Nellie Chappell-White, CEO, JES Tech

In an interview with Invest:, Nellie Chappell-White, president and CEO of JES Tech, discussed how changes in federal contracting, talent dynamics, and the rise of the commercial space sector are reshaping Houston’s aerospace landscape. “In this industry, you have to stay prepared, stay visible, and keep looking ahead, even when the pace around you changes,” Chappell-White said.

What key changes have most significantly impacted JES Tech over the past year?

One of the biggest factors affecting our company right now is a Workforce Directive within NASA that is reshaping how the agency structures its workforce. The directive involves NASA reassessing what it considers its core competencies and evaluating whether some of those capabilities should be brought back in-house under civil servants rather than continuing to rely on contractors. As NASA actively redefines its core competencies, this is resulting in a reduction of contractor roles and an increase in civil servant roles. As a federal contractor that primarily supports NASA, this significant shift impacts our company. 

At this stage, shifts have begun across all NASA centers; however, it is still evolving, so it is too early to fully understand how deeply it will affect our company. We have begun receiving notifications from our employees who have accepted offers to work directly for NASA. That said, the Workforce Directive activities have created a degree of uncertainty within the contractor community.

Many of us have supported NASA’s mission for decades and of course want the agency to continue to succeed, so we are navigating the process closely with all stakeholders—especially our employees—to ensure transitions are smooth and successful. We are also closely monitoring how the changes might affect the broader workforce and the contractor ecosystem that has long supported NASA’s programs.

Our local NASA contractor community thankfully has the Bay Area Houston Economic Partnership (BAHEP) to provide an avenue that brings our contractor community together to collectively and comprehensively process concerns, questions, and also identify possible paths forward to address challenges. As the 2026 Chair of the Board for BAHEP, I was grateful to take part in BAHEP hosting NASA Administrator Jared Isaacman for a discussion regarding the Workforce Directive from a contractor perspective. 

This is one of those moments where it is extremely important that everyone stays focused on the mission—particularly after the absolutely incredible success of the Artemis II mission—while also being realistic about the possible implications of a major workforce shift. The past several months have brought a lot of conversation around what those adjustments could mean. So while things are not finalized, it is certainly one of the most significant external developments shaping our operating environment right now.

What strategic initiatives or developments have been particularly significant for the company recently?

Like many organizations that work with the federal government, we experienced a slowdown in procurement activity last year. Changes in administration and shifting priorities often bring adjustments in federal programs, and those transitions can temporarily slow down contract awards or project timelines.

Even with those dynamics, we were fortunate to begin supporting a new contract with the U.S. Army last year, which was an exciting opportunity for us. It allowed us to expand our JES Tech team and further diversify our work beyond NASA. That diversification has been an intentional strategy for us. While NASA remains our primary focus, we also support the Department of Defense and the Department of Energy, and we continue exploring opportunities in those areas.

Also, some contract decisions across the federal landscape have been delayed. Situations like that are part of the environment when working with government programs. You learn quickly that you cannot sit still. Even when things slow down, you must continue pursuing new opportunities and positioning your organization for the next phase of growth.

Last year was still a good year for us overall, but it required patience and discipline. We had to keep moving forward while recognizing that some of the normal processes were taking longer than usual. In this industry, you have to stay prepared, stay visible, and keep looking ahead, even when the pace around you changes.

What role do companies like JES Tech play in shaping Houston’s next phase of aerospace innovation?

Our role is centered on people and expertise. JES Tech provides highly specialized services, including scientific, engineering, medical, and operational support. Unlike some companies in the aerospace sector, we are not manufacturing hardware or building spacecraft. Our contribution lies in providing the talent and technical capabilities that help programs operate successfully.

The space industry itself is going through an exciting transition right now. Over the past five years, the commercial space sector has expanded dramatically. Companies are developing their own spacecraft, building new space stations, and pushing the boundaries of what is possible. Houston, as the hub of human spaceflight, is positioned at the center of that momentum.

Historically, most of our work has been with federal agencies. However, the growth of the commercial space sector is prompting us to look more closely at how we can support those organizations as well. It represents a new area of opportunity for companies like ours. By applying our expertise in engineering, operations, and mission support, we can contribute to the next generation of space innovation while continuing to support federal programs.

That shift is important because it broadens the conversation around what aerospace in Houston can look like. It is no longer only about traditional government programs. There is now a growing ecosystem of private companies that are building vehicles, stations, and new capabilities, and that creates room for service providers like us to add value in different ways. It is an exciting time to be part of the industry.

How are you approaching talent attraction and retention in such a competitive technical labor market?

Talent is absolutely central to what we do. Our business is built around highly skilled professionals, so attracting and retaining the right people is critical.

For a period of time, the rapid growth of commercial space companies created intense competition for talent in Houston. Many of those companies were offering higher salaries to attract experienced engineers and technical professionals. That environment created challenges for many established organizations in the region.

Over time, the situation has stabilized somewhat. Employees are recognizing that compensation is important, but it is not the only factor in choosing where to work. Work-life balance, organizational culture, and long-term career development also play major roles. Some startup environments require extremely long hours, which can be rewarding but also demanding.

We focus heavily on building a workplace where people feel valued and supported. Many of our new hires come through referrals from current employees, which tells us that people are having a positive experience within the company. We also work closely with our government customers to ensure our contract structures allow us to remain competitive in the labor market, including adjusting labor rates when necessary to reflect changing conditions.

Ultimately, creating a culture where employees feel appreciated and engaged is one of the strongest retention strategies any company can have. In a market like Houston, where technical talent has many options, that kind of culture matters. People want to work where they can contribute meaningfully, feel respected, and build a sustainable career, not just collect a paycheck.

How are you turning industry challenges into opportunities for growth and innovation?

This is something I think about a lot, especially in my role as chair of the Bay Area Houston Economic Partnership this year. In that capacity, I shared a message with our community built around three words: unity, resilience, and growth.

Unity is about strengthening partnerships across industries and organizations. When uncertainty arises, collaboration becomes even more important. By working together, sharing ideas, and supporting one another, businesses can uncover opportunities that might not appear when operating in isolation.

Resilience is about maintaining the flexibility to adapt to changing circumstances. The aerospace and federal contracting sectors are constantly evolving, and organizations must be prepared to adjust strategies, explore new partnerships, and pursue different markets when necessary. When companies are willing to look at challenges from a different perspective, that is often when new ideas begin to emerge.

Growth is a byproduct of unity and resilience, and it requires commitment. It is something that benefits not only the individual company but also the broader community. When businesses choose to stay connected, remain flexible, and continue investing in relationships, they create a stronger foundation for long-term progress.

The Bay Area Houston Economic Partnership provides a valuable forum for that kind of collaboration. Even companies that compete for contracts can come together to discuss common challenges and share perspectives. That level of communication strengthens the entire ecosystem and helps everyone navigate uncertainty with greater confidence.

Houston’s aerospace community has always been defined by cooperation and shared purpose. As the industry continues to evolve, those qualities will remain essential for sustaining the region’s leadership in human spaceflight and aerospace innovation.