Doing what CEO entrepreneurs of early-stage companies do to achieve sustainable revenue and profits. Recruited a Board. Made the company attractive to Investors, Employees, Customers, and Suppliers. Planned and actioning the strategic and operational activities of the company.The 'technology' of Lighter-Than-Air flight is a given. In other words, LTA airships have historically demonstrated their ability to be built and flown. What's missing is the proof that they can be commercialised for profit and therefore mass production. Hence our work focuses to establish a sound and sustainable business case for adopting aerostatic-flight technology as a genuine and competitive capability.'Build it and they will come' has not worked for LTA because what has been built was not fit-for-purpose. One must focus on the 'unique' capabilities of LTA technology, and exploit those. Namely: endless loitering flight, power-off flight, and vertical lifting of more than 20 tonnes. Start with customers who need this, then build for that.

Enterprise level Drone Security (C-UAS). Doing the business development role in the innovation team developing SaaS for drone detection, idenification and mitigation.Result: Market drivers were too weak. This was a program before its time.

Counter Drone solutions. Leading Business Development when the company was a startup. This was a B2B solution sales process of a product that comprised hardware and software.Result: Created first company revenues with deployments across all EU countries in 2 years.

R&D activities in the field of Lighter-than-Air technology (LTA airships). Financing and project managing the building of prototypes. Testing and evaluation, and business development of opportunities across many market sectors requiring the unique capabilites of LTA.Result: Demonstrated the concept and feasibility new designs for LTA craft.