Building Teams and Trust: From Formation Aerobatics to Digital Transformation
“Hard to be humble”
In the spirit of the tiger theme, I'm excited to share some of my most cherished memories from flying. (Yes, I’m aware tigers don’t fly… or do they?) I had the distinct privilege of knowing and flying with the Sasol Flying Tigers, a South African civilian formation aerobatic team. Even before the team was officially formed, I flew with the late Martin van Straten (my brother-in-law) and the legendary Nigel Hopkins. Although I was a passenger, not a pilot, formation flying offered an exhilarating, unique experience that demands trust, precision, and absolute confidence in the team and the aircraft. It’s a thrill like no other to know that your role—however small—contributes to an extraordinary display of skill, mastery, and teamwork.
In the air, every flight carries risk and demands skill and intense focus, not only from the leader but from every pilot in the formation. While solo displays have their moments, the Tigers’ most thrilling moments come when they fly in perfect sync, moving as if guided by a single mind. Close enough to count the rivets on the lead aircraft as the ground spins up above while looping—it’s in these moments that I felt part of something bigger. I saw what happens when things go awry, like when aircraft #2 and #3 didn’t have enough energy to continue over the top of the loop and stalled out. Yet, each pilot instinctively knew where they were and how to recover within a split second, manoeuvring with precision and control.
From Flying in Formation to Building High-Performance Teams
Formation flying instilled in me the importance of teamwork, confidence, and constant situational awareness. The Tigers were bonded by camaraderie and a shared sense of duty and achievement. They operated with the NATO Tigers motto “Hard to be humble,” a phrase that has been ever present in my mind of the team’s spirit and one that I carry with me in everything I do. Confidence (not ego, there’s no place for that in the cockpit!)—rooted in expertise, discipline, and skill—is essential not only in formation flying but also in any high-stakes pursuit, whether in aviation or digital transformation.
Today, as a business leader, I apply these insights to build and operate high-performing teams in my businesses and for my clients. Whether they need a powerful development team or transformative project leadership, I work to foster resilience, strong communication, and a sense of empowerment within each team. Just like aviation, it’s not enough to take off without intention; every journey needs careful planning and precision, as the saying goes, “Every take-off is optional, landing is not.” Once the gear is up, there’s no room for hesitation. This means being fully prepared, confident in the process, and unafraid to pause when needed—whether due to a technical issue or a team decision—without fear of judgment.
I build teams that not only perform but grow. It’s a mutual relationship as I expect my team to excel and evolve and they expect the same from me. This dynamic drives us toward continuous improvement, growing not only our software but also as individuals.
Power is nothing without control - Pirelli
Team sizes vary, but understanding group dynamics is essential for effective collaboration. I ensure each team member’s strengths are utilized, while also aligning toward shared goals. Sometimes enthusiasm can lead to over-engineering—a well-intentioned but overly complex solution can obscure its core purpose. While appreciated, that effort may not serve the immediate goal, as clients focus on outcomes and not the specific technology or patterns we use. Keeping design simple is critical; over-abstracted code can complicate things unnecessarily and make maintenance more challenging.
Don’t get me wrong, while I’m pedantic about performance, balance is just as important, if not more so.
Abstraction is a double-edged sword. When we’re too far removed from an interaction’s logic, it becomes a “magic box”—a comforting illusion in entertainment but risky in high-stakes fields like technology. I value transparency, especially in complex systems like financial transaction integration or those in aircraft, where every detail counts. Just as I wouldn’t pilot an aircraft without knowing its engine’s condition, I’m cautious of hidden layers in code or data. On preflight, I have the opportunity to inspect critical engine components to ensure everything is working perfectly; at 5,000 feet, there’s no room for unexpected surprises – and no excuse, no matter how good, is going to make a bad situation better. We must hold ourselves to a higher standard, and I don’t accept excuses. Accountability and responsibility are non-negotiable.
While I’m supportive as a leader and accept that falling is part of learning and progress, I don’t accept excuses—the stories we tell to deflect from accountability.
领英推荐
"Let Go of What You Can’t Control: Stop Worrying and Focus on What Matters."
I also emphasize to my teams how to handle things when they go wrong. It’s all about having clear, repeatable procedures— that are practiced and second nature. In flying, the first time an instructor cuts the power for a stall or a simulated forced landing training, the instinct is to pull back on the yoke and keep the nose up, which only worsens the situation. Instead, you push the nose down, maintain best glide speed, and follow through with the practiced procedures: Aviate, Navigate and Communicate. The more you practice, the more intuitive it becomes. (By the time I started flight training, I already had significant experience being flown in abnormal positions; being inverted or doing spins are among my favourite.) When things go wrong, which they invariably will do, sticking our heads in the sand and hoping for the best isn’t going to work; Be honest with yourself about the situation, prior practice and preparedness will guide your next move.
Data driven. Always.
Finally, let’s talk about being data-driven. In my experience, the most successful projects prioritize data. Though we often separate software engineers, architects, and data scientists, in my opinion, they all need a data-first mindset. I often see engineers design systems without fully integrating data considerations, leaving it to DBAs or “data team”. Excuses like “It’s not my job” or “There’s a tool for that” don’t work for me and shouldn’t work for you. Quality software demands a data-first approach, with efficient code interacting seamlessly with a well-designed data model.
Performance isn’t just about hardware upgrades or resources either; it starts with efficient code that interacts well with data. To me, this comes down to three pillars:
I’ve long advocated for a “data-first” mindset, seeing data as the story our applications tell. Code and interface design are the cover, but data is the constant, the substance behind everything. Business requirements will evolve, but data tells the real story.
Whether at 5,000 feet or in the midst of digital transformation, success depends on accountability, clarity, and alignment. Whether you’re a corporate enterprise, a consulting company, or a family-owned business ready to begin your journey of evolution or transformation, please reach out and connect, I offer a unique blend of leadership, engineering, and coaching—designed to achieve the best outcomes for your business. (I'm also always open for some adrenaline-fueled aerobatics ;o) )
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