BEING relatively new to the massively changing travel industry, I am still struck by the polarisation of view that exists between the people who want life to stay as it was and those who want to change things at almost breakneck speed.
I tend to be in the latter camp but have learned to be pragmatic at the same time.
I well remember when, as a 28-year-old graduate in Esso, I was appointed to the position of operations manager of the refuelling operation at the UK airports, in charge of 150 truck drivers. I walked into the crew room at Heathrow and started talking about all the changes I had planned, expecting them to be as excited as me.
I think with hindsight I was lucky to get out in one piece, but it certainly taught me to plan more carefully and think about other people’s perception of events.
I also learned the value of patience and building relationships, as I finally struck a deal two years later for them all to leave unionised collective bargaining and become staff members – the first deal of this kind in the oil industry.
I developed many valuable disciplines in Esso but after redrafting the chairman’s annual press briefing for the umpteenth time, I realised that most of the stresses in the company were coming from the company’s own management processes, and not from the outside world.
I always used to find dealing with customers much easier than my own management.
The monthly review of departmental profits with the main board was always a daunting experience, requiring a very detailed knowledge of every aspect of your business. Not being able to answer a question was career limiting, but it did teach me to leave no stone unturned.
I promised myself on joining Amadeus that we would keep a true external focus. We try to make the internal processes as efficient and simple as possible to allow enough productive time to be spent with customers.
Another lesson, which is really important in my view, is the balance between work and home. In my early years I was a fanatical sportsman, playing hockey at international level. This taught me more about interpersonal skills and mutual responsibilities than anything else I can think of.
At this, I will confess that work took second place, something to fit in between the all important social life. Things have, of course, changed somewhat now although I still try to leave every night at a sensible time in order to see my family.
The best time of the week is still seeing my son play ice hockey. In addition, I have always felt that if someone can’t manage their job in a reasonable number of hours, then they are certainly not ready for the next one, which will undoubtedly be harder.
Success has an awful lot to do with persistence, resilience, picking the right priorities and staff, and delegating everything possible. In my experience managers often struggle to let go of tasks, as they think it stops them being indispensable. In fact they become more valuable as the overall output of their department increases.
Likewise, staff may struggle at the outset with more freedom and responsibility but as long as you back them up they normally produce better results than they, or even you, expected.
The single most important attribute in an employee is having the ability to get things done and complete the job they began and this is what I look for.
A common-sense of purpose is fundamental to the success of a global business such as Amadeus.
At Amadeus UK we have all the challenges of a rapidly expanding UK-based company, coupled with the responsibility of targeting an important market for the largest global distribution system in the world.
This growth is what makes working at Amadeus exciting and challenging, and I hope all our staff feel a part of this, and that in turn ensures everyone performs to their best.
1976: joined Esso Petroleum as graduate trainee with BSc (Hons) in mathematics and held various roles worked in wide variety of Information Technology positions as programmer, analyst and project manager.
1982: appointed corporate applications development manager with 20 IT staff; headed IT strategy study for Esso UK and was project manager for Refinery Process Control Information System. Also held position of planning and economics manager, for the corporate planning department.
1988:operations manager, UK aviation business.
1993:manager, Aviation Business with $300m turnover, 230 staff.
1997: marketing director, European Aviation business.
1998: left Esso to join Amadeus UK as managing director.
My Top Tips
Concentrate on doing the right things rather than trying to do everything right.
Don’t be careless with your business relationships – there’s normally another day and people move on, especially in travel. You never know when you might bump into them in the near future.
Consider the other persons perspective before presenting your own.
Be persistent and questioning.
Do not assume something will happen – always confirm actions/understandings that you have agreed.
Treat people as you would wish people to treat you.