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From the day JetBlue launched more than two decades ago,

it's cast itself as a refreshing alternative to legacy airlines.

JetBlue has become the sixth largest US carrier, and while it has ambitious plans to grow,

it stayed true to its disruptive roots. One of the coolest things about JetBlue is that

kind of start-up spirit, right? That's a differentiator, the kind of the smallness of it,

in sense. Do you keep that as you grow bigger? It won't be easy. We're 25,000 people today,

you know. It's already harder than when it was 1,000 at the beginning.

It helps to have leaders on board who've been there for the long haul.

Like CFO, Ursula Hurley. Well, Ursula joined JetBlue as an intern. I came home for the summer and

needed a summer job in JetBlue, who at the time I was like JetBlue, because JetBlue was literally

three years old back then, had posted summer internship at my university top board.

They gave me fright privileges, and so I was allowed to fly across the country if there were

seats available on any flight at any point in time. Now fast forward 20 years later,

I haven't left. Working in financials across the company,

she's developed a broad portfolio of skills and a unique depth of knowledge.

I think curiosity is a great skill in business, particularly in our business, which is so challenging.

Ursula is not just a number, CFO, Urs understands the whole business. When someone's in front of her

asking for more money, Ursula knows whether it's going to work or not, and she can ask the right

questions, and that's a great skill. A CEO who's made a name as an instigator,

...