CLIENT
NGO–government partnership
SERVICE
Government Specialist Teams
FOCUS
Operational Capability
ENGAGEMENT
Team Development and Training
Knowing the standard was not enough. People had to prove they could apply it under realistic pressure.
Frontline personnel were required to make legally and ethically consequential decisions in situations that could move rapidly from routine interaction to heated debate, arrest, resistance or force. Weakness could produce harm in both directions: hesitation could increase risk, while inappropriate force could create legal, ethical and community consequences.
A shared standard therefore had to exist in practice, not just in a written policy or classroom presentation.
A divergence between management on ‘what was required’ created a lack of confidence, and ‘decision-avoidance’ – with consequences for individuals, teams, and organisational reputations.
Frontier designed a Human Rights and Use of Force development program that connected international and national law to practical context, and realistic situations – bringing together input from legal backgrounds, technical specialists, and expert trainers. The work combined legal comprehension, conflict management, arrest protocols, communication and scenario-based application – all held together by development of the right mindset, and concept understanding.
The benchmark was deliberately dual. Firstly, participants were assessed on comprehension – whether they could understand and explain the standards in different situations, plan, assess and mitigate the associated risks. Secondly, their physical capacity – whether they could apply the required actions safely and appropriately when the situation became real. Practical role plays were used as the vehicle to demonstrate, test, and apply positive change.
100% of Participants
Improved Competence & Confidence
80%
Surpassed Professional Benchmark
Government Incorporated
Syllabus for Future Application
Every attendee increased competence and confidence and more than 80% reached the defined professional benchmark. Key elements were subsequently integrated into a wider government syllabus, extending the standard beyond the people Frontier had trained directly.
That institutional adoption matters: the aim was not simply to deliver a successful course, but to create an evidence-based standard that the client could own and continue using – highlighting the gaps that could be closed internally in the future.
Frontier built real capability and confidence in officers, allowing them to act in accordance with rigorous legal standards, enhance operational effectiveness, and feel far more confident in how they should react in hostile and non-hostile situations.
Rob Munro, TNC Country Director
High-consequence standards become organisational capability only when people can understand them, exercise judgement in testing situations, and see themselves that they can do it. Effective assurance develops and tests against all three.
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.
