That's the big challenge of a company. How do you continue to get better as you get bigger?

And it takes a lot of effort. It takes a lot of focus. Like I'm in our training center today at Breeze and I just addressed a brand new flight attendant class that started.

I talked to a brand new class of our technicians that work on the airplanes.

And you have to be able to communicate,

communicate, communicate, put people in the huddle, make them feel like they're part of something

that's greater than each of us. And you're creating an extraordinary company. And that's,

that's what we did at JetBlue. And it, and that we, it ran on those shoes for, for a long,

long time.

Hello and welcome to Franklin Covey on leadership. I'm your host, Will Hodling. Today's

guest is David Nealeman. David Nealeman is a serial entrepreneur who has built and sold

multiple airlines and is widely regarded as one of the key

innovators in the aviation field. His past companies include Morris Air, which he sold to Southwest

Airlines in 1993, JetBlue Airlines, Azul Airlines in Brazil, and most recently Breeze Airways.

He's regarded for effectively inventing ticketless billing and in-seat entertainment,

among many other key innovations in the field. In today's conversation, we discuss his approach to

leadership, his experience building and selling multiple companies, how he's built, ownership-first

cultures, and much more. David, welcome to Franken Covey on leadership. Thank you. Thanks for

having me. I really appreciate it.

Absolutely. Very excited for today's conversation, a long time admirer. So you're an incredibly

successful entrepreneur. You've built and sold multiple companies. I could spend today's interview

solely talking about your accomplishments. I actually want to start with a crucible moment in your

career. In 1993, you sold Morris Air to Southwest.

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