APEX EXPO 2025: Breeze CEO David Neeleman Speaks about Growth, Tech, and New Markets
Originally published on APEX
All photos via Caught in the Moment Photography
In a wide-ranging interview with BBC anchor Ben Thompson at the 2025 APEX Global Expo, Breeze Airways Founder and CEO David Neeleman highlighted the airline’s rapid growth, its distinctive business model, and the technology-driven strategies that sets it apart from both legacy carriers and low-cost competitors.
Breeze Airways was founded on the principle of connecting mid-sized American cities that had lost air service over the past decade, a decision based on Neeleman’s experience at Azul in Brazil, where new routes spurred market growth. “When we launched in Brazil, there were only about 47 million domestic passengers. We took that number to over 100 million,” he said. “We added service to more than 100 cities that had no airline presence. Competition was low, and those markets thrived.”
Neeleman saw a trend in the US: As planes grew larger, the gap between regional jets and mainline jets was capped at 74 seats. Rather than offering point-to-point flights, airlines pushed passengers through hubs. As a result, nearly 125 US cities lost at least a quarter of their air service over the past decade.
“The coolest thing about this middle spot is that if we can find a market that has only 10 PPPD (per passenger per day) each way, we can make it work,” he explained. “There are about 3,500 of those markets, and today we’re only in about 280, so there is tremendous growth in that area.”
Creating New Demand Rather Than Stealing Shares
Instead of competing head-to-head with larger carriers, Breeze focuses on creating new demand. Neeleman compared it to Ryanair’s secondary airport strategy in Europe, where flights to lesser-known cities eventually led to real estate purchases, increased tourism, and repeat travel.
For Breeze, this translates to serving airports such as Vero Beach, Florida, or Provo, Utah, that offer passengers a direct alternative to long drives from major hubs. “If you live on Long Island and can now buy a place in Vero Beach and fly there nonstop, instead of driving two hours from Orlando or West Palm Beach, you’ll make the trip more often,” he said.
Breeze’s network stability has been remarkable. The airline has exited fewer than five cities out of the 78 it has launched. Neeleman credits this to careful market selection and patience. Airline maturity curves are critical for Breeze. “For the first six months, it is really hard to make money as the costs are highest at the start, and revenues are lowest because nobody knows you. But then, as more people know you and you get repeat business, that is when you get profitability.” Today, 80 percent of Breeze’s markets are more than a year old, and all of them are delivering double-digit margins.
A Premium Experience, But at the Right Price
One of Breeze’s differentiators is offering first-class seating, branded “Ascent,” on its Airbus A220 fleet. The A220 is conducive for first-class seats, as it allows the airline to lose just one seat per first-class row, compared to two on a Boeing 737, A320, or A321.
“We have 12 Ascent seats today, and the math works out because they earn a premium well beyond the space they occupy,” Neeleman said. He announced that Breeze will be adding another row of Ascent seats. “We intend to begin to add these additional seats in the next six to eight months.”
Alongside first class, Breeze has built a fare structure called “Nice, Nicer, Nicest,” which bundles perks such as checked bags, carry-ons, extra legroom, and Wi-Fi. Unlike the ultra-low-cost model, which charges separately for each item, Breeze’s bundles encourage passengers to trade up.
“What’s fascinating is that the more people fly us, the more they spend,” Neeleman explained. “First-time flyers often choose the cheapest option, but by the third trip, many are moving up to Nicest or even Ascent.” The bundling model has led to an extraordinarily high Net Promoter Score (NPS) score. “Last week we had an 85 percent on-time rate, and our NPS score was 75.”
Technology, Reliability Form Breeze’s Core Identity
Neeleman describes Breeze as “a technology company that happens to fly airplanes.” From AI-assisted programming to predictive maintenance, technology plays a central role.
Artificial intelligence (AI) will soon be applied to ground operations as well. Neeleman shared his vision to install AI cameras at every aircraft turn to analyze safety, efficiency, and performance. “I want every movement inside and outside the jetway logged. That’s how we’ll improve reliability,” he said.
Technology also underpins Breeze’s customer experience. The airline is developing a super app to integrate flights, hotels, and events, alongside a new loyalty program. “Passengers don’t want to wait in line for a boarding pass with a smile. They want everything seamless and digital,” Neeleman explained. “Personalizing that experience and making passengers feel that every time they fly Breeze, they know me. They feel recognized and valued.
Breeze has built its reputation on reliability, even if flights are occasionally delayed. Neeleman revealed that since March 30, the airline has canceled just one flight out of nearly 40,000. “We may get you there late, but we will get you there,” he said.
To reinforce this, Breeze is launching two “rescue planes” based in Charleston and other key locations. These aircraft will be dispatched with technicians and parts to fix grounded planes quickly. “Imagine being in Portland, Maine, with a no-go item. Instead of canceling, we tell passengers a plane with parts is on the way. Have lunch, and we’ll see you soon. That kind of service builds loyalty.”
Adding to this momentum, Breeze Airways was rated a 2026 APEX Five Star Major Airline and honored with the 2026 APEX Best Major Airline in North America Award.
