Gary Simpson
Strategic Leader
I’ve built my career on the belief that clarity unlocks progress. From starting out as an apprentice to leading a £300m international business, I’ve always been drawn to complex challenges - to simplify them into something actionable and meaningful. Over the past three decades, I’ve helped organisations define bold futures, align their people around purpose, and deliver transformation that lasts.
What drives me is a deep commitment to leadership that’s principled, inclusive, and forward-thinking. I believe strategy should be practical and human, change should be felt - not just planned - and success should be something everyone shares in. I’ve led major transformations, worked across continents, and navigated complex partnerships, always with a focus on making things clearer, better, and more connected for the people at the heart of the work.
My approach is hands-on, structured, and purpose-driven. I use frameworks to bring shape to ambiguity, data and technology to sharpen decisions, and inclusive leadership to bring people with me. I’m most energised when I’m helping teams see the path ahead - simplifying the complex, creating alignment, and turning ambition into action.
However far the journey takes us, I believe progress should be something people can see, feel, and be proud of.
Experience
Managing Drector
Babcock International Group
Mar 2021 - Mar 2025
As Managing Director of a £300m business with 1,400 employees, I led a transformation that reshaped the organisation for long-term success — redefining our vision, simplifying structures, and aligning operations to deliver greater impact for customers and employees alike. By championing strategic clarity and cultural change, I integrated previously separate teams into a unified service-focused enterprise, enabling sustainable growth in both UK and international markets.
Managing Drector
Babcock International Group
Mar 2021 - Mar 2025
As Managing Director of a £300m business with 1,400 employees, I led a transformation that reshaped the organisation for long-term success — redefining our vision, simplifying structures, and aligning operations to deliver greater impact for customers and employees alike. By championing strategic clarity and cultural change, I integrated previously separate teams into a unified service-focused enterprise, enabling sustainable growth in both UK and international markets.
Managing Drector
Babcock International Group
Mar 2021 - Mar 2025
As Managing Director of a £300m business with 1,400 employees, I led a transformation that reshaped the organisation for long-term success — redefining our vision, simplifying structures, and aligning operations to deliver greater impact for customers and employees alike. By championing strategic clarity and cultural change, I integrated previously separate teams into a unified service-focused enterprise, enabling sustainable growth in both UK and international markets.
Programme Director
Babcock International Group
Sep 2018- Mar 2021
In leading the through-life support of the Royal Navy’s most complex warships, I delivered transformation on a national scale - achieving significant cost reductions, enhancing fleet readiness, and positioning Babcock for the next era of naval support. I balanced operational delivery with strategic foresight, using innovation and collaboration to shape future sustainment models and secure our role in the £1Bn Future Maritime Support Programme. It was transformation in action: systemic, sustained, and strategic.
Programme Director
Babcock International Group
Sep 2018- Mar 2021
In leading the through-life support of the Royal Navy’s most complex warships, I delivered transformation on a national scale - achieving significant cost reductions, enhancing fleet readiness, and positioning Babcock for the next era of naval support. I balanced operational delivery with strategic foresight, using innovation and collaboration to shape future sustainment models and secure our role in the £1Bn Future Maritime Support Programme. It was transformation in action: systemic, sustained, and strategic.
Programme Director
Babcock International Group
Sep 2018- Mar 2021
In leading the through-life support of the Royal Navy’s most complex warships, I delivered transformation on a national scale - achieving significant cost reductions, enhancing fleet readiness, and positioning Babcock for the next era of naval support. I balanced operational delivery with strategic foresight, using innovation and collaboration to shape future sustainment models and secure our role in the £1Bn Future Maritime Support Programme. It was transformation in action: systemic, sustained, and strategic.
Head of Programme
Babcock International Group
Jul 2017 - Sep 2018
I led a team of 250 professionals across the UK, delivering through-life support to Royal Navy surface combatants. My focus was not just on operational excellence, but on future-readiness - initiating data exploitation strategies, strengthening industry alliances, and helping define sustainment models for new ship classes. This role deepened my belief that clear direction and shared purpose are the bedrock of complex delivery.
Head of Programme
Babcock International Group
Jul 2017 - Sep 2018
I led a team of 250 professionals across the UK, delivering through-life support to Royal Navy surface combatants. My focus was not just on operational excellence, but on future-readiness - initiating data exploitation strategies, strengthening industry alliances, and helping define sustainment models for new ship classes. This role deepened my belief that clear direction and shared purpose are the bedrock of complex delivery.
Head of Programme
Babcock International Group
Jul 2017 - Sep 2018
I led a team of 250 professionals across the UK, delivering through-life support to Royal Navy surface combatants. My focus was not just on operational excellence, but on future-readiness - initiating data exploitation strategies, strengthening industry alliances, and helping define sustainment models for new ship classes. This role deepened my belief that clear direction and shared purpose are the bedrock of complex delivery.
Type 23 Class Output Management Team Leader
Babcock International Group
Feb 2016 - Jul 2017
I led integrated teams across Babcock and BAE Systems to ensure the global operational availability of the Royal Navy’s Type 23 Frigates. By optimising maintenance, directing capability upgrades, and strengthening collaboration within the Surface Ship Support Alliance, I helped extend the class’s relevance in a changing defence landscape - proving that when clarity guides coordination, even the most complex platforms can perform beyond expectation.
Type 23 Class Output Management Team Leader
Babcock International Group
Feb 2016 - Jul 2017
I led integrated teams across Babcock and BAE Systems to ensure the global operational availability of the Royal Navy’s Type 23 Frigates. By optimising maintenance, directing capability upgrades, and strengthening collaboration within the Surface Ship Support Alliance, I helped extend the class’s relevance in a changing defence landscape - proving that when clarity guides coordination, even the most complex platforms can perform beyond expectation.
Type 23 Class Output Management Team Leader
Babcock International Group
Feb 2016 - Jul 2017
I led integrated teams across Babcock and BAE Systems to ensure the global operational availability of the Royal Navy’s Type 23 Frigates. By optimising maintenance, directing capability upgrades, and strengthening collaboration within the Surface Ship Support Alliance, I helped extend the class’s relevance in a changing defence landscape - proving that when clarity guides coordination, even the most complex platforms can perform beyond expectation.
Programme Manager- Surface Combatants
Babcock International Group
Sep 2014 - Feb 2016
Leading the Programme for the £2Bn Life Extension for the Type 23 Frigates, I defined a strategic roadmap to double the fleet’s lifespan while embedding critical updates. Through alliance leadership, risk mitigation, and future-focused delivery, I demonstrated how strategic programme design can reshape outcomes - for platforms, people, and long-term defence capability.
Programme Manager- Surface Combatants
Babcock International Group
Sep 2014 - Feb 2016
Leading the Programme for the £2Bn Life Extension for the Type 23 Frigates, I defined a strategic roadmap to double the fleet’s lifespan while embedding critical updates. Through alliance leadership, risk mitigation, and future-focused delivery, I demonstrated how strategic programme design can reshape outcomes - for platforms, people, and long-term defence capability.
Programme Manager- Surface Combatants
Babcock International Group
Sep 2014 - Feb 2016
Leading the Programme for the £2Bn Life Extension for the Type 23 Frigates, I defined a strategic roadmap to double the fleet’s lifespan while embedding critical updates. Through alliance leadership, risk mitigation, and future-focused delivery, I demonstrated how strategic programme design can reshape outcomes - for platforms, people, and long-term defence capability.
Programme Manager- Surface Combatants
Babcock International Group
Jan 2013 - Sep 2014
I led a cross-division campaign to strengthen Babcock’s leadership in support, aligning service models, engaging stakeholders, and positioning the company for long-term strategic growth. This role was about more than market capture — it was about creating a unified, forward-thinking proposition that anticipated customer needs and embedded Babcock as a strategic partner.
Programme Manager- Surface Combatants
Babcock International Group
Jan 2013 - Sep 2014
I led a cross-division campaign to strengthen Babcock’s leadership in support, aligning service models, engaging stakeholders, and positioning the company for long-term strategic growth. This role was about more than market capture — it was about creating a unified, forward-thinking proposition that anticipated customer needs and embedded Babcock as a strategic partner.
Programme Manager- Surface Combatants
Babcock International Group
Jan 2013 - Sep 2014
I led a cross-division campaign to strengthen Babcock’s leadership in support, aligning service models, engaging stakeholders, and positioning the company for long-term strategic growth. This role was about more than market capture — it was about creating a unified, forward-thinking proposition that anticipated customer needs and embedded Babcock as a strategic partner.
Programme Manager- Surface Combatants
Babcock International Group
Feb 2011 - Jan 2013
Tasked with expanding our footprint in the UK and Middle East, I developed strategic solutions for international navies, including a multi-party service model for the UAE. This role sharpened my understanding of global defence dynamics and reinforced my belief that true business development begins with insight, empathy, and integrated thinking.
Programme Manager- Surface Combatants
Babcock International Group
Feb 2011 - Jan 2013
Tasked with expanding our footprint in the UK and Middle East, I developed strategic solutions for international navies, including a multi-party service model for the UAE. This role sharpened my understanding of global defence dynamics and reinforced my belief that true business development begins with insight, empathy, and integrated thinking.
Programme Manager- Surface Combatants
Babcock International Group
Feb 2011 - Jan 2013
Tasked with expanding our footprint in the UK and Middle East, I developed strategic solutions for international navies, including a multi-party service model for the UAE. This role sharpened my understanding of global defence dynamics and reinforced my belief that true business development begins with insight, empathy, and integrated thinking.
Earlier Career – From Apprentice to Strategic Leader
Babcock International Group
Sep 1995 - Feb 2011
My journey from apprentice to business leader grounded me in every layer of the enterprise - from engineering design on submarines to programme and platform leadership across global support operations. These formative years taught me the value of simplicity, clarity, and resilience, laying the foundation for the strategic leader I am today.
Earlier Career – From Apprentice to Strategic Leader
Babcock International Group
Sep 1995 - Feb 2011
My journey from apprentice to business leader grounded me in every layer of the enterprise - from engineering design on submarines to programme and platform leadership across global support operations. These formative years taught me the value of simplicity, clarity, and resilience, laying the foundation for the strategic leader I am today.
Earlier Career – From Apprentice to Strategic Leader
Babcock International Group
Sep 1995 - Feb 2011
My journey from apprentice to business leader grounded me in every layer of the enterprise - from engineering design on submarines to programme and platform leadership across global support operations. These formative years taught me the value of simplicity, clarity, and resilience, laying the foundation for the strategic leader I am today.
Get in touch
I’m always excited to hear about your own experiences or collaborate on projects!
Get in touch
I’m always excited to hear about your own experiences or collaborate on projects!
Get in touch
I’m always excited to hear about your own experiences or collaborate on projects!