Our people know that if they are sick, we will take care of them. If there are occasions of grief or joy, we will be there with them. They know that we value them as people, not just cogs in a machine.

Most people think of us as this flamboyant airline, but we're really very conservative from the fiscal standpoint.

I love battles. I think it's part of the Irish in me.

I've always said manage in good times so that you're ready for the bad times.

A motivated employee treats the customer well. The customer is happy, so they keep coming back. It's not one of the enduring green mysteries of all time; it is just the way it works.

You want to show your people that you value them, and you're not going to hurt them just to get a little more money in the short term. Not furloughing people breeds loyalty. It breeds a sense of security. It breeds a sense of trust.

What's important is that a customer should get off the airplane feeling, 'I didn't just get from A to B. I had one of the most pleasant experiences I ever had, and I'll be back for that reason.'

As far as value is concerned, the principal reason that I moved to Texas from New Jersey many, many years ago was because I recognized that Texas was a much more entrepreneurial state than New Jersey, that the opportunities to start things were greater in Texas. And my vision was fortunately fulfilled.

We turned our planes around after landing and got them off again in 20 minutes back in the early days; 15 minutes in many cases. That gave us a huge cost advantage because we could do more flying in a day with a single plane than anybody else.

I don't really have any peeves, and I fly other carriers a good bit. My experience has been good in terms of getting on the airplane expeditiously and getting to my destination as need be, on time, with my bags - which I carry on.