Jonathan Nice is a strategic business leader with a track record of building high-impact organizations in aerospace, engineering and technology.
Known for combining sharp technical insights with strong people skills, he has spent more than two decades driving change in complex, competitive industries.
Jonathan began his career at Boeing, where he rose through the ranks with eight promotions, a rare feat at one of the world's most structured firms. His work focused on high-level initiatives involving operational planning, team leadership, and large-scale product delivery. “Each move wasn’t just a promotion—it was a chance to learn how to lead in new ways,” he says.
Later, he joined Quest Integrated, where he helped grow their Qi2 Systems division from a niche service to a trusted market presence. He led strategy, business development and global expansion, shaping teams that could adapt and perform under pressure.
Jonathan has also served in executive roles such as CEO, President, and Business Development Director. His expertise extends to organizational design, benefits optimization, contract negotiations and market analysis. He has built a reputation for clarity, agility and results.
From Boeing to scaling Qi2 systems, Jonathan Nice has spent his career navigating complex industries with structure, flexibility, and forward-thinking. Now we learn more about how he leads teams through change – and why clarity and systems-thinking are central to lasting success.
Let's start from the beginning. How did your career start?
I started my career at Boeing and stayed there for many years. I was promoted eight times, it's not something you plan on – but each new role gave me deeper experience of how large, complex systems work.
My time there wasn't just about engineering or process. It was about the people. I learned how to manage in silos, how to handle cross-functional stress, and how to stay calm when the stakes are high.
What did you take from that experience into your next chapters?
Clarity. At Boeing, there is no room for ambiguity. Security, structure and delivery are everything. When I transitioned to Quest Integrated, where I helped scale Qi2 systems, I took that same mindset into a more entrepreneurial setting.
There, I had to lead product, sales and business development. We were growing something from nothing. This is where I really saw how agility doesn't mean moving fast – it means designing teams and systems that can move together.
You have led with both structure and scale. How do you define agility?
Agility is not chaos. Its structure bends instead of breaking.
When I see a business struggle to adapt, it's usually because they're treating agility like a phenomenon. A restructuring, a pivot, a new hire. But real agility lies in how decisions are made, how teams are built, and how fast people can access what they need to get things done.
One thing I agree: If you're relying on “fire drills” for problem-solving every month, you don't have agility – you're tired.
You have worked in aerospace, engineering and technology. What do these industries have in common?
High stakes. Whether it's a flight system or a new software rollout, failure has consequences.
That's why I'm always making strong plans. But planning doesn't mean predicting the future – it means making choices. In both aerospace and tech, the best leaders aren't just reacting. They are shaping situations so teams can react when the unexpected happens.
What mistake have you seen businesses make when trying to scale?
They rush to increase headcount without fixing broken systems.
I've seen companies double in size and collapse under their own weight. They add people thinking it will solve performance issues, but it only adds more complexity. You need to stabilize operations before you can scale up. Otherwise, you are just adding to the confusion.
You have worn many titles – CEO, President, Business Development Director. What do you enjoy most about leadership?
I love helping people see the whole picture. Many leaders are trapped in the conflict. They don't realize how much of it comes from a lack of alignment, not a lack of talent.
It is best to bring clarity to the culture. What is the mission? What are we prioritising? Who has what? I've found that when people are clear, they feel confident. And that's when performance really increases.
How do you stay grounded or keep learning in a fast-paced environment?
I ask a lot of questions. I have always believed that curiosity is underrated in business. Some of the best insights I've found have come from conversations with engineers, operators, or front-line people outside my team.
I also like to step back and ask, “What's the noise, and what's the signal?” It helps me reset and make sure I'm not chasing things that don't matter in the long run.
Looking ahead, what kinds of challenges or opportunities do you think leaders should be prepared for?
Complexity is increasing. Global supply chains, AI, regulation—it's a lot to manage. But the leaders who will succeed will be the ones who can simplify things for their teams, not make them more complex.
Also, we need more leaders who understand people. Not just performance reviews or HR systems, but real engagement. Especially in hybrid or distributed teams, the emotional side of leadership is becoming as important as the strategic one.
the last question. What advice would you give to someone stepping into a leadership role for the first time?
Don't try to prove that you have all the answers. Instead, listen, ask better questions, and start mapping the system you've inherited. Where is the friction? Where are the silent victories?
And invest in your clarity. If you're not clear, your team won't be clear either. Leadership starts there.
key learning
- Agility is about systems, not speed. Nice emphasizes that true business agility is structured and strategic—not reactive.
- Clarity enables performance. He believes that confident teams come from clear roles, strong planning, and aligned goals.
- Development must follow system stability. Scaling up leads to confusion and degradation before operational gaps can be corrected.
- Leadership is listening. Curiosity, humility, and the ability to ask the right questions matter more than all the answers.
- People-centric strategies win. As complexity increases, emotional intelligence becomes a must for modern leaders.
