Recently, Kevin Keen generously endorsed one of my posts promoting my work in coaching, consulting, and change management. In response, someone asked: “Who’s your ideal project fit?” This question made me reflect on my past projects, so here’s a brief overview of some favorites and why they resonate with me.
Incorporation of Ports of Jersey
One of my most significant projects was merging the Harbour Office and the airport into a single organization, then transforming it from a government department into a private company owned by the government. This granted the company commercial freedoms while maintaining public ownership of this strategic asset.
I enjoyed the novelty and complexity, from transferring seabed rights from the Crown to the people of Jersey, to dealing with wartime fortifications that required innovative legal solutions for property transfer. Under the leadership of Doug Bannister and an exceptional management team, we overcame numerous challenges. I’m proud of how we approached problems creatively, with a singular focus on success.
Beyond the mechanics of project management, I loved the transformation process—working with people to create new ways of thinking and operating. This project was about liberating talent, shifting perspectives from public service to commercial opportunity, and motivating a team to achieve the impossible. Doug Bannister later won IoD Director of the Year, a testament to the team’s success.
Cancer Strategy
When considering my ideal project fit, I often think about the work I’m currently doing voluntarily for Jersey’s Cancer Strategy. While I thrive on intellectual challenges and the political complexities of large projects, my real motivation is doing meaningful work.
I’m not a cancer expert, but project management is about helping people get things done—structuring communications, engaging stakeholders, and prioritizing tasks. It’s a creative and flexible skill set that applies equally to early diagnosis and cancer screening as it does to transforming a public utility.
Lean Process Improvement in Care Homes
A while back, I supported care homes in St. Helier, focusing on cost-saving and process improvement. What quickly became clear is that project management is often about facilitation and communication. The care home teams knew how to solve their problems; my role was to help them communicate and structure their ideas into actionable proposals.
Project management, in this case, was mostly common sense applied in a structured way. My job was to align efforts, support people’s talents, and ensure the legacy we left behind was one of competence, capacity, and drive. Ultimately, it was about creating a better product, whether that’s for patients, staff, or the community.
British Masters Rowing
A few years ago, I asked if anyone wanted to join me in competing at the British Rowing Championships. Instead of a single partner, I ended up with 22 participants and a full coaching program. Project management here involved setting a vision, organizing people and tasks, and fostering commitment. The teams’ peer pressure and community spirit took over, and I became more of a facilitator than a director.
I traveled with the men’s and women’s quads to the championships, and both won gold. While I don’t claim credit for their ongoing success, I’m proud to have sparked the transformation. This experience highlighted that project management is about organizing people and processes, managing stakeholders, and fostering momentum.
Conclusion
Over time, I’ve adopted a blended approach of coaching, consulting, and project management. My focus is on empowering others—whether individuals, teams, or organizations—to achieve their goals. I see myself more as a facilitator and confidant than a director. Ultimately, it’s about adding value and helping others succeed in whatever form that takes.