our experience
Our Experience
We were formed in operational leadership, and we work like a Special Improvement Service: a small, elite team brought in when the pressure is real and the work matters. Delivering outcomes not advice.
Our expereince includes
The Royal Navy
The Royal Air Force
British Army
Kent Police
Suffolk Police
Kent CPS and probation
UK Government
Manufacturing Industry
NATO
UNICEF
Oil and Gas (Grant Prideco)
RNLI
Portuguese Air Force
USAF Europe
Lufthansa Technik
Etihad Airlines
Emirate Airlines
Mubadala
AMMROC
Iberia Airlines
Healthcare – UK NHS
Healthcare – UAE SKMC
Healthcare - Singapore General
Healthcare - Tan Tok Seng, Singapore
WFC Shared Services
Infosys
Beyond Gravity
About Alan
Alan Martyn is an aerospace engineer and transformation coach. He served for 20 years in the Royal Navy, where he led the first Lean application on HMS Illustrious and was part of the UK Fast Jet transformation, whose savings of £1.4 billion were verified by the National Audit Office.
He went on to lead improvement work with air forces, airlines, police, government and healthcare systems on four continents. From 2018 to 2021 he was National Director for Lean Transformation at NHS England and NHS Improvement, and created the NHS Vital Signs programme.
He has learned that the results belong to the people who do the work. His role is to help them see the opportunity, give them the method and the confidence, and then step back. The Practice is that experience written down, so others can use it without him.
OUR RESULTS
Healthcare
Healthcare is different. Patients are not products.
100,000 lives, Don Berwick 2004
Healthcare transformation on four continents (inc Singapore)
Combat trauma in Iraq and Afghanistan, USAF
Multi-site NHS national improvement programme (Vital Signs) - more, faster than global benchmark (VMI).
NHS England 10-Year plan benchmark results
Wrote NHS Impact trigger paper
First healthcare AIQI work in UAE
Infosys - £1.2B NHS workforce management solution bid
Advisor to productivity commission and national frailty
Aviation & Aerospace
Release aircraft, capacity and value.
Delivered £1.4B in savings for UK Fast Jets (UK NAO accredited)
World's first military operational application of Lean HMS ILLUSTRIOUS doubled sortie generation (military output)
First application in major airlines (Lufthansa Technik, Etihad, Emirates) (30% reduction in turnaround time; man-hours and costs)
World's No.1 on-time airline - Iberia
40 years of experience in aviation operations, maintenance, and manufacture
Maritime
Readiness and reliability through better flow
First application of method-based improvement to maritime operations, training and governance
Double operational capability (Sortie Generation Rate)
80% increase in weapons delivery rate
£32M savings in governance overhead
90,000 training man hours saved
Remove operational friction, improve reliability and release capacity in high-consequence environments
Public services
Design services around citizens, not organisational boundaries.
First method based improvement applications in central government, police and councils
25% of police calls identified as avoidable (failure demand)
75% reduction in time taken for custody handover generates £2.8M savings
75% reduction in recruitment time
90% call resolved first time
75% reduction in planning flow time
Reduce duplication, resolve more at first contact and convert strategy into a practical operating model.
Industry and Complex Operations
Make the work visible. Improve the operating system.
Reduce delays, stop firefighting
Experience from pig farms to satellites
Deliver performance transformation in four dimensions (quality, delivery, cost, morale),
Deliver target culture including a culture of continuous improvement.
Deliver training for scaling and sustainment
the practice - our how
The Practice - our HOW
Most organisations already have the policy, the evidence and good local examples. What is usually missing is the capability to implement them and spread them. That is our HOW. We have set it out in full in The Practice, and it rests on five principles learned over 25 years in operational work.
Engagement. Transformation comes from the people who do the work, and from the communities and stakeholders they serve. We engage them; we don't impose on them.
Flow. Every plan, programme, system and investment should have one central aim: improving how the work flows to the people it serves.
Invisible harm. Capacity is often trapped, not absent. We help teams see and remove the waste, variation and overburden that hide it.
Holistic. Lasting change needs purpose, process, culture, people, leadership, policy, technology and money to pull in the same direction.
Individual. We help each person be the best version of themselves, and take ownership, with their team, of improving what they control.
Team → Organisation → Pathway → System
We start where you are, with one team, and build outwards until the best-known way becomes how the whole system works.
The Practice - Book
Publishing 2027
Why this book?
Public services rarely lack ideas. They have policy, evidence and good local examples. What they lack is a reliable way to implement the best-known way and spread it, from one team to a whole system.
The Practice sets out that HOW. It draws on 25 years of transformation in the Royal Navy, the RAF, airlines, police, government and the NHS. It is written for the people who lead the work and the people who do it.
What's inside?
Book 1 – The HOW of Healthcare Transformation. For leaders. Why implementation is the missing capability, and how to build it: starting with one team, then the organisation, then the pathway the patient experiences, then the system around it.
Book 2 – The Practice Guide: Delivering the HOW. For practitioners and coaches. The practical methods, standard work and one-page recipe cards that turn the principles into everyday practice.
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