David Neeleman Reveals the Burger Chain Strategy That Built Four Airlines, and Why Your Startup Should Copy It

When a founder who has launched four airlines tells you to think like a burger chain, it pays to listen. On a recent How I Built This with Guy Raz Advice Line, JetBlue (NASDAQ: JBLU) founder and current Breeze Airways CEO David Neeleman fielded a question from Vince Speroni, who runs an underwear startup weighing whether to expand his product line. Neeleman’s answer cut against the instinct most early-stage operators have to chase growth through variety.

The In-N-Out Model

“I mean, I guess there’s the In-N-Out model where you just keep, you find what works and just keep doing it over and over again,” Neeleman said. “Just get a couple of different SKUs and if it’s working well and just hammer that away and be like In-N-Out Burger.”

The logic hinges on category. Neeleman’s view is that underwear “is not a fashion statement like, you know, something an outerwear would be.” For commodity-adjacent categories where customers want reliability over novelty, his instinct was to “limit the SKUs” rather than burn capital expanding the catalog. Perfect the core product. Repeat.

It is a counterintuitive lesson coming from someone who built scheduled passenger airlines, businesses notorious for fleet complexity, route sprawl, and fare class proliferation. Yet Breeze, his latest venture, was built around point-to-point routes that legacy carriers ignored, a deliberately narrow scope that mirrors the burger-chain ethos.

The Three Signals That Justify Expansion

Guy Raz largely agreed with the focused approach but offered three concrete metrics entrepreneurs should track before adding a SKU. First, repeat purchase rate. Raz pointed to a 30% repeat purchase rate as a healthy benchmark, noting Speroni was currently at 17% after 8 months. Second, whether the business is consistently stocking out of inventory. Third, unsolicited customer requests for new products, which Raz called “an important sign.”

The capital efficiency argument is where this gets sharp for any operator. “Every time you add a SKU, you’re talking about more cash that you’re going to tie up and you’re going to have manufacturing minimums,” Raz cautioned. Working capital locked into slow-moving variants is working capital not deployed into marketing the hero product, fulfilling demand on what already sells, or extending runway.

Raz’s compromise was measured: introduce “maybe one more by the end of the year” using the same fabric in a different cut, which keeps manufacturing complexity low while testing demand elasticity.

The Broader Lesson

For investors evaluating consumer brands, the takeaway is that disciplined SKU counts often signal a management team that understands unit economics, brand identity, and the cost of complexity. Sprawl is easy. Focus is hard. Neeleman’s track record building Breeze Airways, JetBlue, Azul and WestJet suggests he has earned the right to recommend the burger-stand approach. The companies that compound longest tend to know exactly what they sell and refuse to dilute it.