FOR FOUNDERS, LEADERS AND INVESTORS IN GROWING AVIATION BUSINESSES
Build an organisation that works under pressure.
I help aviation founders and leadership teams build organisations that can scale, and investors judge whether those organisations can deliver the plan. Organisational psychology, three decades of aviation and technology, and systems thinking provide the lens.
20 questions · Immediate result · No email required
30+ years in aviation and technologyMSc Organisational PsychologyFounder and board adviser
DOES THIS FEEL FAMILIAR?
7 signs your organisation is growing faster than its operating system
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 business would struggle if one or two key people stepped away.
If two or more feel familiar, the Diagnostic can show where to look first. It provides a structured judgement, not a verdict.
Take the free Diagnostic20 questions · Immediate result · No email requiredTWO PERSPECTIVES · ONE GROWTH PROBLEM
Are you building the organisation, or deciding whether to back it?
Both need to know whether the next level of growth will strengthen the organisation or expose dependencies that capable people have been carrying.
FOR FOUNDERS AND LEADERS
A lighthouse when you are submerged in the team
You experience the pressure from inside. Step back far enough to see where decisions, knowledge and delivery still depend on you or a few trusted people.
Start the founder pathFOR INVESTORS AND ADVISERS
A lifeguard’s view of what may need to be made good
You are assessing from the edge. Surface assumptions about founder dependency, leadership capacity and the organisation’s ability to deliver the investment plan.
Explore the investor pathThe Diagnostic can be used as self-assessment or structured judgement. In either case, it opens the first door; it does not conclude the 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 see where organisational capability may be exposed?
Use the Diagnostic for a first structured judgement, then book a Clarity Call if the pattern deserves deeper investigation.
Take the free DiagnosticBook a Clarity Call.svg)
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