From the Royal Marines to the Boardroom: A bit about me

Leadership, Resilience, and Adaptability

I began my journey into leadership in 1980 when I joined the Royal Marines. After completing Commando training, I quickly moved into accelerated leadership roles, passing several leadership courses with distinction. I was part of the unit whose famous ‘Yomp’ across the Falkland Islands gained worldwide attention. Much of my military career was spent in reconnaissance and intelligence-gathering teams, often operating in highly volatile environments. At the time, I had no idea just how valuable these experiences would prove to be in the business world.

After leaving the Royal Marines in 1991, I founded a leadership coaching firm, working with remarkable businesses and people. It was during this time that I truly began to see how my elite Commando background could translate into effective business leadership. While my early leadership style was shaped by the discipline and decisiveness of military operations, I’ve since evolved into a more collaborative and people-focused leader. My approach now balances decisive action with a deep understanding of team dynamics and emotional intelligence, which I’ve found to be critical in leading through both crises and periods of growth.

In 1992, I was invited to join a medium-sized motor dealer group. Immersing myself in every part of the business, I quickly became a key member of the senior management team. Together, we grew the company into one of the UK’s largest motor dealer groups. With margins averaging just 1%, this role instilled a sharp commercial discipline in me that I still carry today. In 2004, the business was sold to the Royal Bank of Scotland, and I moved on to new opportunities.

In 2006, I was appointed CEO of Discover Leisure plc, growing the business from £50m to £150m through a combination of organic and acquisitive growth. However, in 2008, following a major acquisition, the financial crisis hit, and our stock funding provider HBOS collapsed overnight. At a time when we had deliberately driven down stock in preparation for the new season, this collapse left us severely under-supplied. We managed to secure terms with another bank, but they were far from ideal. It was an immensely challenging period, but it taught me invaluable lessons about resilience and adaptability.

By 2009, the market was down 22%, and the business faced immense pressure. I led one of the first CVAs of a public company in the UK, setting a precedent for others to follow. It was a tough time—I lost significant personal wealth and nearly my home. However, this period taught me more about leadership than any prosperous time ever could. I learned that resilience isn’t something you can simply ‘get’—it’s a skill you develop by facing and overcoming challenges. My Commando training shaped my understanding of mental toughness, but leading a business through crises brings its own unique set of pressures. When everything is on the line—your identity, reputation, and financial stability—the stakes are higher, and the lessons are deeper.

From Setbacks to Success

While those difficult experiences tested me, they also gave me the tools to pivot under pressure. But my career isn’t only about overcoming adversity. In 2014, I was named one of Yorkshire Business Insider’s Power 100 and became a Fellow of the Institute of the Motor Industry. I had also found my true calling when a close friend, the CEO of a private equity firm, asked me to provide operational interim support and one-on-one coaching for some of their portfolio companies. I quickly discovered that I could leverage both my military resilience and commercial experience to help other leaders achieve success.

Since then, I’ve supported and led the operational restructuring and performance improvement of numerous businesses across various sectors, including leisure, hospitality, automotive, insurance, and online retail. I’ve helped stabilise distressed companies, reduce financial exposure, and raised over £35m from public markets and £20m from private investors. This diversity of experience has taught me that while industries may differ, the core principles of leadership—resilience, strategic clarity, and balancing risk with opportunity—are universal.

Navigating Risk and Seizing Opportunity

I’m an optimist—deeply positive about most things—but I’m not the typical “rah rah, woo woo” type of coach. My approach is grounded in realism. Whether working with world-record holders or Group CEOs, I focus on helping leaders identify both risks and opportunities. I guide them in creating clear, see-through strategies that mitigate potential challenges while fully exploiting opportunities for growth. This approach combines the resilience I honed as an elite Royal Marine Commando with the commercial acumen and adaptability I’ve developed in business, providing balanced insights for leaders in every scenario. Whether we’re navigating obstacles or aiming for new heights, I’m here to help leaders make decisions with clarity, strength, and confidence. This is the essence of The Touchline Coach® Programme.

The Responsibility of Balancing Leadership and Wellbeing

In 2021, I faced a medical emergency, likely triggered by the stress of relentless 16-hour workdays and the demands of an executive lifestyle. This pivotal event transformed my perspective on leadership and personal wellbeing, bringing home the importance of my obligations as an individual, husband, father, and business leader. It highlighted the crucial need to prioritise health, fitness, and work-life balance amidst the pressures of executive life. Motivated by this experience, I developed The Touchline Coach® Programme, a comprehensive coaching system designed to support ambitious executives as they navigate their own challenges.

While the reality of an executive’s work life is often fast-paced and demanding, it is our responsibility as leaders to maintain our wellbeing—not just for ourselves, but for everyone we influence. I’ve embedded this ethos into The Touchline Coach® Programme to ensure that leaders can achieve sustained professional success while also nurturing personal balance for the long haul.