Badung Regency, Bali, Indonesia
I started out as a helicopter pilot, flying in demanding environments where there’s no room for error. You either get it right, or you don’t. That experience shaped how I think and how I lead. What I learned most in those years is that the Commander sets the tone. You decide how the flight is run, how prepared you are, and how well you understand your aircraft, your crew, and the environment—especially when things don’t go to plan. I took pride in being disciplined in the cockpit and properly understanding the systems I was responsible for. Those habits have stayed with me. Over the last 30 years, I’ve moved from the cockpit into leadership and board roles, working across Africa, the Caribbean, Europe, and now Southeast Asia. I’ve led teams in environments where safety, reliability, and trust aren’t optional—they’re what keep the business going. I’m results-focused, but I’ve learned that results come from getting the basics right—having the right people, being clear on what matters, and holding a consistent standard. When things drift, I get close to the detail, simplify what’s going on, and help the team move forward. I’m at my best when things aren’t perfect—when a business needs structure, alignment, and clear direction. I’m hands-on, I don’t mind making tough calls, and I try to be fair in how I do it. I value honesty, accountability, and respect. People see through talk quickly, so I focus on being consistent in how I show up and following through on what I say.
As CEO of SGI, I am leading the business through a season of business growth, operational uplift and cultural renewal. SGI is a specialist helicopter operator serving Indonesia’s mining and industrial sectors. My role is to ensure we deliver safe, reliable, and commercially sound aviation services—while shaping a company that’s fit for the future. My focus areas include: Direction & Leadership – Defining where the business is heading and bringing the senior team with me. Clarity, alignment, and accountability sit at the heart of how we operate. Commercial Strength – Rebuilding our financial base by tightening cost control, improving forecasting, and reshaping internal systems to support smart, sustainable growth. Capability Building – Reconstructing key functions like finance, safety, and commercial. This includes developing leaders from within and encouraging greater ownership across the board. Operational Focus – Keeping safety, compliance, and maintenance sharp through practical, sleeves-rolled-up leadership and a focus on execution. Growth Opportunities – Introducing new service lines like ship-to-shore logistics and regional MRO offerings to broaden our reach and resilience. Culture & Values – Living out SGI’s values—Integrity, Teamwork, Respect, Accountability, and Courage—and building a culture that values performance, transparency, and humility. This role is a blend of leadership and action. I’m hands-on where needed, but always working toward a bigger ambition: to build a company that earns its reputation not just by what we do, but by how we do it. I’ve learned that sustainable performance comes not from intensity alone, but from clarity, discipline, and trust — especially when the pressure is on.
As Chief Operating Officer at SGI Helicopters, I was responsible for overseeing the daily operations of a dynamic aviation business, ensuring all parts of the company—from flight operations and engineering to logistics—worked in sync to deliver safe, efficient, and reliable helicopter services. My role involved partnering closely with departmental leaders to improve how we worked, rolled out new initiatives, and solved operational challenges. Whether refining how we managed our fleet or enhancing safety practices, I focused on building systems that helped the team operate at their best. I also played a key role in keeping our operations aligned with aviation regulations, internal standards, and client expectations. I worked hard to foster open communication across the business, believing that good collaboration is what turns plans into results. Always keeping an eye on where the industry was heading, I looked for ways SGI could evolve—be it through technology, process improvements, or new service offerings. I took pride in helping the business grow and adapt in a demanding and fast-paced environment.
After leaving Bristow Group, I was approached and asked to help start a small satellite HEMS base in Durban, South Africa. We managed to get the base fully operational within 2 weeks. I was the Base Manager and HEMS Pilot for Durban Netcare 911 HEMS from Dec’ 2018 - Dec 2020, after which I transferred to the JHB and Kimberley Rocket Air Ambulance Operations after the Netcare 911 contract was migrated to another operator, Nationally. After 3 years of working as a HEMS pilot and taking a small break from Management I sought to move back to Business Leadership and Management which is where my passion ultimately lies.
As the Accountable & Director of Bristow Caribbean Ltd, I derived great satisfaction from fostering the growth and development of individuals to help them reach their full potential. This was accomplished by consistently upholding my personal Core Values and focusing on the following key responsibilities: Championing and instilling Company Core Values. Meeting contractual obligations. Leading and managing all resources within Bristow Caribbean Ltd. Effectively managing the Profit & Loss of the company. Taking full leadership responsibility for the management team. Interfacing with regulatory authorities such as TTCAA on behalf of the company. Ensuring strategic growth and operational enhancements in the Caribbean & Latin America. My overarching vision was to nurture the expansion and advancement of Bristow Caribbean Ltd through strategic leadership, meticulous business planning, and prudent financial management. During my tenure as the General Manager/Accountable Manager of BCL, in collaboration with the team, we achieved remarkable milestones including a 47% increase in overall revenue and a 137% rise in EBITDA. Additionally, we significantly expanded our presence in the Trinidad & Tobago Region. This growth culminated in the introduction of the first S92 helicopter in Trinidad and Tobago, supporting a major Oil & Gas client's drilling campaign.
The implementation of Operations Transformation marked a significant milestone in the history of Bristow Helicopters, representing our commitment to moving the business forward into the 21st Century and beyond. During this transformative period, we strategically positioned ourselves for massive growth and expansion. Key initiatives were identified to drive and realize this transformation, and my role involved facilitating and managing these initiatives within the European Business Unit. In this capacity, my objective was to contribute to the growth and development of both the organization and myself. The focus was on honing skills in managing large-scale projects and effectively leading a diverse team of professionals. This role presented an exciting opportunity for me to leverage my expertise in Operations, Finance, Project Management, and Leadership to propel the company toward its strategic goals during this dynamic period of change.
In addition to my current responsibilities for direct management of the UK SNS bases (Norwich and Humberside) I will also assume the following responsibilities in this new role: 1. EBU accountability for delivery of ‘Operational Excellence’ working in close collaboration with the Base Managers, Functional Heads and rest of management team. 2. Operations lead to support the Commercial and Finance teams and ensure that all operational elements are ‘captured’ in build-up on future client tenders across the UK bases. 3. Lead interface and support to the relevant functions and focal points to ensure resource optimization and synergies between the respective Oil & Gas and SAR Streams, and also provide periodic visibility of same to the EBU Management Team. 4. Lead on key Operational projects that span the UK bases including direct support to the Area Manager.
I started out with Court Helicopter as a Co-Pilot which became CHC in the early 2000’s. My role in this job was Helicopter Pilot. Duties included - Off Shore Oil & Gas in various parts of Africa, Off Shore Ship Service (Hoist & Undersling), John Rolfe Surf Rescue (Live Line Undersling), KZN Provincial Air Ambulance, Fire Fighting (Bambi Bucket & Internal Tanks), VIP Charter, Pipeline Survery, Powerline Survey, Maintenance Test Flights, Mountain Rescue, Off Shore Search & Rescue. Aircraft types predominantly flown: Kamov KA32C, Sikorsky S61, S76 A++/C+/C++, Jetranger 206, Longranger 206, Bell 212