Wingman
Kill Indecision
The skill fighter pilots learn because hesitation kills.
I help people make the decisions they've been stuck on for months.
The ones that follow you around every day.
You research. You ask people you trust. You go through every scenario. And somehow you're still in the same place.
Not because you don't care.
Because you care so much you start overthinking everything. More information. More opinions. More what-ifs. At some point it all becomes noise.
Most decision frameworks make that worse. More analysis. More options. More structure around a problem that's already too big.
This one runs the other way. Three moves, applied in sequence, that compress the problem and produce a move.
Built in the cockpit, where not deciding is itself a decision, and hesitation has a real cost.
Indecision feels like waiting.
It isn’t.
While you're researching and weighing options, the situation is moving anyway.
Indecision is a move. Just not one you chose.
The 3 moves fighter pilots use to break indecision
01
Zoom Out
What does good look like?
02
Next Event
What’s my next move toward it?
03
Commit
Can I live with the downside?
Most people try to resolve the whole future. This system finds the next move.
Built in the cockpit.
As a fighter pilot, decision making is the job.
Every flight.
Every engagement.
Every call made in seconds with incomplete information.
You don’t get to sleep on it.
You don’t get to ask a friend.
The situation is moving whether you are or not.
In the cockpit the environment is adversarial.
The situation is actively working against you.
So you learn.
Fast.
Clear.
Decisive.
Or you don’t last long.
Sixteen years of that gets wired in.
Tested in business.
When I left the RAF, the environment changed.
The pressure didn’t.
Running 24/7 operations at Dubai airport.
Leading teams across 17 countries.
Sitting in crisis rooms making calls nobody wanted to make.
The decisions looked different.
The mechanics were the same.
Incomplete information.
Real consequences.
No perfect answer.
And the same three instincts kept working.
Zoom out.
Find the next move.
Commit.
With proven results:
16
Years RAF fast-jet operations
10,000
Staff under operational leadership
17
Countries of operations
$250M
Budgets accountable for
3 moves. Anyone can learn.
Most decision frameworks expand the problem. This one compresses it.
01
Zoom Out
What does good look like?
Most people start a hard decision staring at the obstacle.
Zoom Out flips the frame.
Before engaging the problem, define the destination.
What are you actually trying to achieve?
Not what you’re avoiding.
What you’re moving toward.
Once the destination is clear, the decision usually changes shape.
02
Next Event
What’s the next move toward it?
People freeze because they try to resolve the whole future at once.
Too many variables. Too many unknowns.
The framework shortens the horizon.
The question is not:
“How do I solve everything?”
It’s:
“What is the next move that gets me closer?”
Make that move.
03
Commit
Can I live with the downside?
Before acting, name the tolerable worst case.
Not vague dread.
The real downside.
When people name it clearly, they usually realise something important:
The risk is smaller than the fear.
That’s the moment you gain permission to act.
Different stories.
Same outcome.
The 3-move framework doesn't tell you what to decide.
For some, it clears a career call they've been sitting on for months. For others, it untangles a leadership decision that's been keeping them up at night. For others still, it's a life decision so big they can't see past it.
For all of them, it does the same thing. It gets them moving.
Career Decisions - Mark
Mark had a job offer on the table.
Different country.
Big change.
Everything up in the air.
He’d been sitting on it for weeks.
He said:
“I just don’t know what to do.”
So we started with one question:
What does good actually look like for you and your family?
Long-term in Dubai wasn’t the answer.
He knew that.
He just hadn’t said it out loud yet.
Then we named the worst case.
If the move didn’t work out, what actually happens?
The risk he’d been staring at for months turned out to be smaller than the dread he’d been carrying.
Because once you’re clear on where you’re trying to get to, and honest about what you can actually live with, the decision that felt impossible becomes obvious.
Mark took the job.
That was five years ago.
He’s still there.
Leadership Decisions - Tom
Tom was six months into his first big leadership role.
He had a restructuring call he couldn’t make.
Two teams overlapping.
One manager too many.
He’d been going round in circles for two months.
He said:
“I know I have to make a call. I just can’t find a good answer.”
So we stepped back and asked:
What does good actually look like here?
Not the org chart.
Not the politics.
What was he actually trying to build?
Clear accountability.
Good client experience.
A team that actually works.
Once that was clear, the decision untangled quickly.
The choice he thought he was stuck with dissolved.
An option appeared that hadn’t been visible before.
Tom’s response:
“Is it really that simple? I’ve been losing sleep over this for two months.”
He made the call that week.
Life Decisions - Mabel
Mabel was stuck.
She worked in hospitality in Abu Dhabi.
But she wasn’t happy.
Friends told her to apply to cabin crew.
Her parents suggested business school.
Too many opinions.
No decision.
So we started with the same question:
What does a good job actually look like for you?
We got specific.
Growth.
Skills that compound.
The freedom to choose where she lives in the future.
Once that was clear, two things dropped away immediately.
Staying where she was.
And cabin crew.
Not bad options.
Just not aligned with the future she wanted.
What opened up instead was business school.
And the interesting part?
There was almost no downside.
Researching programs costs nothing.
Talking to alumni costs nothing.
The decision she’d been stuck on suddenly became simple.
She didn’t have to decide everything.
She just had to start moving.
Got Questions? Good.
Smart people ask before they say yes.
Is the framework actually free?
Yes. No credit card. No trial period. You give me your email, I send you the framework. That's the whole transaction.
What is the masterclass?
A live 90-minute online session where we work through the 3 moves in real time. Real decisions, real pressure, real people working through something they're actually stuck on. It goes deeper than the framework doc. Dates and pricing coming soon. Everyone on the list gets first access.
How much will the masterclass cost?
Priced to be a no-brainer. Think less than a dinner out. The goal is to get the framework into the hands of people who actually need it, not to charge what the market will bear.
How long does the framework take?
15 minutes if you focus. Maybe 20 if the decision is genuinely complicated. You'll need a pen and something to write on. It's a working document, not a read.
Does this work for my type of decision?
If the decision matters and you're stuck, yes. Career moves, leadership calls, business pivots, life changes. The framework doesn't care what the decision is. It cares that you're going in circles and need to stop.
I've tried decision frameworks before. They fell apart when the pressure was real.
Most frameworks are built for calm, rational environments. This one was built for adversarial ones, where the situation is actively working against you. That's a different problem. Different tool.
Is this only for senior leaders and executives?
No. The cockpit doesn't care about your job title. Neither does a hard decision. The framework works for anyone who's facing something genuinely difficult and needs to move.
Is this a sales funnel?
Yes. The free framework leads to the paid masterclass. That's the model and it's not a secret. The framework delivers real value on its own. Take it, use it, see what shifts. The masterclass is there if you want to go further.
What if the framework doesn't work for me?
It's free and it takes 15 minutes. The downside is small. But if you run through it and it doesn't shift anything, email me directly. I'd genuinely like to know.
Why should I trust a fighter pilot with my career decisions?
Because the cockpit is the highest-pressure decision environment there is. No time. Incomplete information. Real consequences. 16 years of that gets wired in. Then 12 years applying it at scale in business confirmed it transfers. You don't have to trust me. Run the framework and judge it yourself.
You came in stuck.
You leave with a move, a commitment, and a downside you can live with.
The framework is free. It takes 15 minutes.
Wingman Executive
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