Judgment under pressure, applied to safety.

I started in the Royal Air Force, then moved into criminal investigation and policing. That early work was about reading situations, weighing evidence, and acting under pressure without losing your head. It is the same instinct I now apply to safety: stay calm, work the facts, and protect the people in front of you.

Aviation followed. I led airport ground operations at Phoenix Sky Harbor, where the safety case and the operational case always had to land in the same plan. From there I moved into QHSE leadership across North America, eventually as Director of QHSE for Swissport's United States and Canada business, covering more than 90 airports and roughly 17,000 employees. The work was less about writing policy than about making sure the policy held up in a turn, on a ramp, at three in the morning.

Along the way the numbers moved. Lost-time injuries down by roughly a third year over year. Aircraft damage down. Unsafe acts down by more than half in a four-month window when a site got serious about leading indicators. Those gains came from listening to the frontline, investigating honestly, and acting on signals early.

This stretch is a professional sabbatical by design: graduate study, writing, and a focused push on AI-integrated safety systems. I am completing a Bachelor of Science in Occupational Safety and Health summa cum laude, with the master's underway and doctoral research begun. I teach as an OSHA instructor on the side.

The thread connecting all of it is the same one I have followed for two decades: the gap between what an organization says about safety and what actually happens at the point of work. Closing that gap, with better data and better judgment, is the work.