Amongst many others, these include:

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David versus Goliath Commercial Competition

Leading a special but callow start-up social enterprise dwarfed by the muscle of its competition: the FTSE government outsourcing giants. Galvanising everyone to help make the organisation win. Doing so in an organisation demographically unrecognisable from the Royal Marines. Changing nothing by way of approach, proving that people are people and respond accordingly, irrespective of background.    

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Commercial Crisis

Unlocking the brains, ideas, commitment, innovation and care of 6500 people to stem an existential post-Covid financial bleed to extraordinary effect in a matter of months. No more onerous business rules, simply the carefully delegated freedom for everyone to help steady the listing ship. 

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An Impossible Public Sector Task

Learnings from leading West Midlands Fire Service. An organisation desperately in need of change and with the vast majority of its people pleading for it. But one that could not change owing to its governance, political handcuffs, vested interests and misaligned leadership architectures. 

   

Coping with Tragedy

The loss of a brother to suicide immediately before flying to Kuwait en route to war in Iraq. The loss of twelve magnificent people on the way into Iraq. The loss of a career due to sacrosanct personal beliefs about leadership, doing the right thing, example and care. Winding up an organisation one adored and making its terrific people redundant owing to the contractual landscape having turned. These are the inevitable, painful bumps and scrapes of senior leadership, responsibility and accountability. But how to cope, stay strong and find resilience? And how to imbue hope in one’s people when the going is tough for them too?

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​Moral Courage

The tragic Marine A case. Standing up, being counted, and doing what is right by your people even when the weather is unexpectedly and unfairly foul. Retaining one’s faith in the face of much of one’s belief system being dismantled. Placing values and principles over ambition. Dealing extensively with the media glare. Staying upright.

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Transformation in Afghanistan

Certain of the need for change and a new approach, the power of delegating and enfranchising the production of the plan to everyone who would deliver it. From this flowed complete trust, individual agency and commitment, and unprecedented outcomes over 7600 patrols: 86% reduction in violence; early transition to Afghan leadership; zero civilian casualties; zero collateral damage; and everyone home alive. General Petraeus, the commander of all operations in Afghanistan: ‘This is PhD level counter-insurgency work.’

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​Strategic Design for Afghanistan

The story of writing the inaugural design for operations in Helmand Province in Afghanistan. Extensively researched and admired from Number 10 downwards, it was never fully followed. It is instructive to consider and understand why this dissonance occurred. 

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9/11 Working for the Chief of Defence Staff

Trust, duty and delegation lay at the heart of a ferociously challenging, burdensome and unforeseen time for the Chief of Defence Staff. The story of how shared loyalties, mutual support, mentorship and respect made the difference. Concurrently, these things forged a lifelong friendship, bridging gaps of thirty years and eight ranks.  

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Generational Cultural Change

The purpose, determination and resilience to accept the loneliness of, and resistance to, setting a new cultural paradigm for Royal Marines Commando training. Vulnerable leadership by real example, as opposed to shouting from the sidelines. Subsequently adopted as best practice and with transformational impact on training success percentage.​​​​​​​​​