Jonathan Kniss: A Career Built on People and Purpose
Jonathan Kniss grew up in northwestern Illinois with a natural curiosity about how things worked. From a young age, he was drawn to both problem-solving and people. “I liked taking things apart and figuring out how they worked, but I also enjoyed listening to people’s stories,” he recalls. That balance of technical skill and human connection would guide his entire career.
After studying electrical engineering and graduating in the early 1980s, Kniss began his career as an engineering intern at Honeywell. Those first months gave him a front-row seat to how large organisations operate. More importantly, they showed him the value of asking questions. “If I could give my younger self advice,” he says, “I’d tell myself to be more patient and ask more questions. Listening often gets you further than rushing to results.”
Rising Through the Ranks at Boeing
Kniss’ career really took off at Boeing, where he spent many years and earned eight promotions. He rose from manager to director, leading mission-critical projects that required both precision and adaptability. He learned quickly that leadership was not about pushing people—it was about serving them. “Early in my career, I underestimated collaboration,” he admits. “I pushed too hard without listening enough. Once I stepped back and focused on supporting the team, everything changed.”
That lesson shaped his approach. His days became a mix of planning in the mornings, problem-solving, and afternoon check-ins with teams. “I make sure to create time for deep work,” he explains. “Leading by example helps everyone stay aligned.”
Leadership Beyond Aerospace
After Boeing, Kniss took on new challenges. He became Managing Director at FlightSafetyBoeing Training International, and later an executive at Baker Hughes, where he introduced operational improvements during a time of transformation. At Quest Integrated, he helped Qi2 Systems grow from a young business into a stronger market player.
What ties all these roles together is his focus on people. “I make it a point to check in with my team—not just about tasks but about how they’re doing,” he says. “Leadership is about supporting others first. Help them succeed, and the results follow.”
Habits That Shape Success
Kniss is intentional about how he structures his time. He starts each day reviewing top priorities and ends each evening reflecting on what worked, what didn’t, and what to carry forward. “It keeps me focused and makes sure short-term actions connect with long-term goals,” he explains.
He also believes in slowing down when necessary. “Most people think speed alone is an advantage. I’ve found that taking time to build trust and alignment actually saves time in the long run.”
To manage stress, Jonathan Kniss takes walks, hikes in the Cascade Mountains, or steps back to reflect. He also enjoys volunteering at a local children’s hospital with a certified pet therapy team. “Those moments remind me of the bigger picture,” he says.
Looking at Industry Trends
Kniss remains intrigued by how technology, particularly in aerospace and advanced engineering, continues to create benefits for society. “What excites me is how innovation improves safety, efficiency, and access,” he says. His optimism about technology is matched by a belief in small, empowered teams. “Cross-functional groups with autonomy can solve problems faster than rigid hierarchies,” he adds.
Lessons from the Journey
Looking back, Kniss points to servant leadership as his biggest takeaway. He sees his role as removing obstacles so others can do their best work. “Empowering people speeds everything up,” he explains. That belief shaped his career and continues to guide him.
When asked about advice for others, he points to the basics: clear priorities, strong listening, and trust in your team. “Success is not just about results,” he says. “It’s about the journey and the people you bring with you.”
Key Learnings
Building trust and alignment often saves more time than rushing ahead.
Small, empowered teams often outperform large, rigid structures.
Servant leadership—removing obstacles and supporting others—creates long-term results.
Reflection and clear priorities keep both short- and long-term goals on track.
Taking time away from work, through volunteering or nature, restores clarity and perspective.
