Take two minutes with him, as he distils over two decades of engineering and leadership experience into a blueprint for aspiring leaders keen to share the yellow jersey.
Prioritise ‘social engineering’ over technical prowess
Having technical knowledge is the entry-fee for leadership, but it isn’t what underpins long-term success. Since starting my career as an electrical engineer, I’ve spent over 20 years in technically complex situations - including senior commercial and leadership roles. But this journey across energy, industrial automation, engineering and technology has taught me that the most intricate systems aren’t made of wires - they’re made of people.
My advice to my younger self would be: listen more than you speak. Value as a leader is measured by your ability to bring people with you through change, whether that’s leading transformation projects or launching new commercial partnerships. Never underestimate the importance of people and relationships.
Technical skills will get you a seat at the table; emotional intelligence invites you back.
Seek ‘island-sized’ impact
Don’t just look at the salary, look at your proximity to the engine room. Impact is the ultimate career fuel.
In global corporations, you might feel like a small cog in a giant, distant machine. My flightpath took me through regional leadership roles in highly regulated and technically complex environments across the UK and Africa. Then an unexpected opportunity in my wife’s career brought our family to Guernsey, where my relocation offered me something new: tangible impact.
Now at the dawn of my fourth year at Guernsey Electricity, my new role as Head of Commercial will focus on our commercial business areas including our electricians, plumbers, shop, and even property. I’d spent the preceding years at Guernsey Electricity as a Senior Project Manager, then later their Business Improvement Team Lead.
I’ve learned that aspiring leads should look for roles where their purpose is visible. Heading up these diverse business units on a strong commercial footing means I can help generate value that gets reinvested directly into the lifeblood of island life – our electricity supply.
Be a pragmatic innovator. Don’t innovate for the sake of innovation.
The truth is, innovation will get along just fine without you, but as a leader, you won’t get very far without it. Avoid chasing every passing trend, as that could be an expensive, one-way ticket to burnout. Instead, invest your time wisely in tools that could improve everyday life.
I often listen to the ‘British Computer Society Podcast’ for this reason, as I appreciate their real-world discussion around digital transformation, business analysis and leadership, rather than just intellectual chat around abstract theory.
Any leader in this decade knows how it feels to navigate the hype of new technology. But is it too easy to lose sight of what you’re trying to achieve? My work at Guernsey Electricity has included modernising our internal systems and developing future tools, such as an AI-enabled chatbot to help make services clearer and more accessible for people. These aren’t just shiny toys developed for the sake of a tick box. When we’re dealing with everyday lives, they need to be solutions to specific problems.
Balance commercial ambition with stewardship
As a commercial leader in a small community, I need to be a steward of a better future. In my previous executive roles, profit, loss and market expansion were the primary drivers. Here in Guernsey, the scale is different, but the responsibility is higher. In terms of commercial strategy, I often think about what I’d ask other Guernsey business leaders.
“How do you balance commercial ambition with stewardship, sustainability and community impact?”
Guernsey Electricity has to offer high-quality commercial services that people can rely on every day; and to be a valuable member of 2026, leaders should see their business as part of the wider ecosystem.
I’m not here to oversee arbitrary targets that export profits to overseas shareholders; the work we do gets reinvested back into real island life here in Guernsey for generations to come.
Build a multi-disciplinary mindset
One thing people don’t realise about Guernsey Electricity is how broad our skill base is – from data specialists and engineers to retail experts, plumbers, project managers, and customer service agents. That’s why our recruitment ads say we want to hire thinkers, doers, and everything in between.
Don’t play it safe in a silo. Professionally, I’m most proud of building and leading high-performing teams across different countries, cultures and disciplines to deliver complex programmes that leave behind a stronger, more sustainable business.
To be Head of Commercial at Guernsey Electricity, I need to understand how a plumber’s needs differ from a digital developer’s way of thinking. So, spend time with your operational teams to understand the breadth of your workplace skills and personalities, as it’s the only way to innovate responsibly and stay competitive.
Define your impact
What attracted me to Guernsey Electricity was the opportunity to apply global experience to a purpose-driven business during a period of big change.
I’ve been offered a unique chance to work on meaningful, long-term challenges that directly affect the island’s people in a workplace that encourages innovation, professional development, and flexible working.
To somebody starting out, my advice would be to seek out a workplace that offers stability, impact, and the genuine opportunity to innovate wisely.
As the Head of Commercial at Guernsey Electricity, I don’t just help to keep the lights on, I’m helping build the new tomorrow.
