CLIENT
NGO–government partnership
SERVICE
Operations and Leadership
FOCUS
Team performance and Change
ENGAGEMENT
Assessment and Advisory
A new leader needed to act quickly without mistaking symptoms for causes.
A new regional director was entering a complex organisation with established ways of working, strong personalities and an existing performance history. To ensure he understood as much context as possible before embarking on change, he took steps to increase his awareness and distinguish the root-causes from their symptoms – before making changes.
The requirement was an independent view of the organisational structure, leadership dynamics and operational conditions the incoming director was inheriting – including where existing strengths should be protected and where deeper issues warranted his attention.
Frontier conducted a multi-faceted assessment of key operations, management, organisational structure and leadership. Interviews, observation and operational evidence were used to test how the organisation functioned in practice, where accountabilities sat, how decisions travelled and which issues appeared causal rather than simply visible.
The analysis was framed around the needs of an incoming leader: what needed to be understood quickly, which assumptions required testing, what could wait and where an early intervention might best effect.
Significant
Attributed Project Impact
Clarified Priorities
Before major changes
24
Actionable Recommendations
The final assessment gave the incoming director a clearer starting picture and a structured basis for prioritisation. It did not attempt to prescribe change for its own sake; it separated inherited strengths from constraints and created an external reference point against which future decisions could be tested. A number of actionable short – term process changes, as well as longer term changes were recommended.
Frontier's organisational assessment provided critical context to enable decisions as part of the strategy to secure and develop the Greater Zakouma Ecosystem
Naftali Honig, Greater Zakouma Manager
A leadership transition is not only an individual onboarding problem. The leader is entering a living organisational system. A rigorous independent assessment can shorten the time needed to understand that system and reduce the risks of acting on an incomplete picture.
Turning training standards into judgement under pressure
International NGO
Giving incoming leadership a clearer starting point
International NGO
Capability Development – Why training alone was not the answer
NGO–government partnership
Ollie brings a unique blend of professional sport, true adaptability, and a deep commitment to inclusion and human potential.
A life-changing injury ended Ollie’s military career and began a journey of intense rehabilitation, adaptation, and personal transformation. He went on to represent his country in professional sport and has held leadership roles across organisational culture, sales, and people development.
Ollie’s experience rebuilding from the ground up shaped his deep understanding of mindset, accountability, and resilience. Whether facing personal trauma or navigating change, he brings practical insights into leading through adversity, building psychological safety, and creating inclusive, high-performing teams.
Ollie is known for his ability to inspire action and foster connection across diverse audiences. His work spans leadership development, change programmes, and disability inclusion – where he has led global initiatives, advised businesses, and contributed to international strategy as a board member in the charity sector.
Ollie continues to challenge limits and advocate for a more inclusive world – driven by the belief that adversity can unlock powerful change.
James balances a friendly approachability with an unrelenting passion for empowering others to excel. James heads the team development, and operational courses delivery, where his focus is on balancing professional development and immersive learning experiences with safety.
James has 12 years experience commanding and operating at the very highest level of UK Ministry of Defence. With an extensive and varied operationally-focused career which has spanned joint operations with other agencies, leading small team task-forces, and designing and leading operational change projects in complex, sensitive and strategic locations worldwide.
His experience includes operational liaison and planning roles overseas, advisory roles in domestic settings as well as selecting, training and establishing new teams. James is renowned for establishing immersive, scenario based training exercises, using his experience to broaden perspectives, and helping individuals acclimatise to dynamic, uncertain and high stress situations.
James holds a degree from Manchester University, A Diploma in Arabic from SOAS, and a range of specialist practical qualifications centred on developing the skillset, mindset and culture to perform as a leader or team, across any situation.
Tom’s perspective is shaped by a rare combination of military leadership, organisational psychology, and advisory work in complex, high-stakes environments.
Before co-founding Frontier, Tom served as a commander in the Parachute Regiment, gaining extensive experience leading people, building teams, and making decisions under pressure. This practical experience is backed by a first-class law degree, a Commission from the Royal Military Academy Sandhurst, multiple leadership qualifications, and a master’s degree in organisational psychology. His distinction-level research at the University of London focused on the “Adaptation Gap”: how individuals navigate the transition into new roles, responsibilities, and situations.
Tom works with people moving into new roles, launching new ventures, or navigating uncertainty, change, or high-consequence decisions. His guidance helps people understand their situation more clearly, test their thinking, assess their options, and develop practical plans for action. This includes respectfully challenging assumptions, adding an external perspective, and supporting more confident judgement and decision-making.
This individual focus is closely connected to his organisational work. Tom leads the design of Frontier’s projects. His work focuses on developing leaders, teams, and operational capability, often in sensitive or demanding environments.
Tom has advised government, conservation, law enforcement, NGO, and corporate organisations, including at senior and Ministerial level. Much of his work has taken place in complex African environments, where leadership is shaped by stakeholder pressure, cultural context, uncertainty, risk, and operational consequence.
Tom’s approach is analytical, practical, and human. He helps people and organisations bring structure to complexity, expand perspective, build confidence, and make better decisions in situations that matter.
