York City with Former NFL Quarterback Drew Bledsoe, JetBlue Founder & CEO of Breeze Airways David Neeleman, UpLift CEO Brian Barth and Steve Cohen of Chamber Magic.

In the mid-90s, David Neeleman wanted to launch a new airline. He had already co-created a regional airline out of Salt Lake City that was acquired by Southwest. And despite his admiration of Southwest's business model, Neeleman felt there was a market for a different kind of budget airline. He envisioned flights to cities other budget airlines avoided and excellent customer service, with high-tech amenities. In 2000, he launched JetBlue and in its first year, the company flew over 1 million people, and cultivated a loyal customer following. Then came the 2007 Valentine's Day ice storm.

David Neeleman's new airline breezes to a ticket counter near you soon, as the first flights launch next week. Edward "Ned" Russell discusses his interview with Neeleman (in the May 24 issue) with Madhu Unnikrishnan.  And why is Ryanair trying to make "fetch" happen?   Learn more by subscribing to Airline Weekly.

A new airline has selected Richmond International Airport as one of the 16 inaugural airports it will serve, company and airport officials announced Friday. Breeze Airways – founded by David Neeleman, who previously founded JetBlue, Brazil’s Azul, Canada’s WestJet, and Utah-based Morris Air (which was later purchased by Southwest Airlines) – will begin serving RIC July 8 with flights to and from Charleston, S.C. Subsequent flights between Richmond and New Orleans will begin July 15, and those between Richmond and Tampa will start July 22. “Being chosen for the historic launch of Breeze Airways means serious perks for RIC travelers,...Article LinkSupport the show (http://henricocitizen.com/contribute)

Pedro Janot é um dos grandes nomes no ramo empresarial brasileiro! ele foi um dos principais responsáveis pelo sucesso da Azul Linhas Aéreas, empresa que presidiu desde o lançamento até sofrer um acidente durante uma viagem de descanso, em 2011, que o deixou tetraplégico. Janot começou a carreira na Mesbla; passou pelas Lojas Americanas; assumiu a diretoria da Richards; foi o primeiro CEO da Zara no Brasil; teve uma rápida passagem pelo Grupo Pão de Açúcar; e, logo em seguida, assumiu o desafio imenso de criar, ao lado do americano David Neeleman, a primeira companhia aérea low cost do Brasil, que conquistou 13% do mercado nos primeiros cinco anos. atualmente, está no comando da Contravento, consultoria voltada para a melhoria de processos no varejo de moda, é sócio do Grupo Solum, que busca aproximação das PMES ao mercado de capitais e é conselheiro de algumas empresas. além disso, Pedro acaba de lançar um livro chamado "A Vida É Tudo o Que Você Faz com Ela", no qual ele compartilha toda a sua experiência pessoal e profissional com o objetivo de ajudar os jovens a fazerem escolhas melhores e mais conscientes. esse bate-papo com Janot tá repleto de sabedoria, com destaque para o trecho em que ele fala sobre como manter a cultura de uma empresa viva dentro de todos os colaboradores. espero que vocês gostem! FALE COMIGO NAS REDES SOCIAIS: LinkedIn Instagram SIGA A WEE! Instagram LinkedIn se você curtir o podcast vai lá no Apple Podcasts / iTunes e deixa uma avaliação, pleaaaase? leva menos de 60 segundos e realmente faz a diferença na hora trazer convidados mais difíceis. além disso, eu curto ler os comentários! ;)

David Neeleman, airline savant (think JetBlue) and perpetual optimist, is at it again with a new budget carrier called Breeze. By Drake Bennett Learn more about your ad-choices at https://www.iheartpodcastnetwork.com

O acionista privado da Groundforce vai hoje ao Parlamento explicar o impasse financeiro em torno da empresa, que continua sem fim à vista e com os salários de 2.400 trabalhadores ainda por pagar. “Alfredo Casimiro está a espera de ser o novo David Neeleman e quer receber milhões” para sair, acusa a comissão de trabalhadores (CT), “Tenho ido à casa de colegas que só têm dois iogurtes no frigorífico para comer”, denuncia Luísa Borba da CT da empresa.

Lee has some personal experiences and an interview with Jeff Benedict about founder David Neeleman, an atypical CEO.  See omnystudio.com/listener for privacy information.

Today someone asked me why I'm doing this Monetization Nation show and how I can help the readers, listeners, and viewers. I figured the answer to those two questions would make a great blog post.  Trauma that Results from “Not Getting” Digital Monetization Early in my career, I did not understand tectonic shifts or digital monetization, and it resulted in some traumatic experiences for me, my family, my employees, and my investors. For example, in the first Monetization Nation episode, I told the story of losing a publicly-traded company I had created because I didn't reach monetization fast enough.  Soon after we lost that company, some friends of a family member were at our home for a social gathering. The guests asked where I worked, and I told them the name of my business. The guests didn't realize I was the CEO of that business. I was very young at the time and they assumed I was an employee. When they realized where I worked, they proceeded to tell me how my business was awful because we had laid off their friends, a husband and wife who both worked for us, less than a month before Christmas. Ouch. It was a really awkward moment when I explained I was the one who had laid off their friends.  I agree with them. That layoff so close to Christmas was something pretty awful I did to that great family because I didn't understand how to get my business to monetization fast enough. The trauma that family went through was my fault. That's what happens when entrepreneurs don't understand how to leverage tectonic shifts and generate digital monetization. Azul's Success Thankfully, that was decades ago and I've been able to learn a lot to help my businesses and other companies be much more effective at digital monetization. I am doing this show so that hopefully thousands of other entrepreneurs, their families, their employees, and their investors don't have to go through what the people around my failed company had to go through.  Let me contrast the tragedy of that failed company with the joy I felt about 18 years later, on April 11, 2017, when Azul, the Brazilian airline, began trading on the New York Stock exchange. In the early days of Azul, for more than a year, I spent about half of my time in Brazil helping Azul develop and implement a digital strategy. I would fly to Brazil and work there for a week or two and then fly home and spend a week or two with my family. I don't recommend that. It was very hard on my family and me. But we do what we have to do to provide for our families, right? My role at Azul was only a small part of the effort contributed by many talented people. However, the day I watched the video of Azul's IPO (initial public offering) I had chills and was so grateful I was able to be a small part of a company that had been so successful leveraging tectonic shifts and digital monetization.  The day it went public, Azul raised $645 million in a dual initial public offering in Sao Paulo and New York. That day David Neeleman, the Azul founder, told CNBC “We are an airline today that does 26% of all the domestic air revenue in Brazil. That's from zero to 26 in eight years.” Today's stock trading price values Azul at more than $2.3 billion. Why I Do Monetization Nation So, why am I doing Monetization Nation? As a result of David Neeleman being so successful in his entrepreneurial endeavors, he has been able to make a massive contribution for good in the world in many ways. I've witnessed this first hand because David asked me to serve as the President of his non-profit foundation, which I did for a year.  I feel that one of the best ways I can do good in the world, and pay it forward for all the people who have helped me, is to share the digital monetization secrets I've learned to help entrepreneurs become masters at leveraging tectonic shifts and digital monetization. My goal is that because of Monetization Nation, thousands of entrepreneurs and the people around them won't have to go through the type of traumatic experiences we did decades ago, and that those people will instead have the expanded resources they need to make a much greater difference for good for millions of people.  I feel that because I know some things, which can help many entrepreneurs and the people around them avoid pain and achieve their desired success, I have a moral obligation to share it.  Digital Monetization Strategies Now, let's talk about the second question. How can I help you to avoid more of the pain and achieve more success in your entrepreneurial journey?  I've consulted for a lot of companies over the past two decades. This has been a great learning experience for me because I've been able to learn from the successes and failures of many companies more successful than my own, and from many entrepreneurs much smarter than me.  Nearly all of these other companies have started working with me by hiring me to help them research and develop their digital strategy or their monetization strategy. When I started helping the other companies do this, I called them digital strategies, and over time, they have evolved to become digital monetization strategies. We do extensive research before creating one of these strategies. Then, we customize the presentations to help the business leverage the level-10 passion of their target audience, the assets that many of them didn't even consider to be assets, and the tectonic shifts most relevant to them, along with numerous other recommendations to better achieve their monetization goals. I love creating these presentations and helping businesses clearly see the strategy to most effectively achieve their desired outcome. Based on feedback from my clients, I believe that the greatest value I have provided to other companies has been through those digital monetization strategies.  Then, after delivering this presentation, the clients own it and can do whatever they want. They can implement any portion of it they want themselves, or hire my team and me to execute part or all of the plan. However, in nearly all of the cases, after delivering the strategy presentation, the clients have hired my team and me to help them execute the recommended digital monetization strategy.  Monetization Assessment I've consulted for a lot of companies over the years. As part of the research to create these digital monetization strategies, I ask a lot of questions, and I've refined the questions over the years to get better results. I have taken a bunch of the questions and turned them into a Monetization Assessment, which you can take for free. Then, after you complete the assessment, we will review it and prepare customized feedback for your business.  Would you like Monetization Nation to give you customized feedback about how your business can leverage tectonic shifts and accelerate your digital monetization? Or would you like to work with me to help you develop and execute your digital monetization strategy? Then, fill out the free assessment today. It doesn't answer all of the questions I would have for you, but it's a great start.  Completing this Monetization Assessment is an important next step in your monetization journey because it will help you identify areas where you're already doing well and areas where it might be important to focus more resources.  I would love to help you reach your monetization goals, so you have more time and resources for the things that really matter to you. Take the Free Monetization Assessment. Key Takeaways Here are some of the key takeaways that stood out to me from today's episode. When we don't get tectonic shifts and digital monetization, it can cause trauma for entrepreneurs and the people around them. Monetization Nation exists to help entrepreneurs effectively leverage tectonic shifts and digital monetization, so we can avoid a lot of the pain and achieve more of the success we are seeking.  Take the free Monetization Assessment and get customized feedback for your business. Want to be a Better Digital Monetizer? Did you like today's episode? Then please follow these channels to receive free digital monetization content: Get a free Monetization Assessment of your business Subscribe to the Monetization eMagazine. Follow the Monetization Nation Blog. Join our private Monetization Nation Facebook Group. Subscribe to the Monetization Nation YouTube channel. Subscribe to the Monetization Nation podcast on Apple Podcast, Google Podcasts, Spotify, or Stitcher.  Connect with Nathan on Linkedin.  Follow Monetization Nation on Instagram.  Follow Monetization Nation on Twitter. Challenge If we desire monetization we have never before achieved, we must leverage strategies we have never before implemented. I challenge each of us to pick one thing that resonated with us from today's episode and schedule a time this week to implement it to help achieve our monetization goals. Share Your Story What stories do you have with monetizing a digital business? Please join our private Monetization Nation Facebook group and share your insights with other digital monetizers. Read at: https://www.monetizationnation.com/22-why-i-do-monetization-nation-and-how-i-can-help-you/

“If you love life, don't waste time, for time is what life is made up of.” -  Bruce Lee I've observed many incredibly successful entrepreneurs and CEOs who make many more decisions based on time than on money, and I've seen the same trend in my career. In this episode, we're going to discuss how to more effectively invest time, our most precious commodity.  Going Back to College After a Decade to Get My Degrees After my junior year in college, I dropped out of school to focus on growing Adoption.com full-time. After running Adoption.com for more than a decade, I felt stagnated and paralyzed in my entrepreneurship. It felt like others were putting limits on me because I didn't have a college degree, and that I was hitting glass ceilings. I wanted to be a better entrepreneur, and I didn't want to be a limiting factor in the growth of my businesses. As one solution to be a better entrepreneur, I wanted to go back to finish my degree. My wife and my business partner were both supportive, so I hired a good friend to manage the day-to-day operations of the business under my direction and immediately enrolled in school in another state.  Soon after restarting school, my wife suggested I try to simultaneously enroll in the MBA (Masters of Business Administration) program, which was about to start, while I was finishing my undergraduate degree. This MBA program was something she knew I really wanted to do, but I believed I had to finish my undergraduate degree first and then apply for the MBA program the following school year. I didn't think there was any chance the MBA program would ever let me simultaneously enroll while I was still finishing my undergraduate degree, or that they would let me apply to start in just a few weeks. But, because of my wife's encouragement, I asked and I was shocked when the university agreed to let me do both programs at once.  I gratefully did that MBA program and I loved it. I know some entrepreneurs feel college isn't worth it, but I disagree, at least for my situation. I loved my professors, classmates, and classes in the BYU MBA program. Through that program, I was amazed at how much I learned that I didn't know I didn't know through my first decade of entrepreneurship. Doors opened to me, such as the Deseret Digital Media position, or university classes I've taught, that would not have been possible without that master's degree.  Finding the Best Mentors  As a second solution to becoming a better entrepreneur, I went looking for mentors. Since I had started my first business as a college student and had always been the CEO since then, I had never had the experience of being mentored by highly successful entrepreneurs who I worked for. I wanted to be mentored by and learn from highly successful entrepreneurs.   So I started doing digital strategy, marketing, and execution work for other entrepreneurs. Over the next few years, I approached four incredibly successful entrepreneurs from whom I wanted to be mentored, and I was very blessed that all four of them allowed me to work for them. These four men weren't just successful entrepreneurs, but they were also striving to nurture family and faith at the core of their lives, which I wanted in my life as well. Those four entrepreneurial mentors for me were: David Neeleman who founded 4 airlines such as JetBlue and Azul;  Carlos Martins, a billionaire entrepreneur from Brazil who created the world's largest network of language learning schools;  Paul Allen, who started Ancestry.com (not the Microsoft Paul Allen); and Clark Gilbert, who was a former Harvard Entrepreneurship professor and the CEO of Deseret Digital Media. I was able to absorb strategies and insights from those amazing entrepreneurs by helping grow their ventures. My treasured time working for these four men felt like an apprenticeship stage of my entrepreneurial journey. It is very important for every entrepreneur to create mentoring opportunities where they can learn from entrepreneurs who have been-there-done-that and have already achieved the kinds of success we want to achieve, in the areas that matter most to us. Time is Our Most Precious Commodity  One of the most important lessons I learned from these great men was that time seemed to be their most precious commodity. I saw them make many decisions based more upon time than upon money. For example, I vividly remember the first time I traveled to Brazil to meet with Carlos Martins and his team, and how he had a helicopter pick me up at the airport in Sao Paulo and fly me to his home to save me hours of driving in traffic to his home. Time was so precious to him.  Then, later that night I remember playing soccer (or football as we call it in Brazil) in Carlos' backyard with him and his family. I played soccer as a child and in high school and I love it. I think Carolos was surprised that an American knew how to play soccer. For Brazilians, soccer is just a part of life. For many Brazilians, it is more prestigious to be on the Brazilian national soccer team than to be the President of Brazil. No joke. Anyway, the helicopter ride had saved hours of driving, which allowed us time to make some fun memories together. I was blessed to help Carlos create several businesses, and that soccer game was a great way to start off the business relationship. He had traded the cost of the helicopter ride in part for the time to make that connection.   Each of my four mentors had to be incredibly diligent about managing their time so they could accomplish the amazing things they did, and still have plenty of time for the other things that mattered most, such as their faith and their families. They each had to consciously remove many less-important things from their lives so they had time for the things that were more important. It's kind of like they were constantly working to maximize their ROT (Return on Time).  I believe that because these men learned how to leverage time as their most precious commodity they were able to find much more success in all of those areas. Reinvesting Time in Things That Matter Most I have not had anywhere near the success of those four men, but time has also become my most precious commodity. I find myself wanting more time to do the things that matter most to me, such as spending time with the people I love, my faith, my health, and the causes I care about. I strive to outsource and delegate tasks I can so I can get time back.  More than two decades ago, when my wife and I were newlyweds, she had an OBGYN whose daughter was attending college. His daughter's college was 1 hour 45 minutes away, but he had a scheduled lunch appointment with her every Friday. That meant he invested about 5 hours each Friday to have lunch with his daughter. He was a doctor, whose time was very valuable, yet he chose to invest his precious time with someone who was even more precious to him. I was so impressed with his recurring father-daughter dates, that I am trying to follow his example and do a date with each of my daughters every week I'm in town. Coaches and Consultants Can Help Us Get Time Back The National Academy of Science survey respondents reported: “...greater happiness after spending money on a time-saving purchase than on a material purchase.” Coaches and consultants can help save us the time of having to learn and execute everything new on our own.  Almost every entrepreneur I consult for has lamented that they and their teams are maxed out and don't have enough time to implement everything they want to do in their businesses. Some entrepreneurs identify top priority projects, and outsource those projects to qualified people they know will complete the projects well.  Most of my consulting clients have contracted with me as a way to buy more time. They were capable of figuring out and doing their own digital monetization, but they were very busy and didn't have the time to wait to learn and implement it on their own. They wanted someone they could trust to quickly do things well for them, so they could save that time. If you are looking to get more of your time back for what matters most, and if you want some help developing and implementing a revolutionary monetization strategy that leverages tectonic shifts, please visit my consulting site at MonetizationPartners.com to schedule a free consultation.  Tectonic Shifts Can Give Us Time Back  Tectonic shifts can be another very effective way for busy entrepreneurs to make more powerful use of their most precious commodity of time. As I mentioned in a previous episode, tectonic shifts can be kind of like catching a wave surfing. If we ride the wave, the momentum of the wave can get us to shore in a fraction of the time. Similarly, as we effectively leverage tectonic shifts, the momentum of that tectonic shift may help get us to our desired business goals faster. For example, passion-driven marketing can help us connect with our potential customers faster, diversifying revenue with information products can help us grow our revenue faster, credibility marketing can help us increase trust faster, and funnels can help us improve our conversions faster, etc. Key Takeaways Here are a few of the key takeaways from today's episode to help us get a better ROT (Return on Time): Continuously invest in our entrepreneurial education, as I did going back to school. Online courses, live conferences, podcasts, and blogs are other great ways to do this. If we really want to do something, it often doesn't hurt to ask, instead of assuming the other person will say “no.” They might surprise us and say “yes” as the MBA program did with my simultaneous enrollment request. Create mentoring opportunities where we can learn from entrepreneurs who have achieved the success we want to achieve in the areas that matter most to us, and not just financial.  As we find ways to save time, we should be careful to re-invest that time in the things that matter most to us, as my wife's doctor did with his daughter. We should consciously remove the less-important things from our lives so we have more room for the things that matter most.  We may consider outsourcing some of our most important projects to someone we can trust will get them done well.  We might consider hiring coaches who can accelerate our learning curve, and save us the time having to learn everything on our own. We should leverage tectonic shifts to accelerate the growth of our businesses. Want to be a Better Digital Monetizer? Did you like today's episode? Then please follow these channels to receive free digital monetization content: Get a free Monetization Assessment of your business Follow the Monetization Nation Blog. Subscribe to the Monetization eMagazine. Join our private Monetization Nation Facebook Group. Subscribe to the Monetization Nation YouTube channel. Subscribe to the Monetization Nation podcast on Apple Podcast, Google Podcasts, Spotify, or Stitcher.  Connect with Nathan on Linkedin.  Follow Monetization Nation on Instagram.  Follow Monetization Nation on Twitter. Challenge If we desire monetization we have never before achieved, we must leverage strategies we have never before implemented. I challenge each of us to pick one thing that resonated with us from today's episode and schedule a time this week to implement it to help achieve our monetization goals. Share Your Story  How have you been able to save time and reinvest it into something that matters most to you? Please join our private Monetization Nation Facebook group and share your insights with other digital monetizers. Read at: https://www.monetizationnation.com/15-how-to-more-effectively-invest-time/  

“Give me a lever long enough and a fulcrum on which to place it, and I shall move the world.” - Archimedes A lever is one of the most basic tools and yet it can be incredibly powerful. Levers allow us to lift items that we don't have the strength to lift on our own. Using a lever is called leverage, which according to dictionary.com means to “use to maximum advantage.” That's what we're going to be talking about in this episode; how we can leverage our assets to metaphorically lift more than we would have the strength to lift on our own.  Leveraging Our Time Time is a precious resource and we want to be sure we are using it to the maximum advantage, or in other words, leveraging it. That means we need to spend our time doing the things that will reward us with the returns that matter most. One way we can do that is through delegation. If there are tasks we can delegate to someone else, we should do it. This will require us to have other assets like effective team members and money to pay them.  Another way to leverage our time is to leverage unexpected extra time. On Salesgravy, Jason Eatmon shares a story of when the soccer team he was coaching played a very difficult opponent. At one point in the game, one of Jason's players was injured. As Jason jogged out to the field to check on him, he was surprised to see what the other team was doing. Instead of standing around, they ran quickly to their coach on the sideline and started stretching and discussing the game. This team realized the importance of unexpected timeouts and leveraged that time to improve and prepare themselves for the rest of the game.  Time Audit If we're not sure if we're leveraging our time effectively, we should do a time audit on ourselves. A time audit works very similarly to the budget planning process, in which we record how we are spending our money, then group together similar transactions, analyze that data, and then make a plan for how we would like to spend our money in the future. Finally, at the end of future months, we repeat this process and compare our actual spending to our plan and make changes as necessary to accomplish what matters most with our money. Here are the steps of a time audit:  Record - We carefully record everything we do with our time for a week. It's important to not deviate from how we normally spend our time during this week.  Categorize - We group together the time spent on similar tasks in categories. Analyze - We analyze how we spent our time.  Decide - We decide how we want to change our time allocation to best invest in what matters most.  Schedule - We develop a schedule for how we are going to use our time according to our plan going forward. We put this schedule in our phones with reminders. Assess - Finally, we schedule a time regularly to assess how we are doing implementing our plan and make any changes necessary to achieve what matters most to us with our time.  Leveraging Our Customers Next, we need to leverage our customers. I'm not suggesting we take advantage of anyone. What I mean here is instead of focusing on one and done sales, we should be striving to create long-lasting relationships with our customers by continually providing them with value.  Acquiring a new customer can be 5X more expensive than holding onto our existing customers. In fact, increasing our customer retention by as little as 5% can yield an increase in profits anywhere from 25-95% (Source: Outbound Engine). Plus, hopefully, most of our existing customers already like us. That means it should be much easier to convince them to do more business with us. Statistics show that selling to a repeat customer has a 60-70% success rate while selling to a potential customer is only 5-10% (Source: Outbound Engine). That's why it's important to see our existing customers as an asset that we can leverage.  Leveraging our existing customers is about recognizing what other offerings they would benefit from. A great example of this is DBDPet. This company is a one-stop-shop for exotic animals but it didn't begin that way. It began with just one bearded dragon in a garage and expanded into more exotic animal breeding from there. That was when the company began to recognize how difficult it was for their customers to obtain all the tools and food they needed to meet their pets' needs. DBDPet decided to fill that need and began selling everything needed to take care of the animals their customers were buying.  DBDPet didn't stop there in offering their customers value. They realized that there wasn't a lot of information on how to care for the pets they were selling. They became experts on the care of many different animals, and they share their information for free on their social media channels. This free offering provides great value to their customers and attracts potential customers to their brand. Ultimately, DBDPet has done a great job leveraging their customers to increase the company's offerings and improve customer loyalty.  Another way we can leverage our customers is by sharing their success stories, testimonials, and incentivizing them to refer us to their friends and family. Short videos are usually the most effective way to leverage these success stories and testimonials. Consumers are turning more and more to trusted sources for advice on where to buy. Past customers are some of the most trusted sources for new customers. This is why leveraging our customers can be invaluable in gaining new customers.  Leveraging Our Successes  When we experience great successes and achievements, we should be leveraging those experiences to gain more business opportunities. Potential customers are more likely to trust that we can give them what they want if we can show them we've done it before. For example, my first successful business was Adoption.com. Once I had that success, I leveraged it to gain my first consulting client. The success I helped that client achieve added to my Adoption.com leverage and helped me gain more clients and investors.  Here's another example of leverage related to my consulting work in Brazil. I know Brazil and the Portuguese language well thanks to my two-year mission there. When I went back to finish my college degree, one of the deans of the business school recruited me to serve as the President of a non-profit foundation started by David Neeleman. David is the founder of Azul, a Brazilian airline. David got to know my work through that non-profit. My knowledge of Brazil and the Portuguese language from my mission, alongside David Neeleman watching my work as I ran his foundation during my schooling, gave me leverage. That's why when David started Azul, he recruited me to help develop and implement digital strategy. I was told Azul became the fastest-growing airline while I was there.  Carlos Martins is a billionaire in Brazil. He saw the success we had at Azul (more leverage) which resulted in him hiring me to help him grow three of his ventures in Brazil. Notice how the success at each level gives leverage that helps us advance to the next level. We can leverage our successes by sharing testimonials and success stories.  Another way to leverage our successes is by sharing awards from credible sources. Here's an example. Years ago, the BYU Center for Entrepreneurship gave me their “Best of the Decade” award. I can think of many people who deserve that award more than me, and I don't know why they gave it to me. However, that sounds like a very impressive award, and I've been able to leverage that to help secure contracts with numerous other graduates of that school. We just have to be careful to not share the stories in ways that sound arrogant, just like I probably sound really arrogant sharing that story. Sorry. Just trying to give an example of a principle. Leveraging Tectonic Shifts “When we leverage, we aggregate and organize existing resources to achieve success.” - Richie Norton, Author of The Power of Starting Something Stupid As I've shared before, there are tectonic shifts occurring all over the business world, and they're going to run their course and change things up whether we leverage them or not. The businesses that are quickly and effectively leveraging tectonic shifts are likely the ones that are going to jump ahead of their competitors and come out on top.  Leveraging tectonic shifts is all about being willing to change the way we do business to match the changing opportunities. It doesn't matter how big, well established, or dominant we are. If we keep doing the same things we've always done, our competitors will leverage the tectonic shifts, and the tectonic shifts will have the power to bury us. We will become stagnant and stale without them. Instead, we need to recognize the tectonic shifts occurring and leverage them by changing the way we do business.  A good example of this is the Wine Library, run by Gary Vaynerchuk. In the late 90's Gary recognized the tectonic shift the internet was creating. His father owned a simple, local liquor store, Shoppers Discount Liquors. Gary moved his father's liquor store onto the internet, making it one of the first online stores for alcohol. They renamed the company Wine Library and went from making 3 million to 60 million (Source: Gary Vaynerchuk).  Gary didn't stop there either. He saw how popular videos were and how easy it was becoming to upload your own videos and he decided to create Wine Library tv. In his show, Gary teaches viewers about different wines. This idea wasn't something many were doing at the time and his show became very popular. It was highly effective because it was a form of advertising that consumers were actively seeking because of the entertainment and knowledge it provided. The online tv show added greatly to the success of Wine Library.  At Monetization Nation, we are coming together as fellow entrepreneurs to identify tectonic shifts and find ways to leverage them together to our advantage. If you'd like to join us in this quest, visit our Facebook page to find fellow digital monetizers who are striving to achieve monetization goals they've never achieved before. Or, follow our podcast to hear from real business leaders as they share with us the lessons they've learned from successes and failures.  Key Takeaways Here are some of the key takeaways that stood out to me from today's episode:  We should leverage our time by performing a time audit, helping to ensure we're maximizing the precious time we have.  We should leverage our customers by offering products and services that will result in repeat customers, incentivizing referrals, and sharing customer success stories and testimonials.  We should leverage our successes by sharing our stories of success or our awards won, hopefully in a manner that doesn't feel arrogant.  We should leverage tectonic shifts by changing the way we do business to fit the new shifts occurring.  Want to be a Better Digital Monetizer? Did you like today's episode? Then please follow the following channels to receive free digital monetization content: Get a free Monetization Assessment of your business Follow the Monetization Nation Blog. Subscribe to the Monetization eMagazine. Join our private Monetization Nation Facebook Group. Subscribe to the Monetization Nation YouTube channel. Subscribe to the Monetization Nation podcast on Apple Podcast, Google Podcasts, Spotify, or Stitcher.  Connect with Nathan on Linkedin.  Follow Monetization Nation on Instagram.  Follow Monetization Nation on Twitter. Challenge If we desire monetization we have never before achieved, we must leverage strategies we have never before implemented. I challenge each of us to pick one thing that resonated with us from today's episode and schedule a time this week to implement it to help achieve our monetization goals. Share Your Story What assets do you leverage or hope to leverage in the future? Please join our private Monetization Nation Facebook group and share your insights with other digital monetizers. Read at: https://www.monetizationnation.com/13-with-enough-leverage-we-can-move-the-earth/  

David Neeleman has founded five commercial airlines: Morris Air, WestJet, JetBlue Airways, Azul Brazilian Airlines, and Breeze Airways. In 2000, David founded JetBlue Airways, growing the start-up airline into a Fortune 500 US company, with a market cap (at the time of this recording) of over $5 billion. In 2008, David founded an airline called Azul, which has grown to become one of the largest airlines in Brazil. In 2020, David founded a new domestic US airline called Breeze Airways. David has been called the most prolific and successful aviation entrepreneur in the world.The portfolio companies identified and described herein do not represent all of the portfolio companies purchased, sold or recommended for funds advised by Peterson Partners. The reader should not assume that an investment in the portfolio companies identified was or will be profitable. Any opinions, projections, forecasts and estimates contained in this production are necessarily speculative in nature, are based upon certain assumptions, and subject to change without notice. It can be expected that some or all of such assumptions will not materialize or will vary significantly from actual results. This production is not an offer to buy or sell any investments. Past performance is not indicative of future results.

Fashion has always been an important part of Kerry's life. She left her corporate sales job to pursue a career she loves. And, yes, she has always loved clothes! Personal styling felt like the perfect fit. Kerry Cordero is on a mission to show people, one beautiful outfit at a time, how to dress with purpose and live a life of intention and dreaming. We discuss the importance of not saving your best pieces and explore how ADHD is a secret superpower when it comes to design. And, of course, there's nothing bad about being a rebel. All you need to do is rebel well. ✨ Kerry's LinksWebsite: https://styleandselfexpression.com/ (styleandselfexpression.com) Instagram: https://www.instagram.com/firstlookimage_/ (@firstlookimage_) Inspirationhttps://www.foliosociety.com/uk/the-velveteen-rabbit.html (The Velveteen Rabbit) by Margery Williams. This is Kerry's favourite childhood book. “It's about becoming real and how you kind of have to live your life and get a little dirty”. Entrepreneurship & ADHDA number of famous entrepreneurs also happen to have ADHD. People like business mogul Sir Richard Branson, IKEA founder Ingvar Kamprad and JetBlue founder David Neeleman. So Kerry, as an ADHDer, is in excellent company. Did you know that people with ADHD are three times more likely to own their own business? Entrepreneurship fits perfectly with the ADHDer's need for stimulation and willingness to take risks. The design world can learn a lot from ADHD too. You could even say ADHD is a design superpower. After all, with their naturally low tolerance for unclear, overcomplicated design, ADHDers can offer valuable insight. Even a streamlined brand like Apple could learn some lessons. Kerry was not impressed with the Apple Podcasts app for a start. Style NotesRebel well. Even as a 7-year-old, Kerry knew she did not want to wear those yellow gauchos her mother was insisting on. Gauchos became fashionable in the late 1960s. They are wide, calf-length trousers, frequently made of leather and copied from a style worn by South American cowboys. Don't save your best for never. If you have a fabulous piece of heirloom jewellery you love, dig it out of hiding and wear it. Wear what you love. Find a way to be personally expressive with your style. As Kerry says, “Personal style is about making a choice. And you can always do something to choose to wear what you love.” Be irresistible. Be fascinating. And, of course, rebel well.

Antes da ordem do dia: David Neeleman fez um excelente negócio

In a recent Jimmy Fallon video featuring Guy Raz from 'How I Built This,' Raz talks about what members of the Church of Jesus Christ of Latter-day Saints (otherwise known as Mormons) learn early on that makes them great entrepreneurs. Jimmy and Guy talk about LDS missions and the mentality that comes with constant rejection. Guy also talks about his podcast interview with founder of JetBlue Airlines, David Neeleman (a member of the Church of Jesus Christ), and how Neeleman believes members of the Church become such good entrepreneurs. Don't forget to subscribe to our YouTube channel: https://www.youtube.com/saintsunscripted

Each week, Guy will be hosting brief online conversations with founders and members of the How I Built This community about how they're navigating these uncertain times. This past week, Guy spoke with two former guests: David Neeleman of JetBlue Airways, and Tristan Walker of Walker & Company. David described how Azul Airlines, his Brazil-based company, has been directly impacted by the COVID-19 crisis, and Tristan explained how he's innovating from home.

David Neeleman, the CEO of American low-cost airline JetBlue Airways, will launch a new affordable airline called Breeze Airways. Previously known as Moxy, Breeze is Neeleman's fifth airline brand. It will target underserved airports and destinations that have only a few direct flights. Neeleman did not specify which cities Breeze will serve, but he revealed that the new airline's headquarters will be located in Salt Lake City, Utah. Breeze has recently applied for an operations certificate at the Federal Aviation Administration and the US Department of Transportation. Neeleman said that Breeze will start operating by the end of the year if things fall into place. According to Neeleman, Breeze will cater to markets and places overlooked by bigger airlines.  Some of these are places with no direct flights, secondary airports in big cities, and locations that can only be reached through multiple modes of transportation. Breeze plans to introduce point-to-point flights to these markets. Neeleman is confident that Breeze will be profitable because of the opportunity left behind by larger airlines, which typically flock to popular destinations and ignore lesser-known ones. To entice customers, Breeze Airways will offer cheap fares, new destinations with nonstop flights, and good service. Breeze's airplanes will have spacious legroom and in-flight streaming entertainment. Additional upgrades such as snacks or Wi-Fi may be purchased for a certain fee. The airline might also offer first-class or flat-bed seats on certain routes. Neeleman is also planning to create an all-in-one mobile app for the new airline. He said that the app will be used for changing or canceling flights or ordering food during a flight.

In this experience we are very grateful to be joined by a serial airline entrepreneur – David Neeleman. If you don't know who David is, you likely know at least some of the airlines that he has founded, co-founded or co-owns. JetBlue (founded); Azul (founded); Morris Air (co-founded and sold to Southwest); WestJet (co-founded); TAP Air Portugal (co-owns). David has recently founded Breeze Airways (officially named in February 2020). The Seat 1A team pose four questions to David and he shares his candid feedback. Geoff enquires when David realized he was passionate about aviation? Vinny notes David's global and multicultural leadership, and searches for that key factor that David believes has linked his successes together. Geoff asks about the unique offering from David's airlines that provide a front of cabin experience. Finally, Vinny uncovers what David's personal tip or hack is for every flight. If you have a story about flying one of David's airlines, a question, or other experience that you would like to share, please email us at stories(at)seat1a.org or find us on Facebook, Twitter, Instagram and Patreon. Show notes are available online at http://podcast.seat1a.org/

David Neeleman has spent decades making air travel more human. He shares valuable insights into how he has started multiple successful airlines and what it takes to be an entrepreneur. Show notes at lifeskillsthatmatter.com/show315 The post Making Air Travel More Human With David Neeleman (315) appeared first on Life Skills That Matter.

Welcome Aboard The Airways Podcast! The 48th episode starts off with our hosts discussing the importance and threat of the current Coronavirus outbreak, which is causing endless trouble on the worldwide commercial aviation scene. Rohan's trip to India ignites Vinay's fears, diving into an initial discussion that will carry on in our next episode with invited experts. Stay tuned! Our first analysis segment in this episode features Vinay and Rohan chatting about David Neeleman's newest airline startup, Breeze Airways. Is this airline set on a successful business plan? Neeleman, who successfully launched and developed Morris Air, WestJet, JetBlue, Azul, and transformed TAP Portugal into a healthy carrier, is now re-entering the highly competitive US market with an all-new low-cost carrier. Breeze’s initial markets will be mid-size city pairs that currently have no nonstop service, all served with low-fare, high-quality nonstop flights that will bring “new consumer technology innovations, according to Neeleman. Secondly, this episode features a long interview with Airways Senior Correspondent, Chris Sloan, who witnessed the first flight of the Boeing 777-X. In his long conversation with Rohan, Sloan dives into the event's behind-the-scenes and analyzes Boeing's current and future strategy to put this aircraft in service. Lastly, our hosts discuss the goods and the bads from the commercial aviation scene and conclude this episode with a few personal remarks on the Coronavirus trending topic. Tune in, The Airways Podcast is here!

Det har blitt 24 februar, og vinterferien for oss i denne delen av landet er over. Ukens flight byr blant annet på et nytt flyselskap fra Moldova, ny klasse hos KLM, rykter om TAP og Avinor Flysikring som skal erobre verden.AktueltHiSky er nytt modovisk flyselskap - Christian skjønner ikke poengetQantas går videre med Project SunriseKLM med premium economy (endlig)David Neeleman kranlger med portugiserne - er TAP i spill?Hainan Airlines og HNA Group sliter...... som alle kinesiske flyselskaper om dagenAvinor Flysikring vil til SpaniaEuropeiske turister er "sandfaste" på KanariøyeneAir Senegal på offensiven See acast.com/privacy for privacy and opt-out information.

Our seventh episode from the 2019 How I Built This Summit features David Neeleman, the founder of JetBlue Airways. In this live conversation with Guy, David talks about the benefits of having ADD, and why he thinks it's important to talk to the passengers on his airlines. We'll be releasing a few more episodes from the Summit, so keep checking your podcast feed.

David Neeleman’s new airline, Breeze Aviation; Boeing’s board of directors, the 737 MAX and the NMA and the FSA; United’s purchase of a flight school; NASA's experimental X-59 supersonic jet and the prospects for supersonic transport, and a Southwest Airlines Teddy bear.

Breeze Aviation plans to unveil an unnamed low-cost airline carrier Salt Lake City. Author Jeff Benedict has written on founder David Neeleman's success. Benedict talks with Lee on Neeleman's rise to the top. 

A companhia aérea acumulou prejuízos superiores a 200 milhões de euros nos últimos dois anos e os lucros continuam sem aparecer. Enquanto isso, os accionistas têm dado sinais de desentendimento e há notícias a dar conta da saída do empresário americano David Neeleman. Será que a empresa é sustentável? Vai mesmo haver uma mudança de accionistas? São duas das questões analisadas neste episódio

Welcome Aboard The Airways Podcast! Season 3 kicks off with an all-new format. Rohan Anand and Vinay Bhaskara welcome Enrique Perrella as the third host of the show. Enrique, the Publisher & Editor in Chief of Airways Magazine, also joins the production team, bringing in numerous guests from the industry to be featured in this season's interview segment. This new season will be edited and cured by our new team member, Jeffry Nova, a professional radio veteran who's taking The Airways Podcast to a new level of quality. In this episode, David Neeleman exclusively tells Airways Managing Editor, Chris Sloan, the tentative launch date of his new startup, code-named Moxy. Rohan, Vinay, and Enrique analyze three topics drawn from the top headlines in the commercial aviation scene: Boeing mothballs the launching of the 777-8X. Cathay Pacific changes its top management. Tokyo-Narita gives way to Haneda as the prime airport for US carriers. Tune in, The Airways Podcast is here!

Everyone makes mistakes and learning from them is the only way to truly improve performance—but how many people take a clear, focused approach to building on the foundations of failure?  Too few.  In FAIL MORE: Embrace, Learn, and Adapt to Failure as a Way to Success (March 29, 2019; McGraw Hill Education; ISBN: 978-1-260-441512) author Bill Wooditch, shows the surprising lessons we can all learn from his own path of hard failures that ultimately led him to found and lead as CEO a company with annual sales of $100 million. Wooditch advises business leaders to capitalize on every failure that they encounter―large and small―to transform it into a stepping stone along the path to a successful business. Revealing how setbacks are both inevitable and valuable, and introducing practical methods for moving past self- doubt and self-recrimination, Wooditch can offer such insights as how to: Recognize when fear is disguising itself as procrastination or distractionLearn to minimize imagined fear that can overwhelm and cloud decision makingCultivate allies and advocates who can help you see the blind spotsDiscover that nonchoice is also a choice and, why sometimes nonchoices are the best betWork with a model to determine the worst-case and best-case results of a situation·         Use all emotions as a tool—even the negative ones Perfect isn’t part of the human condition. With examples from the careers of Jack Ma, Mark Cuban and David Neeleman to Steve Harvey, J.K. Rowling and Sara Blakely, Fail More explores the common thread of failure that connects every successful person and how those failures became essential and instructive in their pursuit of greatnessLearn more about your ad choices. Visit megaphone.fm/adchoices

 United Airlines President Scott Kirby issued a warning to potential new-entrant low-cost-carriers, including JetBlue founder David Neeleman’s Moxie: United will match your fares.Kirby, speaking on stage at Skift Forum Asia in Singapore in June, said he’s heard of about 50 airlines over the years that were supposed to be created but Virgin America, founded in 2004, was the last startup airline in the United States that actually became a reality.The low-cost airline model is predicated on the competition not matching prices, Kirby said, and unlike the situation over the last 30 years, United now has the capabilities with segmentation, including basic economy, to go tit-for-tat with the new entrants.Listen for the full interview with Skift Editor-in-Chief Tom Lowry. 

The best podcasts from this week talked about taking control of technology in our life and personal growth to reach our potential: The Obstacle is the Way by Ryan Holiday: https://amzn.to/2IdcrrE Afford Anything with Cal Newport: https://apple.co/2StLowY How I Built This with David Neeleman: https://apple.co/2Bz2qiN Tony Robbins with Nick Foles: https://apple.co/2SLogJv Oprah's Masterclass pt. 2: https://apple.co/2I6VaQV Tim Ferris with Tobi Lutke: https://apple.co/2TKDpbu

In the mid-90s, David Neeleman wanted to launch a new airline. He had already co-created a regional airline out of Salt Lake City that was acquired by Southwest. And despite his admiration of Southwest's business model, Neeleman felt there was a market for a different kind of budget airline. He envisioned flights to cities other budget airlines avoided and excellent customer service, with high-tech amenities. In 2000, he launched JetBlue and in its first year, the company flew over 1 million people, and cultivated a loyal customer following. Then came the 2007 Valentine's Day ice storm. PLUS in our postscript "How You Built That," how Lisa Dalton turned a relationship mishap into a game-changing braille label that solves a daily problem for blind consumers.

NUNCA RELAXE! BUSQUE SER MELHOR. 1% de David Neeleman, fundador das companhias aéreas estadunidenses JetBlue Airways, Morris Air, da canadense WestJet e da brasileira Azul Linhas Aéreas. IG: @fernaobattistoni facebook.com/fernaobattistoni

Things haven’t gotten better in Mexico. Although Aeroméxico is at least coping better than its domestic competitors, all of which posted negative first-quarter margins in the double-digits. To make matters worse, construction of Mexico City’s much-needed new airport might be suspended as soon as July. North of the border, Delta and Southwest are seeing more cost pressures in the second quarter. Lastly, America is getting a new airline called Moxy. Adding to the excitement is that the man behind the project, David Neeleman, is known for inventive business models such as JetBlue and Brazil’s Azul. Sure enough, from what we know, Moxy appears to have some unique qualities.

Born in Brazil and raised in Utah, David Neeleman is an entrepreneur who has founded or co-founded five commercial airlines: Morris Air, WestJet, JetBlue, Azul Brazilian Airlines and TAP Air Portugal. Morris Air was acquired by Southwest Air in 1993. David served a mission in Brazil as a young adult and speaks Portuguese. He and his wife have ten children, including one they adopted in recent years. The Neelemans have 18 grandchildren. David was featured in The Mormon Way of Doing Business and in Flying High. Episode Highlights 1:00: Undistinguished academic background in high school and University of Utah. Has ADD. Served LDS mission during period of explosive church growth in Brazil in the late 1970’s. Sold Morris Air to Southwest when he was 33 years of age. Wanted to remain passionately involved in something of value and not simply be an investor. Highlights of his involvement with the airlines referenced above. 5:40: Impact of serving a mission and the necessity of faith combined with works. Witnessed the area of Brazil where he served grow from five branches to five stakes in a very short time. 7:18: Father of a large family. Advice he gives his kids as they go to serve missions: lose yourself, don’t think about home excessively and love the people. 9:20: Missionary success began to shape his life. Invented e-ticket travel and in-home reservations by people who are working from home. Is wired to see things differently and attempt what no one else has done before without being discouraged by naysayers. Being entrepreneurial requires making sacrifices. 12:48: ADD discussed, including the fact that children in same family can be very different from one another. Proper encouragement is needed. Some great business leaders have suffered from ADD. Street wisdom about A, B, C and D students. 15:58: How the egalitarian structure of the Church has affected his business approach to dealing with employees and providing customer service. His thoughts about executive lunch rooms and parking spaces. Impact of satisfied employees on customer base. Discussion about pleasing employees vs shareholders. 21:00: Establishing a healthy culture by leadership style in Church organizations. Helping people feel fulfilled and loved, not guilty. Prayerful thought is required. 22:40: Establishing and leading by values. JetBlue’s values. Breaking the china when necessary. 25:45: Serving as ward mission leader for about eight years in New Cambridge, CT. 26:25: More on vision and values—what would Jesus do in setting the tone in Church organizations. Church service a respite from the “belly of the beast” all week long. Keeping values at the forefront. 29:00: Making time for family, not golf. LDS leavening influenced is needed in the world. People respond to leadership that is inspired by gospel principles even if it’s not presented as such. 33:00: David’s preferences for books, especially books about world progress and development more than books about leadership. Some favorites, other than religious, are: Outliers, David and Goliath, Tipping Point, Accidental Superpower and books about founding fathers of the U.S.A. 35:20: Founding the More Good Foundation. Helping maintain a positive image for the Church. Buying URL’s so that people on search engines have positive encounters online regarding the Church. 41:22: Being a better follower of Christ by learning to know Him and gaining a testimony of the Book of Mormon. Don’t get caught up in the “noise.” The Lord needs LDS people to lead in society and business. Links The Mormon Way of Doing Business Outliers David and Goliath Tipping Point Accidental Superpower The More Good Foundation

Kurt Francom currently lives in Woods Cross, Utah with his lovely wife Alanna. They are blessed to have two children (girl and boy). He enjoys drawing caricatures and editorial cartoons, basketball, reading, and college football. Kurt has served as a full-time missionary (California Sacramento), an elders quorum president, executive secretary, bishopric counselor, high priest group leader, bishop and 1st counselor in a stake presidency. More Information at https://leadinglds.org Interview Transcript Hugh Ballou: This is another version of Orchestrating Success. I have Kurt Francom on here. Kurt and I are passionate about leadership, and we discovered each other on LinkedIn. We went back and forth and had a conversation, and we decided we wanted to share information with our mutual audiences. Kurt, welcome to Orchestrating Success. Kurt Francom: Hey Hugh, it’s a pleasure to be here. I love talking with other podcasters because people just don’t understand the struggle. I celebrate your success with the podcast. Hugh: People find me, and I don’t know how they find me but they do. You and I come from a similar background. I served mainline Protestant churches for 40 years and rallied people in music ministry, creating ensembles. In my church in Atlanta, Georgia, I was a staff person. You do leadership in the LDS church. In big Presbyterian Methodist churches, it’s a paid position. I discovered that 90% of my job as music director was music, and the rest of it made music possible. I learned to create systems and influence people. I’d love to swap stories with you, but before we go on to the questions and digging into your knowledge base, tell our listeners about yourself. I prefer for my guests to speak about themselves rather than me trying to read a boring bio. Talk a little bit about your background and why you’re doing this. Kurt: Sure. At the end of the day, I’m just a typical Mormon boy from Salt Lake City. I grew up in a city just outside Salt Lake City called West Valley City. Born and raised in the LDS church. Jumped through the typical Mormon hoops. Served a mission in Sacramento, California. I had the opportunity of learning Spanish because it feels like Northern Mexico there some days. I had the great pleasure of serving among the Spanish-speaking population there and sharing our message. After my mission of two years, I came home and a few years later got married. I was dumped in church leadership. I don’t mean that in a negative sense. In the LDS church, in the Mormon faith, it’s all lay ministry. Whether you are a Ph.D., plumber, or mechanic, anybody in the local congregation or ward can be called as the bishop or the presiding priest of that area. I moved into an area that was in the inner city of Salt Lake and had no inclination or desire to necessarily lead the congregation. But a few years into that, I was called in at the age of 28, which most bishops serve when they are in their late 30’s, early 40’s. They asked me to be the bishop at 28 years old and to preside over about 500 people in the Salt Lake area in our ward. I knew nothing about leadership. I had served with other bishops. I had been an elder’s quorum president over a smaller group of some of the priesthood men. There I was expected to stand and be a dynamic leader and meet with individuals and counsel with them and recommend professional therapy or counsel them on maybe a difficult marriage they are in, the typical things maybe a clergy is found doing. That is when I realized that maybe there could be some more resources out there that could help LDS leaders. I would go into a Barnes and Noble and see bookshelves filled with incredible, dynamic books that would help people in the business world who were striving to lead. I wanted to take some of those principles like Stephen Covey, another famous Mormon leader. Stephen Covey, Liz Wiseman, a lot of these who have written great books, take these principles and apply them to LDS church leadership. That spurred on a podcast I produce around leadership in the context of the Mormon faith. Then we turned it into a nonprofit called Leading LDS, where we are striving to help lay leaders in the church enhance their ability and capacity as they face these difficult situations. Hugh: That’s pretty profound. I understand that from my many years serving in church. You call it a ward. It’s like a parish for a Catholic or an Episcopal church. And it is run by volunteers basically, right? Kurt: Yeah, absolutely. The neat thing is wherever you move, you are assigned to a ward. I can’t just shop and find a pastor or bishop that resonates with me or likes me. If you are in a geographical area, the church determines what parish or ward you will attend. You go there and everybody takes their turn. I served as bishop for about five years, and then somebody else served. After him, somebody else will serve for about five to six years, which is the average. It creates this unique leadership dynamic. Nobody is paid. Nobody really wants to serve. But if they are asked, we believe these callings and assignments come from inspiration and revelation. We feel as we are called by God and step up and serve as we are asked to do. It is interesting to see that responsibility passed around. We are all volunteers that work a 40-50 hour week in our day job, and in the weekends and evenings, we are acting as clergy and doing our best at it. Hugh: That’s amazing. You got called into a leadership position. Did I hear you say you didn’t know leadership? Kurt: Well, I had just graduated college with a marketing degree. I had served as a bishop counselor, as an assistant to the bishop before that and on different smaller auxiliaries within the local ward. This was a whole new experience of being the go-to guy when it comes to life problems or collecting tithing funds and standing and delivering sermons that are going to impact individuals in a positive way and help them progress through the gospel. Hugh: When people ask the famous question, “Are you a born leader, or did you learn leadership?” what is your answer to that? Kurt: I definitely learned leadership. There are certain experiences that were put in my life that helped me develop and catch on to some of these skills. After being bishop, I then served in what is called a stake presidency. A stake is a group of wards. I was over a handful of about seven or eight bishops and their wards, helping mentor those bishops and helping them serve. It is remarkable to see those new bishops come in. The vast majority would claim they were definitely not born leaders, and they are really looking for help in developing that. In my experience, it was something through experience. I made a lot of mistakes. I don’t claim to be the Mormon leadership guru by any means. There are people much more fit for that title. I am grateful for these experiences, that other leaders took a chance on me when I had very little experience. But it has helped me develop personally in a way that is remarkable and has really blessed my life. Hugh: We are talking to business leaders on this particular podcast. When I talk to business leaders, I tell them I developed my methodology in a mega-church. They say, “Hey, why is that relevant to business?” My response is, “If you can do it in a church, you can certainly do it in business because it’s harder when you are working with volunteers.” You can respond to that paradigm, but what can business leaders learn from your LDS model? Kurt: I would encourage people, regardless if you have a connection to the LDS or Mormon faith, to maybe go visit a church and just admire what is happening there. We are a leadership laboratory. Imagine that you’re in your position as a manager, as a CEO, or an executive, but imagine you are limited to a certain geographical area or neighborhood. You can only hire people within that area. As a bishop, if I need a new organist or relief society president, who is the female leader over the women’s organization, I couldn’t send out a plea for resumes. I could only go to a handful of selected streets in an area and say, “What do I got? Who can step up to this and really lead?” Oftentimes, there isn’t obvious choices for a lot of these positions. As a secular leader, these are interesting paradigms to put yourself in and say, “If I couldn’t fire anybody,” because we can’t fire anybody. We can change their calling maybe, but we can’t say, “Hey, listen, this isn’t working out. Go away.” We have to put them somewhere else in our organization to serve. Of course, people get offended, but we want them to love attending church, not feel like, “Oh man, they fired me from this calling.” Imagine in your leadership if you could not only fire anybody, if you could only select from a very small demographic, how would you lead differently? Pondering that and visiting an LDS church and seeing how that works and trading those responsibilities around. I was a leader for five years. Now it’s your turn. Now I sit in the pews and look at this person who was maybe my assistant, and now I consider him my leader. Just these small leadership dynamics in the LDS faith and the lay ministry that will really cause a leader to pause and reevaluate maybe how they lead and how they can excel with these limitations and even outside that, recognize the limitations you have in your organization and see them as strengths and how you can apply them as better strengths. Hugh: We do have a lot of listeners that run small businesses. They are economically limited as well as geographically limited many, many times. That paradigm works really well. Your business is outside of the Mormon Church. You do this as a volunteer. But Leading LDS is your nonprofit that you teach leadership with? Kurt: Exactly. Leading LDS is a separate third-party organization that is supplementing the resources of leadership development for the LDS church. When I was called as a bishop, I was given a handbook and a pat on the back and was told good luck, and away I went. We are trying to connect some of these resources to those lay leaders that are treading water and just need some ideas and thoughts. A bishop in Maine may be doing something different than a bishop in Texas, and I help share those ideas by interviewing them on the podcast or sharing resources and tools they are using within those local wards. Hugh: I will put a link in, but tell us what your podcast is called. Kurt: It’s called Leading LDS. Hugh: It’s the same. I do have lots of Mormon friends. I would say they all are high performers. They are very serious about what they are doing. I also find that my Mormon friends are very astute businesspeople. There are attributes of the Mormon culture that are kind, focused, and serious about what I’m doing. It’s important work. Is that all tied to your spiritual calling? Kurt: You know, I would hate to take away their grit and hard work of going through schooling and developing that. But in the LDS faith, when I was 19 years old, it’s cultural norm for these young men and women to go on missions. I was dropped in Sacramento, and I had never experienced homesickness like I did at that time. I really had to step up and look at myself and say, I can either flourish or shrink in this situation. There is a great book called The Mormon Way of Doing Business, which came out 10 years ago. It talks about David Neeleman, who started JetBlue, and David Checketts, who was the president of the New York Knicks, and some of these other LDS Mormon individuals who have had great business success. A lot of that is attributed to not only their Mormon mission as young men and women when they really had to step up and define themselves as an individual. Also, when you return, you are still asked to lead in various capacities. If you are a manager, CEO, or other executive and you happen to know that somebody is LDS, you should ask them, “Have you ever been an elder president? What sort of leadership have you held in your local ward? How has that developed you?” You may find out characteristics about that individual that can maybe help you better utilize them in the capacities in their secular job. Hugh: Fascinating. I was remembering my work at a 12,000-member church in Atlanta, Georgia. I worked with 750 people in music ministry, all of whom were volunteers. Multiple events to plug into every week. We were on national TV and local TV, etc. The pressure was pretty high to motivate people to show up. When I got there, somebody told me they had lost 200 members in the adult choir. That was like your Mormon Tabernacle Choir losing your core singers and having a handful left. Your choir is bigger, but still. The critical mass, and having 35 people to build from. You have this big cavernous place to make sound. It was an uphill battle. I worked with executives, CEOs from major companies, who were in the choirs, who were in the committees, who were in the leadership of the church. I earned their respect because I could motivate people to follow a track and get things done. I’m curious when I hear people in the MLM industry, whether they have contract labor, people who aren’t really in their employ, say, “Oh, I can’t tell them what to do because it’s their own business.” I had a whole bunch of people that weren’t in business that did the directive we inspired. We created the compelling reason for what we’re doing. So I got a lot of respect from CEOs because I could motivate people by influence, not by power of position, which, to me, is one of the attributes of transformational leadership. You might be familiar with the works of Burns and Bass who in the ‘80s developed this concept of transformational leadership, which is like an orchestra or choir. It’s building a culture and influencing that culture to function at a higher level. I say back to you that I influence business leaders because of methodology and influence. From your side, business leaders coming into the laboratory that you suggested, is that kind of a learning experience that business leaders could expect? Kurt: As I was preparing for this interview with you, Hugh, I put down four principles that maybe a secular leader or a manager in their everyday life can learn from LDS leaders and the challenges that we face. One of those is your limitations and strengths. Another one I would say is what would you do if you didn’t have classic leveraging tools of motivation? You couldn’t demote someone, you couldn’t take their salary away, and you couldn’t fire them. They are all volunteers. How do you approach that? We have a fantastic scripture in our doctrine of covenance, which is a fantastic scripture just like the Bible. It says, “No power or influence can or ought to be maintained by virtue of the leadership, only by persuasion, long suffering, by gentleness, meekness, and by love unfeigned.” It gives you a whole new approach to motivating individuals when you can’t just yank their salary away or give them these harsh consequences that will impact their family life. It’s through this meekness and long suffering, really connecting and getting to know these individuals. Just like servant leadership or transformational leadership, these are all different ways of saying this, but really leading in a way that connects with the individual so they do want to have influence and realize they are a leader themselves. They can have remarkable impact on their local ward or even at work where they have important responsibilities. Hugh: I’ll tell you a funny story. I had a volunteer who was in one of my programs at one of my churches, and it just wasn’t working. I asked them to come in and have an interview. I said, “Let me get somebody else to do this for a while so you can regain control of your life, and then we’ll come back and find another place for you to show your talents.” It was a painful conversation. It was like they were relieved. They said, “Okay.” We had a hug and a parting, and they left. I said, “Now I gotta put my new leaders in place.” I looked at my window, and the first person they met, they were skipping, jumping, and smiling saying, “I got fired from our job!” Kurt: Yep, we have the same dynamic. Hugh: If it ain’t workin’, either in a business context or a volunteer context, everybody knows it. We don’t address it. One of the conflict management pieces I encourage people to embrace is you move toward conflict as soon as it’s there because it doesn’t get better if you don’t address it. Remain calm and address the facts. What is your advice when you have somebody either in business or a volunteer in a charity that it just isn’t working out? From your perspective, what’s your advice on how to deal with changing their job or moving them out of the space? Kurt: Obviously, every leader wants to establish a really healthy culture in their organization. There is nothing more damaging to that organization than a passive-aggressive attitude of, “We appreciate your time serving in this position, but man, do we need you over here passing out the hymn books as people enter. There is nobody else that can do it; you must do it.” This is one thing I preach a lot on Leading LDS. There is nothing more valuable to a leader in my opinion than this ability to effectively communicate on a one-to-one basis. I get questions and situations emailed to me all the time, “I have this difficult person that is in my ward or my primary relief society. What should I do with them?” 90% of the time, you need to have a conversation with them. And if you don’t know how to do that, you need to develop those skills to have that conversation. That is one thing in our culture, a very religious culture, where we feel like, “I am called of God; therefore, I should have these abilities given to me in the moment that I need them to handle these leadership positions.” But it really is up to that leader to take the time to listen to podcasts like Orchestrating Success to develop these skills so that you are an effective leader. It’s not just going to come because they call you a leader. Hugh: Absolutely. What you just described is a triangle relationship. You have that local leader calling you about a third person. There are three people in a relationship, which is neutral. There are triangles that are the basic blocks of human relationships. What that person may have wanted to do is triangle the other person, which is another way of looking at passive aggressive. They want to dump all their energy on you and have you do something about it, which happens in the life of the church. That is the culture that people sometimes unload on a third person about that other person, which doesn’t solve the problem. What you did was undo the triangle and say, “Go face to face. Address the situation. Develop the skills to do that. No, God didn’t download these skills to your hard drive. You need to think about it and faith, God is giving you certain abilities, but He is also giving you the ability to think and speak the truth. Hall said, “Speak the truth in love.” We dodge around it. We hint around it instead of saying, “This isn’t working out. How can we remedy it?” Sometimes, a person will want to upgrade their skills, and we can mentor them in that. Sometimes they are going to say, “This isn’t working for me either.” They know it, and they may not know how to tell you that they want out of it. I think a direct one-to-one conversation. You want to respond to that paradigm? Kurt: That’s the beauty of it. When you learn how to have these conversations, it’s not like this person is struggling in this calling or assignment and is oblivious to their lack of ability. By having that conversation with love, again, going back to meekness and connecting with that person, they are more likely to say, “I hate failing at this thing, too. Do you have any suggestions of a way I can be better? Or maybe there is a better place for me to be.” Then you don’t have this weird passive-aggressive relationship of, “Remember that time you fired me but we never talked about it?” They move onto the next position where they can maybe flourish, and they still love you as their leader because you took the time to have that interaction and express love to them in a way that will help them flourish elsewhere. Hugh: We’re talking to a business audience in this podcast. There is a lot to learn from being able to manage self and speak clearly in this culture. That question I asked you a while ago, how can business leaders learn, all of this, leadership is leadership. Good leadership is good leadership, no matter where you are. In the context you’re working, it’s more difficult. By the way, in my methodology, when I was inside the church, I developed this paradigm of we’re called to ministry, so why are we calling people volunteers? I don’t know if you call them volunteers or not. I started this initiative in the last church I served where we outlawed the word “volunteer” because we are teaching everybody in our theology that God calls you to Christian service. It’s in conflict to say, “I want to volunteer stuff” rather than saying, “I was called to leadership.” You mentioned servant leadership; that is certainly a title. We adopted the title of “members in ministry,” which worked for the church. It was us in a leadership position. It changed the paradigm of performance. People saw themselves as leaders. We had lots of people doing lots of stuff joyfully because they had a leadership track. It wasn’t the volunteer mentality of showing up and doing the least I can because I am a volunteer. It was a paradigm shift. My bias is we have to let go of some words to be able to let go of the old paradigm and shift to a new one. What is your response to that methodology? Kurt: In the Mormon faith, the nomenclature of these volunteer assignments is it’s my calling. What is your calling? I was just called to this position. I think we have gone too far with it to where we have used it for so long for so many years that it has the same connotation as if we just said volunteer. This goes to when I started Leading LDS; our slogan that I say at the end of each episode is, “Be a leader, not a calling.” Insert whatever word there. “Be a leader, not a volunteer, manager, executive” because in my opinion, leadership is something that you step up to. You’re not always dragged there and told to wear your crown, enjoy it, and be effective. Leadership is something we need to find in each one of our selves and say, “I can have some influence somewhere in the world. Where is it going to be?” For me as a young 28-year-old, I was asked to be a bishop and I thought, Well, I can either flounder or flourish. Not that I was the most successful bishop and there are statues of me anywhere by any means. Nonetheless, I saw it as a calling that is a great opportunity to lead. Leadership is no better than when it’s self-called. Hugh: What is the biggest challenge you see in leadership anywhere? Inside the church, inside a business. What is the biggest challenge in today’s convoluted toxic world today? Kurt: That’s a great question. Many books have been written on that. I would probably change my answer month to month, but most recently, I have been very struck with this topic of the role of shame in organizations, especially more highlighted in religious situations because we go to our chapel every Sunday. There is always this undertone of, You’re not doing enough. You need to be better. Keep the commandments. Be more. Be more. Of course, I want to be part of an organization that is constantly encouraging me to be better. It’s so easy for the adversary we would have in our doctrine to twist that and say, “You know what? You’re just not good enough. Because you’re just not good enough, you’re broken. If you’re broken, you don’t belong here.” That person internalizes that message of, “This system broke me. This church broke me. This organization broke me. I don’t want to work there because they shame me and make me feel less than myself.” There is this subtle balance for a leader to be encouraging and motivating without being shaming. I have been doing lots of research and interviews around this topic of how we can better lead without shaming. It’s valuable. Brene Brown has done some remarkable research on it. Her TED Talk, which is one of the most listened-to, about this concept of vulnerability and shame and recognizing it and getting it out of your life. Nothing that comes from God is laced in shame, and there is no place for it in the church nor is there any place for it in any organization. Hugh: When we are demeaning ourselves, we are demeaning God, because we are a creation of God. In this series of podcasts, #42 is my colleague Dr. David Gruder, who is an organizational psychologist. He talks about the shadow. That is part of what you’re talking about: the negative scripts that we have that limit our ability. Sometimes we’re our own worst enemy, no matter where we are leading. Kurt: Yeah, it’s too bad. Hugh: I’m glad you referred to that. It’s a hidden liability for leaders. It’s really a problem. This podcast is called Orchestrating Success obviously. I picked up when you said you prepared for this podcast. Thank you. That honors what I’m doing. You checked me out, and you obviously know I am a musical conductor. Orchestrating is how you define the instruments that play, but it’s also adding energy to that idea that is notes on paper become sounds, glorious sounds. The subtitle is “Converting Passion to Profit.” I am a champion for profit in all of its forms. The scripture says, “What does a man profit if he gain the whole world and lose his soul?” That is a different element of profit. We can be a prophet, for profit, and profit from the synergy of the community. What I want people to do is to profit in their leadership methodology, their vision for empowering themselves and their teams through this series of interviews. Speaking to that paradigm, what’s the most important takeaway that you’ve had? You were a bishop at 28. You don’t look a whole lot older than that. Kurt: I’m 35, so it’s been a few years. Hugh: I’m 71. You’re not a whole lot older than that. Kurt: I still got a lot to learn, for sure. Hugh: I can remember 35. It’s kind of fuzzy. What would you like people to take away? I think we’ve covered our topics really well. If there is something else you want to cover here, I’m happy to do that. Back to my question. What are the takeaways you would like to emphasize for leaders who need to up their game in any space, in an entrepreneurial space, charity space, church space, wherever? What are some empowerment pieces that you’d like to leave people with? Kurt: Pleasure to do so. Again, I thank you, Hugh, for giving me a stage here to talk about what I have learned as a developing leader. My overall message that I would love for people to take away is be a leader and not a calling. Wherever it is that you lead, are you leading because you are called to that or asked to lead or hired as a leader, or are you leading because you find it a passion in your life to step up and have an influence for good in your world and surroundings? You mentioned my age of 35. One of the principles I wanted to mention is for leaders out there, even in the secular world that maybe are managers or executives, somebody took a chance on the 28-year-old young kid to be a bishop. It impacted me as a person and hopefully I had positive influence in that role. Don’t underestimate. Speaking as one of the older Millennials in the world, don’t underestimate the power of those Millennials. Don’t wait on them to lead. That doesn’t mean you have to fire your older executive staff and put a bunch of young guys in Levi’s in there. Look for opportunities for them to lead and to flourish so that by the time that you do need them to step up, they are ready to go and to be a leader, not a calling. Hugh: That’s huge. We’re not engaging Millennials as a sector. I’m a boomer, you’re a millennial—we have similar values. We value core principles, and we value a lot of things that we see in common, but we have a different way of approaching it. Neither one is bad or good; it’s just understanding and celebrating the difference and creating a diverse board, a diverse cadre of people who are servant leaders in any organization. That’s a great final thought. Kurt, I see why you’ve been called into leadership positions. You’re on top of your game, sir. Kurt: Thank you. I appreciate that. It means a lot. Hugh: Thank you for being on this podcast, and thank you for sharing your message with so many people that tune in.

Every once in a long while, you get an amazing interview with someone you've been trying to nail down for years. Someone you think of as a hero, and someone who has been so bold about how they live their life, all you can do is listen and try and hold on. That's today, as I had the distinct pleasure of interviewing David Neeleman, probably best known for founding JetBlue Airlines. He's classic ADHD, (enjoy his story of the tree in his yard) but more importantly, he believes, possibly more than any guest we've had yet, that ADHD is truly a gift, not a curse. He took the time to do this interview as he was driving from one meeting to the next, so while the audio quality is a bit less that we're used to here, it's still perfectly listenable. Do enjoy! David Neeleman is that rarest of entrepreneurs, a man who has created and launched four successful, independent airlines, including the USA's JetBlue and Morris Air, Canada's WestJet and Brazil's Azul. And yes, he's done it all with (not in spite of) his ADHD.

While Janet Kleinman, wrote press releases and corporate brochures, and later  taught middle-school children how to write, she dreamed of becoming a novelist.  During  that time, she married, raised two children, traveled, became a grandmother and retired to  Florida.  Today she is an active member of The Writer’s Studio, in South Florida, and VP  for Education for Ema Hadassah. Her recently published works include profiles of  Jay  Feinberg (CEO of Gift of Life and a leukemia survivor--), and the deceased diplomat  Max Kampelman for “lifestyles” magazine.” David Neeleman, the founder of Jet Blue,  filmmaker, Eitan Gorlin, and others were also profiled in the SOUTH FLORIDA  TIMES.. She writes a monthly column for Ema Haddasah’s bulletin. Her short story, A  FIRST BOYFRIEND, won a prize from Writer’s Digest Magazine. That was the original  motivation for the novel FLIRTING WITH DISASTER WHEN LOVE AND NATURE  COLLIDE that was published by Brighton Publishing 1n 2012.  She has just completed a new novel, a family s saga that contains universal  elements for the underprivileged and families caught up in revolutions and wars. and yearn to escape to a better country.

 Emily is author of forthcoming wild, crazy memoir, "86'd" Graduating with a degree in Journalism from Creighton University.Emily has written for all types of publications,Including Interview with first lady Hillary Clinton for the Chicago Tribune. Janet makes her home in South County Florida. She is a wife, mother and grandmother who wrote collateral materials for Fortune 500 companies before leaving New York.After interviewing important Americans, including the diplomat, Max Kampelman and David Neeleman, the founder of Jet Blue Airlines, she published a series of profiles in South Florida Times and the Canadian/International edition of lifestyles. Heather, although only 22 years old, moved to Canada from Scotland last September while launching her web design business. She's worked with a couple of clients including Doucette Agencies she believes that her ability to get to the core of what each business owner needs prior to starting a design is key to her success.     

JetBlue Airways founder, chairman and CEO David Neeleman delivers the second annual Burton Kossoff Business Leadership Lecture in the form of a directed conversation lead by Vice President and Dean of the Zicklin School of Business, Dr. John A. Elliott. Topics covered include Neeleman's multiple entrepreneurial successes leading up to the his founding JetBlue as well as some of the current obstacles facing JetBlue and the airline industry as a whole. Kathleen Waldron, President of Baruch College makes opening remarks and introduces the speakers. The 2006 Burton Kossoff Business Leadership Lecture takes place March 7, 2006 at the Vertical Campus as part of Baruch College Executives on Campus program.

JetBlue Airways founder, chairman and CEO David Neeleman delivers the second annual Burton Kossoff Business Leadership Lecture in the form of a directed conversation lead by Vice President and Dean of the Zicklin School of Business, Dr. John A. Elliott. Topics covered include Neeleman's multiple entrepreneurial successes leading up to the his founding JetBlue as well as some of the current obstacles facing JetBlue and the airline industry as a whole. Kathleen Waldron, President of Baruch College makes opening remarks and introduces the speakers. The 2006 Burton Kossoff Business Leadership Lecture takes place March 7, 2006 at the Vertical Campus as part of Baruch College Executives on Campus program.

David Neeleman talks about setting a standard for all companies. January 20, 2006.

David Neeleman talks about setting a standard for all companies. January 20, 2006.