08/29/2026
David Neeleman was born in São Paulo and grew up in Utah. School was a problem from the start. He couldn't concentrate, couldn't sit still, and tests were a nightmare. He dropped out of the University of Utah and went to work.
He was 24 when he co-founded his first airline, Morris Air, out of Salt Lake City with a travel agency owner named June Morris. He ran it like nobody else was running airlines. He built the industry's first electronic ticketing system, doing away with paper tickets entirely, and he let reservation agents work from home years before anyone called that normal.
In 1993 Southwest bought Morris Air for $130 million. Neeleman was 33, walked away with roughly $22 million, and got a job at the airline he admired more than any other.
He lasted five months.
Herb Kelleher took him to dinner and told him it wasn't working. Neeleman had tried to change too much too fast, and by Kelleher's own account he was driving people crazy. Worse, the sale came with a non-compete that barred him from working for any US airline for five years.
Around this time his parents took his youngest brother to a doctor to find out why he couldn't focus. The answer was ADHD. His mother suspected David had it too and sent him a book. He read it and recognized himself.
He has said since that ADHD makes him a bad employee and a good entrepreneur.
He spent the non-compete years helping start WestJet in Canada, where the clause didn't apply, and turning his old ticketing system into a company he later sold to Hewlett-Packard. When the five years ran out, he launched JetBlue.
It worked. Leather seats, live TV, low fares, crews people actually liked. And when it started making money, Neeleman set his own salary at $200,000, which for an airline CEO is almost nothing, and donated all of it, plus his bonus, to a fund for crew members hit by disasters. His employees matched him out of their own paychecks. He refused stock options entirely, saying it would be hoggish to take them when he already had shares. In the early years he flew in the last row, in the seats that don't recline.
Asked why, he said it mattered to his people to have a CEO who wasn't trying to suck the company dry.
He was pushed out of JetBlue in 2007 after an ice storm stranded thousands of passengers. He went to Brazil and built Azul. Then he came back and built Breeze Airways.
Five airlines. He is 66 and still running one.