FOR AVIATION FOUNDERS AND SCALE-UP LEADERS
Build an organisation that works under pressure.
For aviation founders and leadership teams. I combine organisational psychology, three decades of aviation experience, and systems thinking to help you make better decisions, develop stronger leaders, and scale with confidence.
30+ years in aviation and technologyMSc Organisational PsychologyFounder and board adviser
DOES THIS FEEL FAMILIAR?
Growth has made the organisation busier, but not necessarily more capable.
Managers ask before acting, even when they know the answer.
Meetings create activity rather than progress.
Growth has exposed weak handoffs and unclear roles.
AI is amplifying messy workflows instead of fixing them.
There is never enough time for genuinely strategic work.
THE BETTER FUTURE
Imagine what changes when capable people can act with clarity.
DECISIONS
Routine choices stop queueing behind the founder.
OWNERSHIP
Managers know what they own, where the limits are and when to ask.
DELIVERY
Teams solve problems earlier, before they become escalations.
CAPACITY
The founder gets time back for strategy, customers and the future.
THREE WAYS TO ENGAGE
Fix the decisions, roles and working practices that growth has exposed.
01
Founder Advisory
For founders who need a clear-thinking partner while they step back from unnecessary operational dependence.
Strategic priorities
Decision bottlenecks
Role transition
90-day course corrections
02
Organisation Design and Decision Flow
For organisations that need clearer ownership, better handoffs and faster decisions across the leadership team.
Roles and decision rights
Meeting architecture
Workflow and accountability
Human and AI collaboration
03
Leadership Development
For managers who must lead with judgement, confidence and clarity rather than wait for permission.
Delegation to competence
Performance conversations
Loyal dissent
Leadership under pressure
WHY THIS WORK MATTERS
Organisations rarely struggle because people are not clever enough.
They struggle because ownership becomes unclear, information stops travelling and decisions either drift or escalate.
Three decades in military, commercial and business aviation taught me that reliable performance under pressure is designed. My work combines that operational experience with organisational psychology and systems thinking.
The aim is not leadership theatre. It is a calmer, clearer organisation that continues to work when the founder is not in every conversation.
WORK DIRECTLY WITH JAMES
Aviation experience. Organisational psychology. Systems thinking.
Course Correction Consulting is deliberately personal. You work directly with James Hardie, drawing on more than 30 years in aviation and technology, an MSc in Organisational Psychology and practical experience helping founders turn growth pressure into clearer decisions, stronger teams and more dependable organisations.
The aim is not to make the organisation dependent on another adviser. It is to build the capability, confidence and operating discipline that allow the founder and team to move forward without constant external support.
Meet James →THE COURSE CORRECTION PHILOSOPHY
Great organisations don't rely on exceptional individuals.
They build the capability of the organisation and the capacity of people to achieve exceptional outcomes together.
Capability without capacity creates brittle performance. Capacity without organisational capability wastes talent. Sustainable success needs both.
Capability × Capacity
Better Organisations
Clear roles, useful systems and shared norms make coordinated performance easier, rather than relying on heroic effort or constant escalation.
↓Better LeadershipLeaders create clarity, psychological safety and appropriate autonomy, so people can use judgement, challenge constructively and take responsibility.
↓Better DecisionsDecisions are made at the right level, with enough information, explicit trade-offs and feedback that improves future judgement.
Fix the environment and the systems so people can thrive, lead and decide well.
LEAD WITH EASE
Leadership creates the conditions. Teams turn them into capability.
LEAD and EASE are overlapping fields of activity, not a rigid nine-step process. The outer ring describes the leader's contribution. The inner ring describes how the team turns that contribution into effective execution.
LearnAdviseDelegateEducate
ExploreAlignEmpowerSupport
Capability×Capacity
OUTER RING · LEADERSHIP ACTIVITY
LEAD
Learn before assuming. Educate to build shared understanding. Advise with judgement rather than control. Delegate authority with clarity.
INNER RING · TEAM EXECUTION
EASE
Explore the situation. Align around intent and ownership. Support people and performance. Empower action and learning.
Leadership is not about becoming indispensable. It is about increasing organisational capability and people's capacity until success no longer depends on one person.
Explore the LEAD with EASE newsletter →EARNED CREDIBILITY
One adviser. Every engagement.
Course Correction does not borrow authority from a wall of unrelated logos. The evidence is direct, relevant and personal.
Why Course Correction?
Because organisations should become more capable as they grow, not more dependent on their founders. Every engagement is designed to leave the team stronger, decisions clearer and the organisation less dependent on any one individual, including the adviser.
James Hardie · Founder, Course Correction Consulting
KNOWLEDGE CENTRE
Useful thinking for leaders working under pressure.
Evidence-informed articles, practical tools and uncomfortable questions about leadership, management, decision-making and organisational life.
Explore the Knowledge CentreNEXT COURSE CORRECTION
Ready to stop being the answer to every operational question?
A focused conversation about where decisions, ownership or execution are getting stuck, and what should change first.
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