A New Company, Without Its Creator
David Neeleman built Azul from scratch in 2008 — the Brazilian-born American entrepreneur who also co-founded JetBlue — and grew it into a carrier serving over 150 destinations, many unreachable by competitors. After Friday’s exit from Chapter 11, he no longer controls the company he created. Azul is now a corporation with dispersed ownership, a condition of the restructuring. Neeleman remains chairman; CEO John Rodgerson stays in his post.
The ownership change was deliberate. “It was part of the agreement to not protect anyone’s stake,” Rodgerson said Monday. “What was protected was Azul.” The two new reference shareholders are American Airlines and United Airlines, each holding roughly 8 percent after investing $100 million apiece. American’s investment awaits approval from Brazil’s antitrust regulator CADE; United’s was cleared in February.
The Numbers
Azul filed for Chapter 11 in May 2025 after failed efforts to restructure outside of court, crushed by lease obligations, fuel costs, and currency volatility. Nine months later, debt and lease obligations shrank by $2.5 billion. Leverage fell from 4.9 times to 2.5 times. Annual interest payments dropped by more than half. Aircraft leasing costs fell by a third.
To get there, Azul issued $1.375 billion in new debt and raised $950 million in equity — $200 million from the U.S. carriers, $100 million from creditors, and the remainder from shareholders. For United and American, the logic is straightforward: Azul’s domestic network, hubbed at Viracopos near São Paulo, feeds passengers into their international routes.
Slower, Smaller, Focused
The airline that emerges is a different animal. Azul projects capacity growth of just 1 percent in 2026 — far below the 3-to-4 percent Rodgerson estimated last year, and a fraction of competitor Latam’s 6-to-8 percent target. The fleet plan dropped from 20 new aircraft per year to five. The firm order for Embraer E195-E2 jets was cut from 51 to 25.
Rodgerson framed the strategy around customer recovery. Azul’s Net Promoter Score fell 34 points during the crisis as flights were canceled and service deteriorated. In six months through June 2025, the company clawed back 30 of those points. “Flying with Azul was always different, but for the last six years we were in survival mode,” Rodgerson said. “Now we’re reinvesting in our customers and our brand — but with responsibility.”
No More Merger Talk
One door is firmly closed. Azul signed a memorandum with Abra Group in January 2025 to explore merging with Gol, Brazil’s other troubled carrier. Talks ended in September. Rodgerson said there is no reason to revisit them. “That was an option, before the Chapter 11, to solve the same problems we addressed during the process. Now that we’ve exited, there is no need for a merger.” With a clean balance sheet, two of America’s biggest airlines as backers, and a fleet strategy built around discipline, Azul is betting that the path back runs through service quality — not size.