EVERY LEADER NEEDS A WINGMAN.

When growth, change or uncertainty make the way forward difficult to see, the responsibility still sits with you.

I work alongside owners and chief executives to understand the situation, work out what matters and set a direction the business can act on.

Independent judgement, alongside yours.

Built as an RAF fighter pilot. Proven as a COO.

Book a 30-minute call

Your executive wingman.

Your team knows the business from inside. Each person naturally sees it through the part they lead. You are the one who has to bring the whole picture together and carry the decision.

Together, we look across the whole business, test the choices and work out what matters most.

The result is clear direction you can stand behind and the business can act on.

Advisory

Strategy Session

Set the direction.

For an owner or chief executive facing a situation that has become too reactive, too complex or too important to leave unresolved.

We work through the situation, identify the central choices and agree what matters now.

You leave knowing what happens next, what can wait, who owns what and when the business needs to look again.

Discuss a Strategy Session
Ongoing Advisory

Keep the direction current.

After a Strategy Session, we keep working as the picture changes. I help you test consequential decisions, adjust the direction and act before the options narrow.

As the context builds, the advice becomes sharper.

The decision remains yours. You do not have to work through it alone.

Discuss Ongoing Advisory

In practice

An anonymised advisory engagement

Seven issues. Two that set the order.

A growing UAE aviation business was considering new revenue, partnerships, investment decisions and commercial channels.

But too many decisions still returned to the CEO, and major commitments were being considered without a shared financial baseline.

Seven issues needed attention. Two had to be resolved first.

First, establish the financial baseline.

Create one forward view of revenue, cost and cash, with clear decision gates for major commitments.

Second, transfer operational ownership away from the CEO.

Give the chief pilot end-to-end responsibility for aviation operations.

Once those two moves were clear, everything else could be put in order.

Seven competing priorities became an executable sequence: what happens now, what waits, what needs more evidence and what the CEO no longer needs to carry.

That is what clear direction looks like.

Why me

My judgement was formed in the cockpit and tested in complex businesses at scale.

I spent sixteen years flying fast jets—day and night, in bad weather and against an active opponent. It was an environment where conditions changed quickly and poor judgement carried immediate consequences.

After the RAF, I spent more than a decade leading and transforming complex businesses, with responsibility for people, customers, capital and reputation.

10,000+ people

Executive responsibility for a 10,000-person, 24/7 airside operation at Dubai International, with a USD 250 million budget.

USD 15.6 million

Operating costs reduced by USD 15.6 million, or 8 per cent, over three years.

95%

Reduction in customer complaints after a reservations problem was recognised as an operational-ownership problem.

USD 30 million

Revenue opportunity unlocked through a nine-month digital transformation.

The discipline behind the work

Four disciplines for making sound decisions when certainty is not coming.

See the situation clearly. Define what good looks like. Choose the next move. Test the downside.

Become Decisive

The decision discipline behind my work, taught through a self-paced course and team programmes—so people can make sound decisions without sending every consequential call back to the top.

Explore Become Decisive