FORWARD

My career began in the family business, where my first job involved sweeping floors and moving aircraft in and out of hangars. But over the next 10 years, I became involved in various aspects of the business, including private and professional flight training, flight tours, aircraft maintenance, sales, rental, pipeline surveillance contracts, and airfield operation.

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After my initial hands-on experience, I had the opportunity to join the crews handling passengers at the Silverstone Grand Prix event, which Heli Air ran for 5 years. Observing the organization behind this operation ignited my interest in business management. This led me to pursue a Bachelor’s degree in Global Business Management at university, diverging from the family's tradition of becoming pilots.

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During my first two years at university, I experienced significant personal growth, learning discipline and self-motivation. I developed a passion for studying how businesses interact internally and externally to be successful. In particular, I was fascinated by studying cases which showed how problems were overcome or opportunities were maximised. So often it would come down to the invention, construction, implementation and monitoring of systems, processes and operations. 

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I was extremely keen to put what I was learning into practise so one summer, I overheard my father and brother-in-law discussing the potential purchase of a small training business at Manchester Barton Airfield. They needed someone they trusted to manage the business responsibly. I stepped in and proposed, "What about me?". By the end of the week I had developed a business plan which they approved, and within two weeks, I was handed the keys to the new business at just 20 years old.

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I managed the base for two years, including over the course of my final year of university. By the time we sold the base, I had expanded the business from one aircraft and a pilot to three aircraft, two pilots, and two reception staff. 

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Following this, I was appointed Commercial Manager for BEA, a role that essentially made me the "chief problem solver". My responsibility was to tackle struggling areas of the business, work on the front lines, and implement lasting solutions. One notable achievement was transforming the Stores Department of Heli Air Ltd by enhancing department software and developing a new training system for a newly recruited team.

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I also led various projects to develop infrastructure and services at Wycombe Air Park, such as designing, building, and managing the airfield café. These projects taught me valuable lessons about recruitment, construction, building design, employment law, system implementation, operational management and strategic decision making.

My role evolved to include:

Contract Negotiation and Implementation
Aircraft sales
Improving HR processes within the company
Acting as procurement officer
Event planning
Building Management Teams

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My contributions led to my invitation to become a director of one of the groups subsidiary companies. This formalised my accountability and involvement in the business's strategic decisions.

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When the COVID pandemic hit, it became evident that AAA Ltd could not survive in its existing structure. The tough decision was made to redesign the business so that it would survive. With the help of the board of Directors, I designed a business which had fewer overheads and staff while maintaining profit margins. I was tasked with executing this new strategy.

I have been running this restructured business ever since.

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This experience means that I will bring a unique blend of hands-on experience and strategic vision to the table. My journey from sweeping hangar floors to becoming a director of a major aviation business demonstrates my ability to gain a deep understanding of all aspects of business operations and my ability to drive growth and operational excellence.