When El Al was drowning in debt in 2020, Kenny Rozenberg saw an opportunity. He stepped in with $105 million, securing a 40% stake and taking control of Israel’s national airline. For Rozenberg, who built Centers Health Care into a major industry leader, saving struggling businesses isn’t new—it’s what he does.
A Rocky Start
Because Israeli law requires El Al’s controlling shareholder to be a citizen, his son Eli Rozenberg initially led the purchase. That didn’t sit well with everyone. Critics called him a “straw man”, and there were efforts to block the deal. But Rozenberg wasn’t backing down. “Eli is my son. We work together. We’re a team.” To put an end to the controversy, he made aliyah and became an Israeli citizen, ensuring there were no legal obstacles.
Cutting to the Core
By the time Rozenberg took over, El Al wasn’t just struggling—it was on life support. COVID-19 had devastated air travel, government assistance was slow, and passengers were frustrated. His plan? Strip the airline down, rebuild, and focus on customer service.
The changes weren’t small:
✔ Selling 16 of El Al’s 45 planes
✔ Laying off 1,500 more employees (after 1,900 had already been cut)
✔ Shutting down Sun D’Or, which operated on Shabbat
✔ Exploring a merger with Arkia
It was a drastic reset, but necessary. “El Al had lost its way long before COVID,” he said. “Service was inconsistent, and passengers left. You only get one shot—if someone has a bad experience, they switch airlines.”
Winning Back Passengers
For Rozenberg, service is everything. He believes people didn’t just leave El Al for cheaper flights—they left because they were treated better by Delta and United.
“In healthcare, if a patient isn’t happy, they go somewhere else. Airlines work the same way.” His focus? Bring American-style customer service to El Al and make the airline a top choice again.
The Roadblocks
Not everyone is on board with his vision. The Israeli government hasn’t provided the support El Al expected, while Gulf airlines get access to airspace that El Al still can’t use.
The workers’ union is fighting back, too. Layoffs and restructuring have caused tension, and some have even suggested Rozenberg should sell the company. His answer? Not happening.
“This isn’t optional. Either El Al becomes leaner and more efficient, or there won’t be an El Al.”
What’s Next?
Rozenberg isn’t just thinking about flights. He sees El Al’s Frequent Flyer program as a huge revenue opportunity and is looking at hotels and vacation packages as possible expansions.
And while aviation is his main focus, he isn’t ruling out bringing his healthcare business to Israel someday. “It’s a different system, but there’s potential.”
For now, his mission is clear: fix El Al, restore its reputation, and make it profitable.
