All right, kick it off. Good morning, everybody. We're really excited to be here today webcasting live with the team from JetBlue Airways. We have Marty St. George, President, Ursula Hurley, Chief Financial Officer, and Jamie Perry, President of Paisly, formerly known as JetBlue Travel Products. Before we get into the Q&A, would you guys like to make any opening remarks?
Yeah, first of all, thank you all for coming. Good to see some familiar faces here and some new faces. Obviously, I think the biggest news that we've put out recently has been the new relationship with United, which we're calling the Blue Sky Partnership. I basically can describe it as a three-pronged value generator for us. Number one, and I think most importantly, is the relationship between our loyalty program, TrueBlue, and MileagePlus. What this means is that JetBlue customers who currently love the TrueBlue program but recognize that you can't really go everywhere to redeem or to earn points can now earn and redeem system-wide across the entire United system. That includes recognition of their elite status, things like that, and vice versa for United customers getting access to JetBlue's system.
Number two is the interline agreement that has us jointly selling each other's flights on our websites. All of the United system will be appearing on jetblue.com. For JetBlue customers who love jetblue.com, they'll be able to book the flight from LaGuardia, Chicago, to Omaha if they want to go and earn TrueBlue points, and vice versa. The entire JetBlue system will be on the United website. The third piece, which I think for us is the most exciting piece, is the alignment of our holding on subsidiary called Paisly. Jamie is the President of Paisly, and he's going to be on the stage to answer Paisly questions.
It's the alignment of Paisly with the United ecosystem so that Paisly, which today for JetBlue sells non-air ancillary products, which I'll say are vacation packages, cars, hotels, insurance, cruises, things like that, will also be selling those to United customers. We're actually very excited about the value generation of each of those. We made a commitment that we would be updating the value generation from our Jet Forward program every six months. That will come in the July earnings call, the second quarter earnings call. I'm not going to give any numbers right now, but we're excited really about all three of those elements. We see this as a great value generator for JetBlue and most importantly for our owners. With that, that's the end of my prepared remarks, and we'll go right into it.
Marty, you talked about how JetForward had contemplated an airline partnership, but that Blue Sky exceeded those expectations. Was that mainly on the non-ticket side with Paisly and Connective, or what were some of the drivers of that?
I mean, I'd say that both. I mean, the majority of the benefit that's over and above what we'd expected came through Paisly and Connective. There's also the breadth of the opportunity at United is a little bit more than we had forecast originally. I will also say that we are going through the regulatory review process. No numbers are final until we hear from DOT and DOJ. We're very optimistic. We learned a lot of lessons from our relationship with American. We were taught a lot of lessons by the judge who rejected that program. The relationship that we wrote jointly with United was more or less dictated by the judge's ruling. We are very confident of the ability to get through the regulatory hurdles quickly because we basically wrote it based on the judge's formula.
You had a great interview last week with the Airline Observer, and you talked about how the interline agreement accomplishes 90% of the code share without a lot of the headache on the back end. Can you just walk through some of that and maybe the cost headaches that you're avoiding with this structure versus the NEA?
Sure. I mean, I think that ultimately this all comes down to generating incremental profitability for us. What we're bringing to the customer base of JetBlue, we've realized that we could do through interline much, much easier than we could through code share. We were actually one of the very first airlines to start selling interline on our website in 2008 when we did not have the capability to code share. We were selling connections with Aer Lingus. Aer Lingus flights were showing up on our website. You could go from Raleigh to Boston to Dublin. We have been selling that for well over 10 years. We have great experience with that. I think if you look at the complexity of code share, it is a lot of logistics for us. It is now I have to be filing prices to the entire United destination system.
I have to be filing flight numbers and keeping track of where the United schedule changes and our schedule changes. We looked at the incremental benefit versus the incremental cost. We realized we were getting 80% of the benefit at very, very little incremental cost. I will also mention that the regulatory hurdle for code share is much, much higher than the regulatory hurdle for interline. Our goal was to bring this benefit to our customers as quickly as we could. I think by not having code share, we've really smoothed the regulatory process in a way that I think is going to be great for our owners.
Yeah, no, it was definitely thoughtfully done. You're doing this swap of slots at JFK with timings at Newark. Can you talk about how the timings at Newark can help you optimize your schedule for leisure traffic?
Sure. It's actually very simple. This is a real win-win. Again, our relationship with United has been, it's newly developed, but I think we both look at this very similarly. United is a very customer-focused airline as we are. I think that's a big plus. Specifically with respect to Newark, our schedule pattern for Newark is basically focused on the Florida and Caribbean markets. We have a lot of afternoon operations in the current sort of very odd slot regime. It's not really slots, but it's sort of operational appointments, I would call them. We have a lot of activity in the afternoon, which doesn't really work very well for the Caribbean and Florida.
That's actually a peak time for United. They have opportunities in the morning. It is really a nice arm's length agreement where this would be very good for United, and it is very good for us to get flights in the morning, which are better for Caribbean and Florida. It is funny. We talked about it because it is a factual part of it. It is not that big a piece of the value. I think it is a good example of how, as two airlines, we are really trying to create win-win opportunities.
How, when you think, you've talked a lot about someone going to Omaha or the central part of the country, but is the interline agreement, does that extend to United's international network as well?
Absolutely, yes. Yes. Yeah, our customers will be able to earn and burn points on every single United flight operated worldwide.
Okay, that's exciting.
By the way, if you're a Mosaic, you will get your Mosaic benefits on those flights as well and v ice versa.
FFP reciprocity.
Yes.
Love to dig into Paisly and Connective. I was really excited to see that line about quarterly earnings from Paisly being at a $20 million, $25 million run rate. Was that on the EBIT line or pretext margin?
I believe that's EBIT.
It's EBIT? Okay . I'd love to, it seems like when I look at the Similarweb data on web traffic, the United, if we just aggregate all their different vacation package-related stuff, I mean, it's like 4x the traffic that Paisly is seeing. Can you maybe just talk through Paisly's growth, where it's gone from A to B, and the opportunity that getting in the funnel here presents for you guys?
Sure. Let me start by what we do with JetBlue today. We sell through three channels for JetBlue. We sell in-path on jetblue.com and in the app. If you want to buy travel insurance or if you want to buy a rental car, hotels coming soon, you can buy those in-path without leaving the website. Secondly, we have a dedicated JetBlue Vacations channel where we can sell you a flight and a hotel or a flight and a cruise bundled together for one opaque price. That works for certain customers, certain markets, etc . We have a third site, which today is called Paisly.com, where we will sell you any standalone item. Just a car, just a hotel, just a theme park ticket, etc .
Over the last five years through those three channels for JetBlue alone, we've been able to triple the revenue per customer just by talking a minute about how we've done it. Now, what we're going to be doing for United is replicating those three channels. Adding certain elements in-path on united.com and on their website, adding certain package offerings through a packaging platform, and then adding standalone pieces through a standalone platform. They haven't decided what they're going to be called yet, but we will replicate that three-channel model.
Okay, that's really exciting. I mean, there's been for your own growth, if I look at other revenue, which presumably that's where Paisly is embedded, there's a big inflection around 2022. Is most of that growth coming from Paisly?
I don't know what else is in that revenue line.
Yeah, I think it's a good portion of it. We've seen exponential growth, as Jamie mentioned, specifically over the last three to four years. I think we've tripled our per-customer revenue generation through Paisly. So yes, that was one of the material drivers in that year-over-year comp, Tom.
Okay, exciting stuff.
I'll say we've given guidance. We've given a little bit of public data about Paisly. Based on the public data that we've seen, we believe Paisly is the best in the world at this. Frankly, if someone else is better, I'd like to see it because we're curious how we can get better at ourselves.
Right . No, that's exciting to see. A big fan of non-ticket revenue here. On Connective, can you talk about the opportunity for you guys? I get with United really efficiently expands their screens b ut is there a fixed and variable revenue component for you? How can that benefit JetBlue?
That piece of the deal is still being ironed out. Essentially, the way it's going to work is Connective today monetizes placements across United's digital ecosystem. Seatback screens, the website, the app, and other digital touch points they have in their ecosystem. We're going to be bringing that technology to JetBlue's digital ecosystem as well. It starts to monetize our seatback screens, our website and app, our Paisly platforms, and so on and so forth. Yeah, same technology, but coming to our equivalent of the places on the United ecosystem that works today.
Yeah, yeah. I remember when Connective came out, I thought you guys would be a fast follower, but had not considered.
It's an interesting business model because it benefits greatly from scale. Obviously, there's no sharing of customer data. United customer data is completely separate from JetBlue customer data. Nonetheless, the underlying technology and the value proposition for advertisers is greatly benefited by scale.
United's talked a lot about Starlink playing a big role for them in Connective. How do you think about inflight Wi-Fi in the context of the technology enablement that you're doing with Paisly and Connective, and then also just in the overall arms race for brand loyal customers?
When it comes to monetizing the digital ecosystem, the seatback screens are still the most valuable asset because people are watching them constantly. If you think about how you use inflight Wi-Fi, you typically go to a portal, which presents some monetization opportunities. Once through that portal, you're then off into the broader internet to do whatever you want. It is definitely the fixed screens that offer the most benefit, both in terms of roadblocks and map channels and so on.
Just on Wi-Fi, do you think about that potentially in the arms race? Are you constantly, that's something you're evaluating, of [Starlink]?
Yeah, no, we certainly see opportunities in Wi-Fi. I mean, I'll remind people, we were the very first airline in this country to offer inflight Wi-Fi with a product called BetaBlue, probably almost 20 years ago. With Viasat, we were the first to offer free system-wide internet. Our view is that JetBlue is fundamentally a customer-focused company where we have competitors who continue to charge for Wi-Fi or give you various hurdles to get in, your cell phone provider or whatever. It's free for every single customer. We'd like to maintain that relationship and make sure that we continue to innovate. I have no news as far as our future, but we clearly recognize that we want to be a leader going forward permanently.
Okay, exciting. Just one more thing on Blue Sky. It seems like it should be a pretty great case for easy review for regulators. Do you have any sense on the timeline of what the review process for that could look like?
We've had our first conversation with regulators. They are evaluating the documents we've provided. We very much respect the regulatory process. This is written with them in mind in some ways. I'd say we're very optimistic, but it's not done until it's done.
Okay. Maybe switching from long- term to shorter- term, I'd love to kind of just talk about anything, how demand's evolved since the earnings call, any changes. It's obviously a very fluid time.
On the earnings call, I made a comment that we had seen three to four weeks of relatively flat year-over-year revenue declines. We were calling that as a new normal. We were guiding to that as a new normal. I think that's now seven to eight weeks of sort of a new normal. I will say we had a very good Memorial Day weekend as far as close-in bookings. For the two days of June we have data for, we've had some pretty good close-in bookings. I think demand's been choppy enough that no one's really ready to make any call that we're going off of that original baseline.
I mean, one question that I'm sure you're getting a lot now from investors is if there's any kind of one-time benefit opportunity that you've seen from Newark, or maybe that gets washed out by some of the other things going on on the surface right now.
We have watched the Newark situation very closely. We obviously had an operation at Newark, so we took a hit for our 19 flights there. We did see some benefit. We saw more of the benefit go to LaGuardia and Philly, but we certainly did get some benefit there. It is not a gigantic number.
We believe it's transitory, obviously, with now the runway being open.
That's a good point. On the earnings call, you talked about premium loyalty, Atlantic still being the best segments within the core business. Is that still the case today?
It is. I think that it's funny. I think about the secret sauce of JetBlue. When you look at the trends for the industry overall, as far as premium travel versus non-premium travel, I think we're all reporting that premium traffic is doing well and with very strong resume growth. We said on the call, we were high single digits as far as our premium resume, t he challenge has been the back of the airplane. Fundamentally, we're very confident that as the industry goes through the changes it's going through, we like our position in the industry right now. At the core, we are known for great crew members delivering great service. Whether you're in the front of the plane or the back of the plane, that's an advantage we have over all of our competitors. I would certainly rather have our hand of cards right now than the ultra-low-cost carriers. I think that will be borne forward as we do things like introduce domestic first-class lounges, things like that.
Yeah, yeah. Would you just remind us on the timeline of the domestic retrofits?
First, talk about the lounge. The first lounge opens by the end of 2025. We'll have the Boston lounge opening in mid-2026. The first installation of domestic first-class will be in the middle or sort of second quarter-ish, second or maybe early third quarter of 2026. We have supply chain issues. We have certification issues. We are full steam ahead on that project.
Yeah, Okay. How are the operations performing this quarter? Newark's been a challenge. Just overall in the system, you guys have made a lot of progress.
It's been fun. Every Tuesday, we have our operational meeting. Operations is actually in very good shape right now. I give a lot of thanks to our crew members who continue to deliver in a tough ATC environment. Clearly, we had challenges in Newark like the rest of the industry did. I think our people are really stepping up to deliver a great product right now.
Yeah. Kind of similar on operations. Ursula, how are you feeling about non-fuel cost control quarter to date?
Good. I'm actually exceptionally proud of the team. We've actually hit our controllable cost guide the last six quarters. We sit here in the second quarter, we actually pulled down capacity pretty significantly in the second quarter just to better align with the demand environment. The team's doing an exceptional job making sure that we still achieve our controllable cost goal. I think the other thing that we're seeing as a benefit is the operation is performing exceptionally well. I mean, we've had three quarters of A14 increasing year- over- year. This quarter, the operation's actually performing really well. I think on a completion factor basis, we're up within the quarter about half a point, which obviously we're top of the industry, close to top of the industry right now in terms of completion factor in the second quarter.
Naturally, when you run a good on-time airline, costs fall out of the business. That has been a really helpful tailwind as well. I feel good. I will also note we always expected our controllable cost guides to be higher in the first half of the year versus the second half of the year. That is mainly driven by two things, just timing of maintenance events in the first half of the year, as well as a pilot rate step-up that we actioned last August that has not fully lapped yet. Again, we are still striving even to hit our full-year initial guide. Like I said, really proud of the team getting creative about pulling costs out of the business despite the capacity pulls.
Yeah, no, absolutely. You guys have had a lot of cost initiatives on the hopper on fuel-burning optimization, deploying data science thoughtfully to automate different processes. Can you unpack which of those have been really impactful so far?
Sure. One of our priority moves within JetForward is securing our financial future. We have a plethora of initiatives in order for us to maintain, quite frankly, our cost advantage versus the legacies. Some of the areas that we've seen success is just better utilizing data and artificial intelligence. We actually, up in our system operations center, have created a digital twin that helps our SysOps team basically foreshadow what could go wrong over the next 24 hours so that we can get ahead of it from an aircraft placement perspective, a crew perspective. That helps us make better decision-making in a really timely manner so that we can pivot and execute given the operational challenges.
I think another area we've seen great success is fuel burn just in general. We've got about 25+ initiatives across the business, just how do we reduce burn? Technology that we've been using in that area, we call it waves in the sky. It's to ensure that our pilots are flying the most efficient route from a fuel burn perspective. Really good progress thus far. There's more initiatives to come. I think the general theme is how do we better leverage technology and AI to improve the timeliness of decision-making to help the operation and obviously the financials.
Marty, earlier you had mentioned some of the supply chain issues in terms of the domestic first class. Now, what are you seeing? The GTF engine's been a big, obviously, been a big headwind. Any progress there in terms of Pratt getting stuff out of the shop?
We originally anticipated having mid to high teens number of aircraft on the ground this year due to the GTF. We are now in the single high digits number of aircraft on the ground. We have seen improvements. We are holding our breath. We want to see consistency in terms of improvements from Pratt, but we have been pleased. I think their supply chain is improving. When the engine goes into the shop, it is actually coming out slightly earlier than we had anticipated. Just generally speaking, engines are staying on wings slightly longer than we anticipated. I think those are the three drivers of the improvement. We continue to work collaboratively with Pratt & Whitney and monitor it closely. We have always said that the Pratt & Whitney GTF challenges was going to be a tailwind for JetBlue. We are starting to see some of that benefit.
What about Airbus? Have they been delivering the 220s on time?
Airbus, we continue to work with them. We continue to see aircraft delivery delays, whether it be on the A220 or the A321. Aircraft have been shifting a few months here and there. However, Airbus has been helpful in providing transparency so that we can plan and get ahead of it. I still believe that we'll achieve the number of deliveries that we originally anticipated this year.
Are the E190s still on track to be retired after the summer peak?
They are. As a reminder, we ordered the A220 to replace the E190. We expect to have a 30%+ unit cost benefit once this fleet transition is complete. I think we currently have nine or ten E190s still flying around. They will support the summer peak. After the Labor Day holiday, we will fully have that fleet retired. Like I said, we are looking forward to achieving those run rate savings that we originally anticipated when we entered this fleet transition.
Nice. I mean, it seems like you guys have been actually in a ton of different initiatives over the last 18 months or so. It seems like you're kind of really getting to a place where we're starting to pay dividends as we move into 2026 and 2027. A lot of exciting stuff coming down the pipeline. Maybe going back to Paisly, Jamie, do you guys envision this being kind of moving beyond United to other airlines or other travel and leisure companies that you can maybe offer this service to?
Absolutely. We issued a press release this morning saying that we changed our name from JetBlue Travel Products to Paisly. That is very much reflective of the fact that we are moving from a single customer in JetBlue to a multi-customer model. United is obviously the first of those incremental customers. We have a number of others in the hopper. Yeah, we are hopeful and optimistic that we will have many airline partners beyond just JetBlue and United going forward.
Okay, that's great. I mean, is that something we can expect to learn about more in July, maybe? Like what the run rates for Paisly are?
There is a JetForward update coming, I believe, in two Q&As.
Yeah, we'll have a JetForward update in July, which will be more comprehensive. We can provide a little more color on just the impact of Blue Sky to JetForward. We do have our hands full in making sure that the United integration into Paisly is done successfully. That is definitely the number one priority. Also, as Jamie mentioned, we do have an aspiration to continue to grow this business. We believe that we have got an attractive technology set that could be interesting to other airlines. That is definitely on the roadmap as well.
Do you think about that as like one year start, actually seeing some of the results and the numbers? Is that more of a 2026, 2027 story than just how should we think about the ramp-up process?
For Paisly.
Yeah, for Paisly.
Yeah, we obviously have a ramp-up period with United. They also have a ramp-down period with their existing partners. Realistically, yeah, you should start to think about incremental United revenue coming online for Paisly next year.
Okay , that's great. Let's see. You had another press release yesterday for Brightline Trains, a partnership down there in Florida. Can you talk about maybe the benefit from that? I thought one line that was really interesting that caught my eye was how they can help you in IROPS, potentially re-accommodating passengers.
No, I think they've built a very interesting network with access directly into Orlando Airport, where obviously a very big operator in Fort Lauderdale, if not the biggest, about to be the biggest in Fort Lauderdale. That connectivity between the two, it's much easier to do on a train than it is on an airplane on such a short flight. I think it's a good deal for them. I think it's a very good deal for us. We also have 52 other partners. Partnership is something that we've been doing since 2007. The one thing I'd stress is we do this in a JetBlue way. We don't really do things like Code Share.
Other airlines can put the code on us. We generally don't put our code on. We do sometimes, but not very often. We want to do it in a very low-cost way. Frankly, I think between what we're doing on this partnership, what's happening with Paisly, this new relation with Connective, I think we're looking to find opportunities to improve our earnings with very low capital. I mean, if you look at the capital investment in Paisly versus the EBIT impact, it's de minimis. We're actually very optimistic about other ways to make ourselves better for our owners.
Just in the early aftermath of the Blue Sky announcement, have you seen any reaction? Or have you been surveying some of your TrueBlue core customers? I mean, because I feel like if you can drive greater sign-up on the credit card and greater spend, any of that non-ticket revenue that you're getting is.
It's a great question. We've just recently switched tech providers for our call centers. Part of what we were able to get is we know every word that's been said on the phone call, either by our crew members or by our customers. We pulled every mention of United. The mentions have been fantastic. People are very optimistic, very much saying, Okay, when can I redeem my flight to X? Can I move from this United flight I'm on to a JetBlue flight or vice versa? Customers certainly get it. We've really not communicated anything at all. We do expect that we will start offering customer benefits, hopefully mid to late third quarter, where we'll start some of the benefits, probably late third quarter. We really haven't communicated much to our customers. Just from the news that's been out there, the customer excitement has been great so far.
Yeah. How do you think about just thinking about technology, how do you think about investing on the non-aircraft side, maybe on the mobile app? Are there places where you think that you can maybe improve a little bit, just whether it's on the customer experience side or making it easier to incentivize buy-up ?
Yeah, so listen, annually we spend between $100 million-$150 million in non-aircraft CapEx. Quite frankly, the majority of those investment dollars do go to technology. Just how do we continue to provide optionality for our customers? How do we continue to push folks to the app? We actually have seen a good step-up in adoption of the app and just the ease for customers in self-serving when things go wrong. This is definitely an area we continue to be focused in and believe that there's a high level of return on continuing to invest in technology that's beneficial to the customer.
Maybe another on the consumer. Have there been any trends or any differences that you'd call out between VFR versus maybe beach leisure or non-VFR type of leisure or managed business, anything that you guys are seeing on that front?
That's a great question. I would say that in general, the places of strength we're seeing are the Atlantic and the Latin American market. The Latin American market does tend more to VFR. I'm not sure which is the chicken and which is the egg in that. I'm not sure I'd call that causal. We certainly see international holdup better than domestic. The one thing we remember vividly from 2008, 2009, the war financial crisis, was that VFR was absolutely a very strong point for us at the time. The line we've used is no matter how bad things get, you're still going to see your mom sometimes. We're optimistic about VFR. Certainly, Latin is doing well. I think it's a little bit too early to see if that trend is continuing from what we saw in 2008. I like the diversification of the network. I think that if you look at the diversification between the premium products, certainly with Mint, but also with our Even More product and the VFR products, I think we have a nice distribution for a fundamentally leisure airline.
Yeah, yeah. How do you see, there's been a lot of schedule cuts coming down, especially for the second half of the year. How are you guys seeing competitive capacity from right now?
I mean, the trends continue to be good in competitive capacity. This is all public data. I know nothing other than what I see filed in the systems. We've been pretty aggressive at cutting capacity ourselves. Certainly, as demand has softened, it's sort of softened from the troughs to the peaks. We've been pretty aggressive pulling Tuesday, Wednesday capacity, Saturday night capacity, things like that. The ULCCs have been very aggressive in pulling capacity. I think based on our margins, you can sort of understand why. The Legacies, I think, have been less aggressive in pulling capacity. I do not think they've really pulled what they had originally telegraphed they'd pull. Frankly, they're pulling from a much, much bigger base. I feel like the trends are generally good. Frankly, it's reacting to a reduced demand environment.
It is not like we were screamingly full before. And now we are just pushing yields up. This is in reaction to the demand environment that we see right now. I think I have been in this business many, many, many years. The one thing that has changed probably since the world financial crisis is a lot more focus on short-term results rather than lost leaders and let's hope things get better. Hope is not a strategy, a ction is a strategy. I think we are seeing a lot of action now.
Are there any metrics that you track internally, Marty, that give you confidence that, okay, maybe we're seeing a rebound in demand or that just kind of got like a check engine light, o r what do you look at for health of the booking curve?
I mean, I think that historically, we look at our own bookings. We look at competitive bookings. A lot of people in this room historically have used the ARC TDS data, which is now only available to airlines. We use that data very regularly. I think in the recent crisis, we've been very aggressive in working with our credit card data, not just the full stack of data we get from Barclays and our own credit card. We have a very good relationship with Mastercard. Mastercard has been very open at providing us some high-level data, which we get for not just air travel, lodging, cruises, things like that. We're also getting for consumer durables, food, gas, everything. I think as we were looking at the demand cuts, we kind of wanted to get a good idea of what's happening for bigger consumer sentiment.
I think it's interesting. It looks a lot like 2008, 2009, which is historically, when you get into an economic slowdown, air travel is the first thing to come down. Unfortunately, it tends to be the last thing to come back. I think it's following very much the trend as far as what we've seen historically. We're now a quarter and a half, two quarters into it. We'll see if we start seeing other sectors fall. We watch that data very, very closely.
Yeah. Nice. I think the industry is going to be well positioned on the other side of this just with how tight supply is and a lot of the idiosyncratic stuff you guys are working on.
Yeah, I mean, frankly, you talked early talking about supply chain. If there's ever a time for manufacturers to have trouble delivering airplanes, this is probably a very good time for it. From that perspective, I think the planets for once in their lives are aligned as far as where we need to be. Frankly, in the long- term, I think this is an industry overall that's much more focused on returning to our owners. I think we see each airline independently acting and trying to make that so.
Which is great. I think that's a great place to close it on unless you'd like to make any final remarks.
I don't. I mean, I'd say that I hope everyone in this room are JetBlue customers. If not, you're missing something big. We are very excited about Blue Sky. Frankly, if you look at the path we laid out last year with JetForward, we're optimistic about our future.
Yeah, we're very excited. We're looking forward to my next flight on a Mint cabin.
Great. Awesome. Thank you.
Thanks so much, everybody. Thanks, guys.