ATM Modernisation Advisory
I help ANSPs manage the operational and human side of ATM modernisation — the part that actually stalls programmes.
Twenty years inside ATC operations. From EUROCONTROL Maastricht to the Baghdad FIR transition. Now advising the programmes that need to get from installation to operational service.
The gap nobody plans for
The system gets procured. It gets delivered. It gets installed. And then it sits there, because nobody planned for what comes next.
Before a system becomes operational there are many other requirements. Safety cases need writing. Procedures need developing. Data needs migrating and configuring. Staff need training — not immediately before go-live but months before it. These rarely appear in the procurement plan. They surface later, once the project is already underway, and by then they are guaranteed to stall it.
And once it stalls, costs compound: vendor change requests, regulatory delays, and a workforce that has already lost confidence in the programme before it goes live.
If the people who must use the system are not involved in procurement, you are building a transition problem into the programme from day one.
Two ways to engage
The Diagnostic
Twelve questions every ANSP should answer before committing to modernisation. A framework for surfacing the decisions that have not yet been made and the assumptions that have not yet been tested.
Free. No email gate.
Read it nowThe Assessment
A six-week independent review of where your programme actually is between installation and operational service.
Fixed scope. Fee disclosed in the discovery call.
Learn more
Who I am
I spent twenty years inside air traffic management operations before moving into advisory work. I trained and validated as an area controller at EUROCONTROL's Maastricht Upper Area Control Centre, then spent nearly a decade at ATNS in Johannesburg running the simulator programme and examination system for the Area Control pool.
In 2015 I led the operational transition from the legacy Autotrack II system to Thales TopSky across the Baghdad FIR — an eighteen-month programme covering approximately four hundred operational and technical staff. I hold an MBA and am Lean Six Sigma Black Belt certified.
If something here resonated, the next step is a conversation.