It's like telling Mozart that there are too many notes in an opera. Which one do you want us to take out?

Whether I'm at the hangar or at the airport or on an airplane, I get respect. And that's the best part of my day.

I was a mechanic in the Navy. And mechanics in the Navy are like mechanics in airlines. You may have more stripes than I do, but you don't know how to fix the airplane.

It's like telling Mozart that there are too many notes in an opera. Which one do you want us to take out?

But I like to think that a lot of managers and executives trying to solve problems miss the forest for the trees by forgetting to look at their people -- not at how much more they can get from their people or how they can more effectively manage their people. I think they need to look a little more closely at what it's like for their people to come to work there every day.

Since 1978 the record pretty well shows that no start-up airline . . . has really been successful, so the odds of JetBlue having long-term success are remote. I'm not going to say it can't happen because stranger things have happened, but I personally believe P.T. Barnum was, in that respect, correct.

It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does.