More than a minute before a Boeing 767 arrived at a Miami airport Sunday, one pilot warned the plane was coming in too fast. Electronic warnings soon blared in the cockpit.

The two-pilot crew continued their approach. By the time the Amazon.com cargo jet touched down, it was traveling at roughly 182 miles per hour. It took 11 seconds for all the jet's wheels to get on the pavement.

Over the next few seconds, the crew vacillated between slowing the aircraft and picking up speed to redo the landing, according to details about the flight released this week by the National Transportation Safety Board.

The crew ultimately tried to stop the plane. In the end, the aircraft loaded with 16 tons of cargo, mainly contact lenses, careened off the runway and smashed into nearby vehicles, killing five people. The freighter wound up 1,300 feet past the end of Runway 30, its right engine on fire and left engine running.

The deadly crash has brought attention to a little-known cargo carrier operating the flight-21 Air-and its well-known owner, Jim Crane, the logistics magnate and owner of the Houston Astros baseball team.

21 Air flies for carriers such as Amazon and DHL Express and has expanded at a rapid clip in recent years. It has also left a trail of complaints from former employees who alleged problems with the airline's safety culture.

The airline's safety practices, its arrangement with Amazon and the pilots' actions are among the NTSB's lines of inquiry into the accident.

"There's a lot of questions on their structure, which then will lead us to questions on qualifications and training, what policies exist, what procedures-safety procedures-exist," NTSB Chairwoman Jennifer Homendy said in an interview Monday. "Does Amazon just take a hands-off approach? Do they evaluate these operators? We don't know."

Aviation safety experts said the new details regarding the flight indicate the pilots waited too long to redo their landing attempt and showed signs of poor teamwork.

21 Air said safety has been core to the company since 2021, when Crane acquired a controlling stake. "Our entire organization has focused on deploying the right training, protocols and procedures in all aspects of operational safety," the airline said in a statement, noting it will evaluate the NTSB's findings as part of its continuous improvement process.

In a statement issued by a spokesman, Crane said he was deeply saddened by the accident and that the company is focused on "supporting the families and loved ones of those impacted."

The Sunday accident is the second fatal crash of an Amazon-contracted cargo jet in seven years. In February 2019, a Boeing 767 flown by Atlas Air for Amazon Air went down in Trinity Bay outside Houston, killing all three people aboard. The NTSB primarily attributed that accident's cause to pilot error.

An Amazon spokesman said the retailer's operating partners are certified by federal air-safety regulators. He compared the arrangement, which is common in the cargo industry, to how major U.S. passenger carriers contract with regional airlines.

21 Air operates about 17 planes. Eight of the company's planes fly for Amazon, which has worked with the airline for nearly two years.

Revenue for 21 Air hit $141 million last year, up 88% from the year before, according to aviation-data provider Cirium.

In an interview for an April article by the trade publication FreightWaves, Crane touted 21 Air's slim management structure as attractive to its large customers. "I got a small team. You make two phone calls, and you're done," Crane told the publication. "I can move faster than everybody."

But since Crane bought the carrier, it has faced complaints from former employees over how it handled safety. A former chief pilot testified in a federal whistleblower case that the airline's safety director told him not to file his concerns. The company disputed the allegations.

The airline's first safety chief under Crane quit after three months and wrote that the company was ignoring its own safety program.

"Everywhere I looked there are issues," Don Helmig, the former safety director, wrote in a June 2021 email reviewed by the Journal. "In my opinion, what they wished me to do is say nothing, but that is not how Safety is supposed to operate."

Federal regulators require airlines to maintain a safety management system, or SMS, including a reporting culture in which employees can raise concerns without retaliation. Helmig wrote that 21 Air paid "lip service to SMS," then took no action.

Helmig's email emerged in a federal whistleblower case filed by Karl Seuring, the former president of 21 Air's pilot union, who was fired in July 2022. Michael Anello, Seuring's attorney, provided case documents to The Wall Street Journal.

Seuring said in an interview Tuesday that 21 Air's training for redoing landings was good. But he said management pressure, procedural shortcuts, discouraging open discussion about risks were ingredients for a poor safety culture.

"We were anticipating this was going to happen at some point," Seuring said.

Bruce Joseph, who was the airline's chief pilot, testified in the case that he brought safety concerns to 21 Air's director of safety on numerous occasions and was told not to file them.

Joseph testified that he was told not to put anything into the software platform 21 Air uses for safety reports and instead to talk to Michael Mendez, the airline's chief executive at the time.

The company disputed the allegations. Mendez testified that the airline's reporting systems worked as intended and that he had never retaliated against anyone.

Seuring and his attorney said the case remains pending. Mendez couldn't be reached for comment.

Homendy on Tuesday said she wasn't familiar with the safety concerns at 21 Air but asked anyone with any relevant information to come forward.