Purpose: According to Budd et al. (2020), resiliency is increasingly important for the airline industry today. Clarity on how to build resiliency expediently is necessary. Consequently, it is important to investigate management approaches that facilitate organizational resiliency particularly during uncertain times. This paper aims to understand how an airline builds resiliency through crisis using the real-world context of the COVID-19 pandemic as a lens. The prolonged and unprecedented negative impact of the COVID-19 pandemic provided a new opportunity to extend knowledge on how companies build resiliency under crisis conditions in a revolutionary rather than evolutionary manner. This research line of inquiry explores how an airline embraces crisis as an opportunity to pivot and transform while rapidly building resilience through the experience of living and learning during the crisis. Methodology: A qualitative research study was conducted with a single-case study design which is useful for investigating a phenomenon in a real-world context (Yin, 2018). When research is highly exploratory, a single case study may be useful to familiarize the researcher with the phenomenon within its context (Benbasat et al., 1987). A qualitative research approach is appropriate for this study as it seeks to understand how and why an organization builds resiliency during an unprecedented crisis. An interpretivist paradigm was adopted to research individual’s interpretations of how they socially construct, perceive, and make sense of the situation. Employee interviews produced rich, contextual, and descriptive data allowing for the presentation of participant’s stories interwoven with research interpretations (Creswell et al., 2007). During the analysis phase, a cross interview analysis was used and a holistic approach to inductive discovery adopted. An iterative cycle of coding and synthesizing interview data led to the development of first order codes and second order constructs. Concept development and theory building emerged capturing the human organizational experience. Insights, meanings, and explanations were generated as structuring and organizing processes emerged (Gioia & Pitre,1990). Through this study the human organizational experience was uncovered through the perceptions provided by employees and insights induced by the researchers. A literature review revealed existing theories and models to support the development of substantive theory (Gioia et al., 2012). This research study complements both managing uncertainty and organizational resiliency theories. From the literature, it is proposed that building resiliency is key to managing through uncertainty and crisis. Managing uncertainty theory emphasizes that a different kind of knowledge from a decision maker’s prior comprehension is needed to understand the drivers of change (Vecchiato, 2012). According to Gudmundsson et al. (2021), to avoid inertia and analysis paralysis in times of environmental change, airlines must strategically innovate, adapt and emerge successfully from crisis. With the speed of changes, companies should encourage innovation and versatility as critical aspects of business and resiliency (Ruiz-Martin et al., 2017). Organizational resilience has been described as the ability to emerge from a crisis, strengthened and more resourceful (Vogus & Sutcliffe, 2007). Resilience can lead to the development of new capabilities and even create new opportunities beyond the crisis (Lengnick-Hall et al., 2011). Erol et al. (2009), describe enterprise flexibility, adaptability, agility and efficiency as attributes of organizational resilience. It is suggested that firms should develop strong dynamic capabilities to build organizational resilience in uncertain times (Haarhaus & Liening, 2020). Results: Four aggregate dimensions, each with their own second order codes emerged from the analysis of 1,118 minutes of recorded audio interviews. These dimensions showed that managers morphed their methods during the crisis by adopting four management approaches that helped to build resiliency. Novel approaches encompassed aspects of business strategy, human resource management, integrated solutioning and organizational learning as well as innovation. Research Limitations: Using a single case study of a global airline based in Canada, limits the generalization of findings. The ability to study other airlines across different geographies or other tourism companies would further enrich the research. The inability to access and interview more employees limits the collection of different perspectives across the organization that could further substantiate findings and improve validity. Increasing the sample size by replicating the study with more involvement of people from every department and particularly nonmanagement employees would be beneficial. As the model of Rapid Resiliency is new, further examination and testing of the concept is necessary. Originality: A new concept of Rapid Resiliency is proposed to describe the building of resiliency quickly while living through the crisis experience itself. The model shows the environmental changes that arose during the COVID-19 crisis including decreasing passenger demand, new travel restrictions and more stringent health measures placed extraordinary pressures on the airline. Four propositions are presented describing management approaches that can help organizations to build resiliency swiftly under such conditions. The model is relevant to guide managers on how to morph their methods in the face of crisis to not only help an organization survive but to thrive and emerge stronger. The experience of facing rapid and continuous change while managing the crisis itself, helped to build and strengthen resiliency in the moment. It is proposed that Rapid Resiliency emerged simultaneously as the airline pivoted and transformed during the crisis. As airline managers planned and actioned initiatives, their knowledge, skills and abilities to work through uncertainty grew. Overall, the company strengthened capacity and capabilities to manage in the face of crisis. Building resiliency was extremely relevant during COVID-19 as organizations struggled through the pandemic (Gossling et al., 2020). Rarely before had there existed such an urgent and essential need to address such multi-faceted and interrelated radical changes on such a massive global scale. The very existence of tourism companies was threatened as traveller demand dried up. This study augments empirical evidence and provides practical guidance by revealing the novel actions taken by management of a global airline operating during the COVID-19 pandemic. These management approaches culminate to build Rapid Resiliency and enable the airline to pivot and transform in the face of crisis. The company emerged stronger as a result and better prepared to face future disruptions. This research offers insights for managerial practice by revealing ways to manage during crisis, move forward, build resilience rapidly, and become better prepared to face future challenges (Lengnick-Hall et al., 2011). [ABSTRACT FROM AUTHOR]