‘I see myself as a facilitator of growth, both personally and professionally’ – CEO Nadia Pace

Nadia pace brings strategic and commercial insight to businesses navigating growth and change, often beyond Malta, in her roles as international business mentor and non-executive director on various boards. With a proven record of guiding leaders to reassess the status quo, Nadia empowers organisations – and the individuals who lead them – to transform their operations and unlock new levels of growth. Her approach helps businesses not only realise their potential but surpass it, driving sustainable success in today’s competitive landscape.

Now leading her own consultancy, Nadia Pace honed her leadership skills early while working and studying for a Master’s degree in Greece, where she also built EF Language School’s Cyprus branch from the ground up. She later joined the World Aviation Group in Malta, playing a key role in expanding the company’s operations and became its CEO at the age of 34, successfully navigating the challenges associated with such a position at a young age.

“Leadership roles shouldn’t be held for too long,” muses Nadia, reflecting on her decision to step aside from the C-suite in the past. “It’s crucial to recognise when it’s time to pass the baton to someone with the right skills for the business’ next phase. I had reached that point, and it was time to shift my career trajectory and start my own consultancy.” In 2018, Nadia founded The Pace Company, and she admits that the early years were uncertain. “It was a major shift for me, especially in mindset,” she recalls. “Until then, my career had been built on representing the companies I worked for. But, with my own business, I had to represent myself, which was challenging, particularly when I decided to use my name as the brand.”

Nadia overcame these doubts with determination, a belief in the value she could offer and invaluable support from mentors. She now thrives in her role, working with several distinct companies, learning about new industries and meeting people across sectors. Marking her firm’s third anniversary in 2021 felt like validation. “It was then, during COVID-19, with ample time to reassess, that I decided to rebrand under my name, as Nadia-Pace, and align my services more closely with my vision,” she shares. Initially, Nadia focused on business development, helping companies refine their commercial strategies to foster growth. Her services have since expanded to include three core pillars: non-executive directorship (NED), mentorship and company-wide strategic transformation.

“I see myself as a facilitator of growth, both personally and professionally,” she explains. “I serve as a NED on various boards, focusing on businesses navigating internal change and growth, often beyond Malta. I provide strategic and commercial guidance, with an emphasis on financial performance, revenue growth and positioning organisational structure alongside company goals. In family businesses, I also offer mentorship, succession planning and guidance on leadership transitions, especially for family directors who often balance multiple roles.”

Corporate mentorship, Nadia explains, supports leaders by aligning their personal development with their company’s objectives. It focuses on three key areas: personal aspirations, current or future roles, and the company’s strategy. “Mentorship works to remove barriers to growth, whether personal or professional, while providing clarity and development. At various career stages, it helps individuals realise their potential while contributing to the company’s long-term success,” she says. “Leadership positions can feel isolating, particularly because leaders often lack a safe space to discuss their difficulties, so I’m passionate about helping individuals confront challenges such as feelings of aloneness or impostor syndrome.”

Ultimately, the tenacity and reliability of a strong leader are crucial, particularly when a company is in transition – which is the case with many of Nadia’s clients. She first assesses a firm’s readiness for change and development by evaluating resources, budget and risk tolerance, as these factors shape expansion strategies. “I frequently assist companies targeting growth in markets like Sub-Saharan Africa, which requires both a financial and operational commitment,” Nadia notes. “Preparedness also means having strong governance and leadership in place to align the company’s capabilities with market opportunities.”

Nadia abides by a strong work ethic and only partners with companies whose values align with hers. “Integrity is non-negotiable, especially in my NED roles, where good governance is crucial. Every service I provide is grounded in ethical principles. Ethical consistency builds trust and credibility with clients, and I won’t hesitate to walk away if our values are mismatched.”

While Nadia enjoys the challenges her work presents, she reveals that ensuring she delivers continued value to long-term clients is one of her top priorities. “My goal is to anticipate my clients’ needs before they become apparent, which is why I hold regular alignment sessions to assess how best to support them. As companies grow and evolve, I need to recognise when my role is no longer adding value and it’s time to step aside. Or, if I can’t help directly, I’ll bring in the right experts,” she shares.

Reflecting on the evolving commercial environment, Nadia observes that turbulence can be expected locally and globally, driven by both internal and external factors. “We’re experiencing ‘short-termism’ as many businesses are being forced to prioritise immediate survival over long-term planning,” she notes. “Traditional five-year plans have shortened, with a focus on cash flow and staying afloat. In Malta, companies are facing challenges like resource management; globally, similar patterns are emerging, especially due to political uncertainty, such as the UK’s shifting government. For businesses, being able to pivot quickly is essential, especially when balancing short-term survival with strategies for sustainable growth.”

In Malta, Nadia believes the business sector still faces obstacles to unlocking new opportunities, and organisational silos present a major challenge. As she explains, many companies operate in isolation, which limits innovation and leads to a market where competition is based on similar offerings, making it difficult for clients to differentiate between providers. “Interestingly, Maltese businesses tend to collaborate more effectively when operating abroad, but this is less common locally,” she remarks. “Greater collaboration could help companies overcome issues like poor governance and inadequate compliance with unique, competitive offerings.”

Looking ahead, Nadia is confident that companies investing in technology, value-added services and sound financial practices will be best positioned for success. This approach presents both challenges and opportunities, encouraging businesses to adopt collaborative, forward-thinking strategies to stay competitive – and many of Nadia’s clients are already ahead of the curve. “We’re working on internal changes and development, and I’m thrilled to see their transformation,” she smiles. “Some clients who were stuck in early 2024 have made significant breakthroughs, both as businesses and individuals. Seeing them thrive, especially through mentorship, is immensely rewarding.”

2024 was also a year of success for Nadia’s business, with performance exceeding expectations. While core operations remained steady, her focus shifted, particularly towards international markets like the UK, which required adjustments to her approach to NED roles due to the different dynamics there compared to Malta. In 2025, Nadia will continue strengthening her international partnerships.

“My aim is to diversify geographically, not only to broaden opportunities but also to build resilience against local market fluctuations,” she elaborates. “I’m also involved in an exciting project within the NED space, in collaboration with another party. The initiative centres on corporate governance and leadership, with plans for a strong launch soon. I’m also developing a mentorship methodology that integrates improvisational theatre techniques with leadership mentoring, to enhance emotional intelligence, adaptability and communication in a creative, engaging way.”

Nadia is also planning to further digitalise her operations, particularly for mentoring, to reach a wider client base and improve service efficiency. “My strengths lie in personalised, hands-on support and fostering long-term, trust-based relationships with clients. While I’ve achieved steady growth, I remain focused on maintaining a high standard of service – this has been essential to establishing Nadia-Pace as a leading provider of business mentorship, and it’s a journey I’m excited to continue.”    

This article is part of the serialisation of 50 interviews featured in Malta CEOs 2025 – the sister brand to MaltaCEOs.mt and an annual high-end publication bringing together some of the country’s most influential business leaders