A (3:51)

Spirit Airlines became the name in ultra low cost flying in 2006.

B (3:56)

There had been budget travel in the US before, you know, other airlines charged low fares. But Spirit really revolutionized this idea of they were called an ultra low cost carrier and they offered like really cheap flights.

A (4:09)

On Spirit you could get a one way ticket for around $50, sometimes even less.

B (4:14)

And then everything else was an optional fee. And I mean that was like no water on the plane, you know, checked bags, carry on bags, printing out a boarding pass at the airport. Like every single extra thing you wanted was gonna cost you. And people kind of hated that in some ways. Cause obviously it's very annoying to be nickel and dimed like that.

A (4:36)

Yeah, you're like, I just want water. Do I really have to pay for it? You can just give me a cup. This was the feeling I feel like

B (4:42)

right when Spirit was sort of embracing this business model for the first time, people were like, it was very jarring. You know, people didn't love it, but they did love low fares and people liked cheap travel. And Spirit appealed to customers who maybe weren't deciding between Spirit or Delta, they were deciding between flying Spirit and not going anywhere at all, or flying Spirit and driving. So it did bring air travel to a lot of people who might have not otherwise been flying for a while.

A (5:11)

The low fare model worked. Spirit airlines grew really quickly. Soon other airlines also started offering low cost options and charging fees for other services.

B (5:23)

It challenged a lot of the big airlines, you know, went head to head with them in some of their big hubs. And the bigger airlines ended up embracing a lot of Spirit's practices. And then there's other airlines that have kind of imitated it, you know, that have adopted the same model. So, you know, it really changed a lot of things about flying.

A (5:44)

When did this model, this sort of like ultra discount model begin to stop working?

B (5:50)

I mean, I think we really saw after the pandemic these budget airlines never really recovered. So I mean, Spirit like hasn't made money since 2019. Coming out of the pandemic, people's preferences seem to change. There was this sort of new enthusiasm for kind of a, like A more comfortable flying experience. People, you know, during the pandemic had stockpiled like tons of points and, you know, were suddenly were sort of able to fly, maybe extra leg room or even business class or to be in a lounge.

A (6:23)

Premium economy.

B (6:24)

Yeah. And they didn't want to go back. And that's not really, you know, Spirit did have the big front seat, which is kind of their answer to that. And people used to think it was like the best deal in air travel, but they didn't have like a real answer to premium economy.

A (6:39)

Did Spirit try to adjust in light of all these changes?

B (6:43)

Spirit sort of debuted its own offerings, you know, its own kind of answer to the premium travels trend.

A (6:49)

Spirit took a page from the big airlines playbook. It started offering roomier seats and unlimited drinks and snacks for a higher price. So even as the full priced carriers were making changes in response to Spiritual, Spirit was changing its game to keep up, to better compete with the major carriers. Spirit also tried to merge with another budget airline, Frontier.

B (7:14)

In 2022, Frontier had agreed to buy Spirit. And that was a deal that the leaders of Spirit and especially Frontier had wanted to do for many, many years. So it kind of seemed like this long desired merger was finally coming to fruition. And, you know, they were going to sort of take on the rest of the travel market and be a lot stronger for it.

A (7:35)

But competitor JetBlue got wind of the deal and said, actually, we want to merge with Spirit.

B (7:42)

So kind of ended up in a back and forth for months of competing offers and competing bids and trying to win over spirit's investors. And JetBlue's offer was just a lot higher. And ultimately that won the investors over. And Spirit broke up with Frontier and agreed to be acquired by JetBlue.

A (8:02)

That merger was eventually challenged by the Justice Department on antitrust grounds. The airlines fought the decision, but ultimately a federal judge sided with the DOJ in 2024, and the merger didn't go through.

B (8:15)

The problem was over the course of that year when the airlines were waiting for government approval, Spirit's situation was sort of dramatically unraveling. You know, that all of the trends that we were just talking about that were kind of changing things for budget airlines were starting to come to a head. And by that point, you know, it's pretty financially weakened. And it had some big looming debt maturities. And that all comes to a head in the fall of 2024 when Spirit files its first bankruptcy.

A (8:48)

Since then, it's been a bit of a rollercoaster for Spirit. The company came out of that first bankruptcy in early 2025, but quickly declared bankruptcy again a few months later. Then in February of this year, the company announced plans with its creditors. The agreement would allow Spirit to emerge from bankruptcy a second time.

B (9:08)

Spirit announced it's going to get new capital injected into the business and it's going to get rid of planes it doesn't need, refocus on sort of its core cities, and it's going to emerge from bankruptcy much smaller, but capable of surviving on its own. And that was kind of the plan in February and March.

A (9:27)

And then the war happened.

B (9:28)

And then the war happened. So fuel prices, you know, over a matter of weeks, double. All airlines are kind of grappling with this, trying to pass along in higher fares and figuring out how they can manage. Spirit realizes it's gonna need a lot more money. And that's when it turns to the federal government.

A (9:45)

Spirit Airlines appealed to the Trump administration in a last ditch effort to save itself. How that plan unraveled is next.

B (10:05)

AI is moving fast across the enterprise, but without visibility, it's just chaos.

A (10:11)

Different tools, different models, different teams using

B (10:14)

AI in completely different ways. ServiceNow turns that chaos into control.

A (10:20)

With the AI control tower, you see

B (10:22)

all your AI across the business in one place, what it's doing, what it's

A (10:26)

done and what it's about to do.

B (10:28)

So you stay in control.

A (10:30)

To put AI to work for people,

B (10:32)

visit servicenow.com Here's a shift worth noting. Better healthcare is care that meets patients where they are. UnitedHealth Group is bringing it directly to living rooms. This is a win for patients managing chronic conditions. And here's the interesting thing. By closing those care gaps, administering in home exams and identifying risks earlier, more diseases can be prevented and patient outcomes can improve. In 2025 alone, UnitedHealth Group patients received over 19 million home visits. Learn more at unitedhealthgroup.com commit.

A (11:12)

Behind the scenes, the final days of Spirit Airlines life were chaotic. On Friday, our colleague Allison spoke to CEO Dave Davis. What did he say about what the last few weeks have been like for the company?

B (11:25)

So Spirit spent the last few weeks kind of looking for an 11th hour deal to somehow save the airline. It was clear the creditors were sort of no longer going to support this agreement to come out of bankruptcy and they needed to find another source of capital. And at that point, you know, the last resort would be going to the federal government. So Dave Davis makes a call to Susie Wiles, the White House chief of staff, and she kind of helps connect them and they go to the Commerce Secretary. And they start talking about, like, what could maybe the government do for Spirit. And it seemed like they were getting. I mean, they were getting very close to an agreement for a deal that would give Spirit a loan of $500 million, and then the government would get the right to acquire an equity stake in the company. And it could have gotten a stake of sort of up to 90% in spirit.

A (12:16)

Wow. And so, you know, Spirit goes into talks with the federal government. What was the president's position on this?

B (12:23)

You know, he was enthusiastic about the deal. I said, I'd like to save the jobs, but we'll have an announcement sometime today. We gave them.

A (12:32)

We gave them a final proposal.

B (12:35)

He seemed really invested in the idea of saving all those jobs. You know, he said multiple times, like, you know, I want to save an airline. Like, he really liked the idea.

A (12:44)

Commerce Secretary Howard Lutnick was a big supporter of the deal, and he told the President that saving thousands of jobs at Spirit could deliver a political win ahead of the midterm elections. That's according to a senior administration official and other people familiar with the matter. Was it a good deal?

B (13:03)

I mean, I guess. Good deal for who? Like, I guess the question was, you know, like, what are the taxpayers going to get out of this? And, you know, the president's view was, like, oil prices will go down, and then Spirit will be successful again, and we'll be able to sell it at a big profit. A lot of people in the industry were pretty skeptical of that idea, you know, for all the reasons that we've talked about that, like, well, what really is the plan for Spirit after this? Like, you know, hasn't been able to make money over the last six years. So, like, okay, it gets another $500 million. What's going to be different this time?

A (13:36)

Right. Does that actually just keep it afloat for a little bit, or is it going to make any substantial change to the structure, the model?

B (13:42)

Right. Like, Transportation Secretary Sean Duffy had spent the last couple of weeks, like, feeling out the rest of the industry, trying to see if any other airlines would buy Spirit and, like, even going back to JetBlue again multiple times. And, like, nobody wanted to. So, you know, I think there was a view, especially in the industry, that, like, why. And for the bondholders, they hated this idea by all accounts. They sort of really feel like they're going to be left a lot worse off, like, that they might be better off just letting Spirit liquidate and they'll be able to recover some of their money by selling Spirit's Assets.

A (14:18)

So the jet fuel costs, that was the final straw?

B (14:21)

Yes, that was the final straw. But Spirit, like, when I've talked to Spirit CEO Dave Davis, he said he was really confident in the airline's plan, that, like, he really believed that they had done real significant restructuring work. They'd gotten concessions from their labor unions, like, they'd cut a lot of costs out of business, you know, gotten rid of a lot of debt, that they were going to be able to come out and survive, and maybe then they would be in a good position to be acquired, you know, maybe next year. And, you know, his view is that like, ultimately, at the end of the day, it was the jet fuel cost that did them in.

A (14:53)

On a 15 minute call last Thursday, Lutnick and Davis agreed that time had run out. So the airline pulled out a game plan that they'd been working on since last year.

B (15:04)

After that Thursday call, that's sort of when Spirit starts implementing a plan, which is called Plan Charlie, which is their shutdown plan. And it was something they'd really never hoped to implement, but it was, how, if we have to shut down the airline, how would we do it? And the wheels start being put in motion and it's everything from pulling parts of the website down so people can't book flights anymore to, you know, how are we going to tell employees that, like, don't come to work tomorrow? So, you know, kind of throughout the day, Friday, core teams of people are sort of putting this plan in motion and making arrangements for the airline to cease operations in less than 24 hours. So even though, like Spirit employees haven't yet been told, like, their website is still up, people can still book flights if they want, but behind the scenes, they're working to get the airline shut down.

A (16:01)

This all happened over the weekend. What was the weekend like at airports? Like that? Flyspirit now, some of our colleagues, like,

B (16:07)

went out to airports. We heard various things. So customers got an email like, really, you know, the pre dawn hours Saturday morning, and they were told, your flight is canceled. Do not go to the airport. You know, all the kiosks had like a message displayed saying, you know, Spirit has ceased operations. You know, thank you for all these years. There was nobody at any of their gates, nobody at any of their customer service counters. Customers across the country left stranded and confused. I just woke up to the text message that Spirit has literally shut down. So now I have to figure out a way to get home. No travelers, no workers. This is the end for spirit. After 34 years in business card Payers will receive a refund, but offering no options for rebooking, instead directing people to a website for next steps.

A (16:58)

And what happens next for Spirit Airlines? What are the next steps for them?

B (17:02)

Well, I mean, there's like, a core group of people who are still working there who are kind of finishing the wind down. And that number of employees will kind of go down, you know, 30 days, 60 days, 90 days as time goes on, and there's less and less to do, and then its assets will be sold off like it's planes, it's real estate. Even its corporate headquarters are going to be sold

A (17:25)

without Spirit and with these other budget airlines also kind of trying to figure out how to survive, what. What kind of changes could that lead to within the industry?

B (17:35)

You know, fuel price spikes have often led to big shakeouts in the airline industry. It can often be the catalyst that spurs bankruptcies, mergers, just more consolidation. And I think a lot of people are expecting that to happen again. And even though Spirit was kind of. It was already closest to the brink. It was already the most vulnerable. It's the first domino to fall. But I think people are expecting there could be other airlines, you know, maybe not quite this dramatic, like, maybe not liquidating over the course of a day, but that there might be other bankruptcies, there might be mergers, you know, airlines that are kind of like, fleeing to safety and looking for partners. And we don't quite know when that's going to start, but it does feel like the industry is on the verge of a big change.

A (18:21)

You know, you've been covering the slow collapse of Spirit for, like, yeah, four years more now. What is your maybe final thought for Spirit?

B (18:35)

Yeah, it is. I mean, it's so crazy to see this happen. It was so dramatic, and I think we're all gonna miss it in some ways. Like, I've flown Spirit, and I like it for what it is. Like, you sort of had to know what you were getting into, but, yeah, like, sometimes you just want to pay 50 bucks and then that's. That's all you've got and all you want to pay. And it's just kind of sad that it's going away and that there's one less choice. And I really did not see it ending this way when. When this kind of. This journey started. Four years.

A (19:18)

That's all for today. Monday, May 4th. The Journal is a co production of Spotify and the Wall Street Journal. Additional reporting in this episode by Alexander Gladstone and Brian Schwartz. Thanks for listening. See you tomorrow.

B (19:38)

Your teams spend more time searching for information than using it. Amazon Quick changes that one intelligent assistant that connects all your company's data and turns answers into action instantly. Aws.com quick.