Armed Forces Day: Shining the spotlight on one of our ex-servicemen

 

In all honesty, it didn’t at first! I was obsessed with being a Commando and ‘defending the realm’ was absolutely my calling. However in 2014, cyber was becoming more of a concern across defence and it was apparent to me that if I wanted to get ahead of this emerging threat, I needed to significantly develop not only my understanding of cyber, but also change the hearts and minds of my senior commanders. At that time, many thought cyber was ‘black magic for geeks’ and had no lasting impact on operations. Because nothing would change the need for ‘boots on the ground’ right?

 

After many years of bringing about change from the inside and developing cyber security from the ground up within the Unit, I began feeling constrained professionally because at the time the Royal Marines didn’t have a cyber-profession.

 

Ultimately, I wanted a greater challenge and the opportunity to take the lessons I had learned whilst serving to benefit a much wider audience. After some discussion with some BAE Systems contractors employed within my unit, they suggested that the company could be that vehicle of change I desired. Giving me room to grow and develop my cyber capabilities beyond the limitations of the services and still making a difference.

 

BAE Systems therefore ticked two of my boxes: it would provide capacity to support my professional growth and also allow me to continue my passion in defending others and securing the connected world.

 

 

Anyone that has worked with Royal Marines Commando’s will understand that we are all a little bit special, both in our state of mind and the core values which we seek to embody. The Commando mind-set is “Be the first to understand; the first to adapt and respond; and the first to overcome.” As Royal Marines, we learn to operate in the toughest conditions and know that overcoming them isn’t just about physical toughness; it’s about your mental resilience and fortitude, your ability to look at complex problems in different ways, and ultimately the belief that you can succeed against any adversity. 

 

These four pillars ‘Understand, Adapt, Respond and Overcome’ provide the framework that the Royal Marines have used for hundreds of years to be one of the most elite fighting forces in the world. Today, whilst only being 4% of defence, the Royal Marines currently make up 50% of UK Special Forces, which is largely attributed to our state of mind.

 

But how does this relate to business? Well the commando mindset teaches us to deeply UNDERSTAND the problem using all available data, intelligence and our experience. We always ask questions and encourage others regardless of their rank to be involved in decision making. We value honesty, integrity and hard truths. Because being successful isn’t simply ‘luck’ but where data, opportunity and preparation meet.

We ADAPT to new ideas and solutions because no environment or adversity is the same. If the idiom ‘no plan survives first contact with the enemy’ is true, then we need to fail fast and learn quickly. Because the realisation that problems are not static allows for rapid and agile decision making, and ultimately a more successful outcome. As a Commando force we constantly test unconventional tactics and technologies to support our mission, because we understand that taking risks and seizing opportunities is how we win.

 

We then RESPOND by acting with conviction, determination and self-discipline to achieve our aims. Ensuring that at all times we honour our most core value: ‘excellence’. Whilst this may seem obvious, it’s a tool I still use today. I constantly ask “is this excellent?” and if not, I adjust that slide deck, work on that report or dig a little deeper into the data to ensure that my output exceeds expectations.

 

Finally, if we achieve pillars 1-3, we OVERCOME any problem, adversity or challenge. If there’s one thing being a Royal Marine has taught me, it’s that with enough preparation, effort and belief you can achieve almost anything.

 

 

Firstly, I would say that your skills ARE transferable, but you may need to consider them in a business context to highlight their relevance to the ‘job spec’ and make them more appealing to a future employer.

 

Secondly, don’t be afraid to sell yourself. Self-praise in the military is definitely looked down upon, because we are trained to think about the service before ourselves. However, you need to flex your experience to be seen in a competitive market. In doing so, you are really showcasing what excellent experience service personnel have to offer and subsequently enhancing the value of the services as a whole.

 

Finally, something we are all bad at: ask for help. You are not alone and countless people have transitioned into the corporate world from the forces. I speak as one of many ex-forces personnel in cyber who is more than happy to help service leavers break into the industry. We are here to help, so don’t be afraid to reach out.

 

 

It’s a special moment in my career at BAE Systems and a complete surprise! Being nominated for Team Leader of the Year is a perfect justification to say “It’s not about me!” - it’s absolutely about the awesome team I have had the privilege and honour of leading. Without them, STARA would not be possible and I can confidently say that the team that Gary Poole and I have built is one of the finest security consulting teams in the world. They really do make an enormous difference to our customers, helping them solve complex problems and defend critical infrastructure from real threats. I hope that my nomination inspires them and others to always seek excellence, to try and make a difference in our world and to endeavour though adversity, as success will come.

 

I would also like to thank Gary Poole and Adam Spaul for the nomination and constant mentorship, Victoria Wakely for the unwavering support of STARA, Andy Lethbridge for making me more pirate, and finally BAE Systems for believing in an overly enthusiastic Marine with a head full of ideas trying to expand his professional horizons.