Leona Qi, President of VistaJet US, has led the company’s double-digit growth in North America, the largest business aviation market. Unlike the traditional industry path of pilots or engineers, she represents the strategic force driving innovation behind the scenes. In a field where women remain underrepresented—only one in five hold C-suite roles, and just one in 25 is a woman of color—Leona’s journey offers insights into thriving as an “only” in male-dominated spaces. From spotting market gaps in private jet financing to leading VistaJet’s Asia-Pacific and US operations, she shares lessons on building trust and navigating different regional dynamics.
- What initially drew you to this industry, and when did you realize it was your passion?
I’ve always had an entrepreneurial spirit. In early 2010, my colleagues and I identified a glaring gap in the aviation market—private jet financing was virtually non-existent, with ultra-high-net-worth individuals limited to credit-backed options. During a conversation with two CEOs, one remarked, “If only someone could finance private jets the way Boeing 737s are financed.” That idea took hold, and when they later asked if I’d be interested in building a company to bring it to life, I didn’t hesitate.
That journey ultimately led me to VistaJet, where I met its visionary founder, Thomas Flohr. His ambition for the company perfectly aligned with my passion for innovation. What drew me in was the opportunity to build something within a well-established industry—one ripe for disruption. Aviation was a mature sector, yet there was immense potential to reshape how business was done.
However, what has fueled my passion for this industry is its constant evolution and the incredible people we serve. Every day, I negotiate and collaborate with some of the world’s most accomplished, driven individuals. Working with such high-caliber clients on solutions that make a real difference in their lives keeps me engaged and makes every day unique. This industry is unlike anything else. It’s dynamic, complex, and full of opportunities for those willing to think creatively and push boundaries.
- What was the key turning point in your career?
When I joined VistaJet in 2016, I was tasked with expanding the company’s presence in the Asia-Pacific region. The market there was relatively new to private aviation, so much of our time was spent educating clients. On top of that, the business culture in Asia is very relationship-driven, which meant that deals took longer to close. It was about building trust and laying a solid foundation before moving forward.
A key turning point in my career came when I was asked to take on the role of President of VistaJet U.S. in 2018. The U.S. is the most mature market in business aviation in the world. Transitioning from Hong Kong to the U.S. was a significant shift, as the business dynamics were entirely different—deals happen faster, but the expectations are much higher. For example, a 30-minute delay in the U.S. can substantially impact the client, whereas in markets like Beijing, that delay may not raise as much concern.
This change in pace and expectations marked a turning point in how we approached business, how I structured teams, and how we interacted with clients. Over the past seven years, I’m proud to say we’ve adapted well, and the U.S. business has seen 30% growth YOY.
- How has your leadership style evolved over the years?
We operate a 24/7 business, where our clients constantly fly around the globe, often needing to make critical, high-stakes trips at a moment’s notice. This means we must be prepared for anything at any time. A considerable part of my focus has been building strong, reliable teams that are trusted not only by our clients but also by each other. Whether managing a last-minute change in a schedule or responding to a call from a client at 2 a.m., every team member needs to know that they can rely on one another.
The key to success is trust—both with our clients and within our teams. Our clients are some of the world’s most influential individuals, and they rely on us to help them make critical decisions, whether it’s a business deal, a diplomatic matter, or a global leadership meeting. This is a huge responsibility, and it motivates my team to step up to the challenge every day.
Over the years, I’ve learned that success comes from empowering people to own their roles and reminding them of the bigger picture. Our work isn’t just about getting someone from A to B—it’s about doing it efficiently, reliably, and confidently, no matter what happens.
- What would your advice be for budding leaders entering this industry?
My key advice for those entering this industry is understanding the power of a strong team and network. An entrepreneurial mindset with agility is crucial, as this business is fast-paced and operates 24/7. You need to be comfortable with that constant demand. There’s often the assumption that to work in aviation, you need to have a specific role, such as a pilot or cabin host, which are, of course, critical to the operation—but there are so many other skill sets required for the success of the more extensive business infrastructure. Engineers, marketing professionals, private dining experts, and those with service backgrounds all play a crucial role. The key is to find passionate people who excel at what they do, even if they don’t have industry experience. When you give talented individuals the autonomy to operate, they’ll thrive and contribute to the company’s overall success.
