Founded in 1997, Priceline emerged from a pioneering concept that aimed to fill the empty seats on airlines and unoccupied hotel rooms. The founding vision was straightforward yet transformative: harness the Internet to create a marketplace where consumers could name their prices. This idea stems from the understanding that airlines and hotels frequently face underutilization, prompting the question of how to align unsold inventory with eager travelers looking for great deals.
Overcoming Industry Skepticism
In the early days, the proposal faced skepticism from industry veterans. One executive infamously quipped that the airline industry would be better off if Priceline’s founder, Jay Walker, were “hit by a bus.” Despite the naysayers, Walker held firm to his belief that the Internet was the future of travel and that consumers would embrace a platform that allowed them to bid for travel deals. The term “Priceline” itself reflects the challenge Priceline faced, as it embodied the airlines’ reluctance to drop fares below a certain threshold—known as the “price line.”
With this innovative mentality, Priceline was determined to provide a solution that allowed airlines and hotels to fill their vacancies without undermining their pricing integrity. By enabling customers to submit private bids for travel services, the company maintained the crucial balance that established industry standards required.
The Early Journey: From an Idea to a Survivor
The initial setup of Priceline was modest—just ten employees operating from a small Connecticut office, relying on two basic servers to manage the burgeoning demand. When they sought a phone number, they faced another hurdle; the catchy 1-800-PRICELINE was owned by a car dealership, leading them to exchange two cars for the rights to the number.
Recognizing the need to draw attention to their unique offering, Priceline enlisted the help of William Shatner, who became the face of the brand. Leveraging Shatner’s popularity, Priceline launched its platform in 1998 to overwhelming interest, which led to immediate server crashes due to high traffic—an ironic but promising situation indicating strong market demand.
By 1999, Priceline had become a publicly traded company, and the team was eager to expand its offerings beyond flights and hotels to include new cars, mortgages, and even household items. However, the early 2000s brought challenges with the dot-com bubble burst that led many internet companies to fail. Priceline’s transition back to its core focus—travel—established it as a resilient player in the e-commerce landscape.
A Commitment to Adaptation
Travel is a consistent desire among people, and as budgets tighten, affordable travel becomes even more critical. Priceline capitalized on this reality by continually optimizing its offerings. In 2002, the company showcased its model during the Super Bowl, solidifying its approach of allowing travelers to book rooms at rates potentially lower than standard pricing.
By 2004, recognizing the changing landscape of online booking, Priceline introduced various options including full-price listings to cater to all types of travelers. The growing use of mobile technology caught the attention of Priceline, leading to the introduction of their mobile app in 2009, which drastically altered how customers booked travel.
In 2012, Priceline rolled out “Express Deals,” a new way for consumers to access significant savings but with immediate booking capabilities, further refining the user experience. This new approach not only provided clarity in pricing but also gave travelers the gratification of instant confirmations for their travel needs.
A New Era in Travel
Today, Priceline is part of Booking Holdings and continues to evolve, boasting a global presence with hundreds of employees and advanced technological infrastructure. Millions of users rely on Priceline each month, and the site has introduced alternative accommodations, expanding beyond traditional travel offerings to include private homes, apartments, and even unique experiences like boats and yurts.
Priceline’s commitment to delivering savings remains steadfast. The company saves customers over a billion dollars annually, empowering travelers to experience significant life moments—whether it’s a family vacation, a long-awaited trip with friends, or simply a much-needed getaway.
Brett Keller/ Chief Executive Officer
Brett Keller joined the company in 1999, just a year after launch, and rose to Chief Marketing Officer and Chief Operating Officer prior to his appointment to CEO in 2016.
With over 25 years of experience in scaling global e-commerce businesses, Brett has played a pivotal role in growing Priceline’s business and evolving the brand’s product and go-to-market strategies for its diverse set of digital offerings.
A proven leader and champion for innovation, Brett spearheaded the launch of the travel industry’s first full-service mobile app, was the architect of the iconic Priceline Negotiator campaign, and most recently was a driving force behind the company’s robust early adoption of Generative AI.
Throughout his tenure, he has also navigated the company through the extreme travel changes of the dot-com bust, 9/11, the Great Recession, and the Covid-19 pandemic. His resiliency and inspirational leadership have delivered above-market growth, resulting in Priceline’s evolution from a startup to one of the leading online travel agencies in the world.
Brett serves on the board of directors for Broadridge Financial Solutions and Tech: NYC. He is also a member of the National Advisory Council for BYU’s Marriott School of Business. Before joining Priceline, Brett managed Cendant’s online travel businesses as a Director of Online Travel.
Brett holds an MBA from Cornell’s Johnson Graduate School of Management and an undergraduate degree in Japanese from Brigham Young University. An avid runner and fisherman, Brett enjoys spending his free time in nature and traveling with his family.
“We welcome people who are at the top of their game, who want to learn and grow with others, and who take their work seriously – but not themselves.”
