Kyle Henderson’s passion for aeroplanes began as a youngster and it has travelled with him throughout his life.  This love of planes inspired him to become an engineer and subsequently to take an MBA at a top international business school, INSEAD, in order to take his career to new heights at Honeywell Aerospace, where he is now the Senior Director of Licensing.

In this profile, we learn a little about Kyle’s career and why he believed an MBA would be pivotal to his international career progression even though he was already on a great trajectory in the aerospace industry.  What did he gain from the experience?  How has the combination of engineering and business skills enhanced his work and career?

“When I was growing-up I felt the ‘wow-factor’ associated with aircraft, whether it be the huge, majestic air transport aircraft or the sleek and sexy military fighters.  I wanted to become an engineer so that I could be involved with aerospace and all those cool aircraft,” explained Kyle.

Early Career
Confident about his career path, Kyle began working in the aerospace sector before and during university and gained excellent grounding in a large blue-chip company, Bombardier.  Then, after graduating from Oxford University with an Honours Degree in Engineering, he joined the Airbus Graduate Development Programme, where he enjoyed rapid progression to a Project Engineering role, and later went on to lead a Customer Support Team as Project Team Leader and was responsible for 40 projects in Landing Gear Systems.  Another major project involved steering a partnership with a key overseas supplier to pioneer a thermoplastic composite aircraft structure that delivered significant weight saving, reduced parts count by 75%, saved EUR 10 million programme cost.

Kyle’s next blue-chip company landing was Fokker Aerospace in The Netherlands where he was Outsourcing Manager leading a cross functional team of eight.  Amongst his achievements were the creation of a EUR 18 million business-winning proposal and the outsourcing of an 8,000-man hour engineering work package with a previously untried Russian company that paved the way for substantial future cooperation.

At this point, eight years into his career, Kyle had worked in both pure engineering and programme management positions and had developed a keen interest in more strategic/corporate roles, and he wanted to steer his career in that direction. To achieve this, he knew that he needed additional skills and that an MBA would give him the formal business education to secure a senior management position and accelerate his career progression.

The Difference an MBA Scholarship Makes
 Kyle chose INSEAD for his MBA because he felt that its international footprint and culture were a perfect fit for the career he wanted to build.  He was so sure that it was the school for him that it was the only one he applied to, and despite the rigorous entry and language requirements, he was successful.  We all know that taking an MBA at an internationally renowned biz-school comes at a premium price, so Kyle was fortunate to get a scholarship to offset some of the costs.  He was invited to a Sainsbury Management Fellows’ (SMF) networking event by an old friend from his Oxford days and now an SMF, Chris Gifford, where he met other high-flying engineers who had gained an MBA with the help of an SMF scholarship.  Kyle got through the stringent application process and was awarded a £30,000 scholarship.

Kyle said: “Having the SMF scholarship was a massive safety net and allowed me to take the bold step of leaving a job with no return path on the table, as well as moving to a different country/continent and trusting that I would be equipped to find the next exciting step in my career without any unwelcome gap.”

From MBA to Senior Management
The MBA has had a transformative effect on Kyle’s career – straight out of INSEAD Kyle landed his first role at Honeywell Aerospace, in Prague in the Czech Republic, as Senior Strategic Marketing Manager responsible for setting the strategic direction and growing Honeywell’s business in Europe, Middle East, Africa and India (EMEAI). Three years later he moved to Honeywell Aerospace’s regional headquarters in Switzerland as Honeywell’s Global Business Manager and led the execution of aftermarket strategies for the entire Mechanical Product portfolio within the EMEAI region.

Leapfrog to the present and Kyle is based in Arizona in the US and is Senior Director of Licensing, responsible for driving Honeywell Aerospace’s global licensing strategy.  He leads a 15-strong outbound licensing team that licenses third parties/partners who require access to Honeywell Intellectual Property (IP), so delivering millions of dollars in revenue.

Kyle’s decision to gain key skills in strategy, marketing, finance and leadership, have enabled him to shine at Honeywell and springboard from one great opportunity to the next.  Asked how the MBA has helped him tackle business challenges, he said “As far as professional skills go, the marketing and strategy techniques I learned were the biggest pieces of ‘book knowledge’ I absorbed in my MBA.

“When negotiating a licensing deal – or any type of deal for that matter – the better informed you are, the better the outcome. One of the most important things to understand for any of my team’s licensing deals is how much value the technology or intellectual property we are providing will bring to the licensee. This typically involves understanding the market size and how the license will help them win more business than they otherwise would.  This market sizing and determination of value against a real-world ‘next-best-alternative’ is key Strategic Marketing 101 and is one of the technical skills my SMF-enabled MBA brought me.

“Whilst an MBA cannot deal with specific trends in an industry, the business framework afforded by an MBA helps one to understand and react to some of the key macro drivers in the aerospace sector, be that industry consolidation through M&A of the larger players or vertical integration by the large OEMs.”

Asked for an example of how his engineering experience helps in licensing deal-making, Kyle said, “Engineering is fundamental to our work.  Like most business transactions, a licensing deal is truly successful when both parties realise a real benefit from the activity.  As a technology company, the Intellectual Property that is the subject of Honeywell’s licenses is by its nature going to be technical.  As such, having a good grasp of how the IP will be used and the value it will bring to the licensee – something that my engineering background enables me to assess – is key to striking the optimum licensing deal.”

Apart from the technical knowledge gained through his MBA, Kyle also mentioned the importance of leadership skills.  Interestingly, in pursuing his passion to work in aerospace, being a leader had not dominated Kyle’s ambition, but leading teams has been an integral part of many of his roles, and he has thrived in this area.

Leadership Skills
He said, “There are many different types of leadership styles and all can be successful.  The softer, people skills are every bit as important a factor in being a successful leader as the technical management skillset.  As such, personality is important, and good leaders should not feel inhibited about letting their personality shine through at work.

“While I still like being close to the deals my team run, I have a strong team and can see how much more I can deliver with all of their industry knowledge and hard work.  I would be hesitant to go back into an individual-contributor role that could have less of a top or bottom-line impact.”

The SMF Network
The engineers who receive an SMF scholarship become Sainsbury Management Fellows (SMFs) on graduation and become part of the SMF network of successful business leaders who work in blue-chip and entrepreneurial organisations.  The SMFs use their combined engineering and business skills to help companies and the UK economy grow, as well as mentoring the next generation of engineers.  One of the key benefits of being part of the SMF network is the support that the alumni give each other – this ranges from advice on tackling business issues to discussing entrepreneurial investment strategies.

Kyle said that the SMF network has been a tremendous asset and a link to the UK: “Aside from the huge benefit of the scholarship, the SMF network has kept me close to my engineering roots as my career has developed.  Having lived internationally for the last 15 years, including all the time during and since my MBA, SMF has also provided a strong link back to the UK and home, and I hope to be able to maintain and grow that in the future, whether that is with a role back in the UK, or whilst staying International.”

Considering doing an MBA?
What advice would Kyle give to a young engineer considering doing an MBA, “Just do it!  It might seem like a big step to leave a secure job for the intense world of a full-time MBA – and it is – but if you’re ambitious and don’t mind the hard work, it’s a great way to take the next big step in your career, and possibly your life!

“I have always been motivated by wanting to achieve as much as I’m able to; never wanting to look back with regret and think ‘if only I’d taken that opportunity, or made the leap from something safe and secure to something new and exciting, then I could have done more’.  I am enjoying a fantastic international career whilst staying close to my passion for all that cool aerospace stuff!  I would definitely encourage other engineers looking to move into a more corporate role to take an MBA,” said Kyle.

The SMF MBA Scholarship
If you are a professional engineer considering an MBA as one of the stepping-stones towards a business leadership career, visit our MBA scholarship application page, you could become one of our successful awardees – today the individual scholarship is £50,000.

Walking in his father’s footsteps, former management consultant and SMF Will Jones studied for his Sainsbury Management Fellows-sponsored MBA at INSEAD, an experience he describes as transformative.  “The year completely changed my life.  I was saturated with knowledge and exciting experiences.  Both the good and the tough times shaped me and enabled me to forge an amazing new career at COMATCH,” said Will.

Like all Sainsbury Management Fellows (SMFs), Will is an engineer (MEng), an area he was drawn to from an early age.  “My strength has always been around structured thinking and being very comfortable ‘playing’ with numbers and analysis,” said Will.   After graduating from Warwick University, he worked in China for four year as a Manufacturing Engineer before becoming a management consultant with PA Consulting Group and then, to develop his career, studying for a Masters’ in Business Administration with a focus on international business.

Will explained: “I wanted to become comfortable with the business landscape.  There is a steep learning curve when you enter commercial roles; if you go in totally cold it’s easy to become overwhelmed.  I saw the MBA as an opportunity to familiarise myself with business concepts prior to stepping into a more senior role where I would be expected to know about areas such as marketing and finance.

“I saw what the MBA did for my father’s career.  He worked across the globe in consultancy and was responsible for opening offices throughout Asia for one firm.  His international career enabled him to travel extensively and he speaks several languages.  From a personal perspective, 45 years after studying at INSEAD, he is still hanging out with people he shared experiences and bonded with at business school.  This definitely inspired me but, of course, there were other reasons for doing an MBA.

“In engineering education, you are taught structure and process which is invaluable for any profession. But to be successful in the most senior positions, you also need to communicate well and be able to build relationships and networks. The MBA teaches you these skills along with business skills which makes you very credible in the business world.  The MBA prepares you to deal with any situation or project that lands on you,” said Will.

After graduating from INSEAD, Will returned to management consultancy at Accenture Strategy Group. At that point, he was intending to work his way up the corporate ladder using his newly acquired business skills and acumen. But fate took a hand in his career trajectory when he was headhunted by COMATCH to build its UK office.  This position steered Will away from the traditional career path in consultancy into a cutting-edge business that combines his passion for consultancy with the fun of building a team, a client base, and a business.

A New Kind of Consultancy Venture
Will takes up the story: “COMATCH is a marketplace that aggregates both consulting talent and clients from across the world.  There are 10,000 consultants with diverse experience and background on the platform already, including some Sainsbury Management Fellows and friends I made whilst studying at INSEAD.

“COMATCH takes successful independent consultants who realise the strength of their abilities and connections – who want to work for themselves – and matches them with clients in need of this specific expertise. This enables consultants to work on projects they are passionate about and shape a lifestyle that suits them.

“On the client side, our consultants provide services that help to accelerate and transform established businesses and scale-ups alike. For example, if an SME wants to expand across Europe, COMATCH provides access to vetted top-tier consultants that they could not obtain directly through traditional routes.

“The scale of the platform is staggering, it enables us to work with clients globally whilst providing consulting support locally; it’s about matching the right skillset and work-style, combined with the best background, be it local expertise or global understanding. Even more interesting in these current times is that the consultants did not miss a beat, they are used to remote working already and that the clients are now less fixated on location. With the geographic shackles removed, clients can really benefit from receiving the best talent globally!

“What really excites me about COMATCH is the diversity and strength of the consultant network, the clients we get to work with, and that I feel I can bring significant benefit both sides. I frequently don’t have the answer to the client problem, but I know how to find it” said Will.

Will is responsible for building the UK team as well as developing client relationships and the independent consultant pool.  The latter involves a two-step vetting process, whereby applicants are screened and then approximately 40% go onto interview stage, where Will can get a deeper understanding of their career focus and working style. The relationship building process also includes regular new joiner events where consultants get to network.

Will continued, “Building the UK office from scratch has involved many exciting challenges, from creating the goals, establishing the office and hiring a team of spirited people who share a vision for the success of the business and bring novel ideas to the table. I’m relatively good with people, I draw on what I learned at INSEAD to take a more holistic view, to feel comfortable in client conversations, and when I have to talk to our CFO about the P&L.”

Benefts of the MBA
The emphasis on leadership and communication skills during the MBA made Will realise it was one of his key attributes.  He explained: “My meandering childhood with my parents meant that I developed an ability to quickly build networks; connecting people and ideas was something that felt natural to me, but I never saw the value in it. It took comments and nudges from people at business school for me to see communication as a key strength in my character and something I should maximise.”

Asked to cite the greatest benefits of doing an MBA, it was not the ‘tool kit’ of technical business skills that Will highlighted, instead he talked about how he can deliver results and networking: “I realised that there is a lot of value that I can personally deliver and that I should not settle until I feel I am achieving these goals. Secondly, I value highly the diverse network of truly inspirational people who are only too happy to help if asked in the right way.

“INSEAD was an incredible learning and growing experience. No matter what the day, what the module, or how intensively I had to work, I always ended the day knowing that in some way I had developed as an individual.”

“Leaving business school is actually the start of an amazing journey, not only because I moved onto an unexpected new career, but also because I am now part of the Sainsbury Management Fellows network; a large group of interesting individuals who work across a breadth of industries.  We come together for organised events, can connect individually if we need help, and we also have the opportunity to meet young engineers as they look to advance their careers.  Many of these are mentored by SMFs.”

Inspring Engineers on an MBA Journey
Asked for any words of advice for a young engineer considering taking an MBA, Will said: “In a world that values marginal gains, this is one of the strongest gains you can add to your skills set; it will develop you on a professional and personal level. Anecdotally, every INSEAD Alumni who came to present on campus said something along the lines of ‘this will be one of the best years of your life’ and I couldn’t agree more!”

The SMF MBA Scholarship
If you are a professional engineer considering an MBA as one of the stepping-stones towards a business leadership career, you could become be awarded a £50,000 scholarship.

Thirty years ago, engineer, Ian Peerless (pictured far right) was one of the first cohort of Sainsbury Management Fellows (SMFs) to join Lord Sainsbury in celebrating their graduation from leading international business schools.  Each of the eight engineers had received a £30,000 award to assist with the cost of their MBA study from the newly established SMF Scholarship scheme.  They would go on to become business leaders in major corporations, utilising both business and engineering skills to solve problems.

Today, there are 365 SMFs, ambitious engineers who collectively have been awarded £9 million in scholarships to enable them to acquire business skills that help UK businesses succeed.

Thirty years on, SMF Ian Peerless is at the cutting edge of technology and leading a dynamic business, ExRobotics, which specialises in developing rugged robots for harsh, hazardous or remote operations. More on this venture later, first, we delve into Ian’s past to see how his leap of faith into an engineering career has enabled him to work for major brands like Shell, travel the world working as a petroleum engineering consultant, to setting up several businesses. We also look at the role the SMF scholarship played in broadening his career options.

It’s no secret that the UK is acutely short of engineers and institutions and government are working hard to encourage more young people to study STEM subjects, in the hope that they choose associated careers.  In Ian’s school days this push to increase STEM numbers and to produce more engineers was not prevalent so Ian had vision when he opted for engineering.

He explained, “Like many teenagers I didn’t know what engineering was.  However, someone said that engineers are good at maths and physics, I liked making things, and I was compelled to understand how things work.  When my Headmaster asked, ‘what do you want to do?’ I said the only thing that came into my head, engineering.  I’ve never regretted that shot in the dark.  It suits my personality and abilities in a way that I could never have understood at the time.”

The Engineering Journey
Ian’s route to an engineering career began at the University of Southampton, where he graduated with a First in Civil Engineering, but despite this achievement, he knew that working on concrete and steel structures was not his passion.  Instead, he spent a year with the car manufacturer British Leyland in a mechanical engineering role. “I worked with some great people and learned a lot about industrial relations, but I wasn’t being stretched enough.  In the meantime, the hydrocarbon industry in the North Sea was booming and I was keen to work in that sector.

A one-year Petroleum Engineering Masters at Heriot-Watt University opened the door and shortly after graduating, I secured a position at Shell,” Ian explained.  The next five years were exciting and rewarding, with everything moving at a fast pace and Ian was highly regarded amongst his colleagues.

Many talented young engineers reach a ‘crunch point’ in their careers, where they have to decide whether to continue on their current trajectory and work their way through the ranks of their company or do something new – Ian was no exception.  Ambitious and adventurous, he decided to shake things up for himself by becoming an independent Petroleum Engineering Consultant, a role he undertook for three years.  He said, “My Shell CV was in demand, so I was fully occupied with a range of companies in Madagascar, Norway and the UK.  One of my highlights was completing the subsurface design of the Ivanhoe Rob Roy field – the most advanced subsea development at that time.”

Ian had always been curious about business management and at this stage in his career he was pondering how to make a transition from a pure engineering job to management within his areas of expertise.  He knew an MBA could help, but how to achieve this?  Then he spotted an advertisement for the SMF Scholarship and went through the extensive application and interview process successfully.  He was awarded a £30,000 scholarship.  “There were so many MBA courses to choose from, I knew that to stand out with future employers, I needed to take one of the best.  The SMF process and the scholarship made it possible for me to attend IMD in Switzerland,” said Ian.

MBA helps to Secure Top Management Role at British Steel
The MBA gave Ian the business knowledge and credibility he needed to move into a senior management role.  He took up his first management role in 1989 at British Steel.  Ian takes up the story:

“It was a great opportunity to fulfil the SMF challenge to get more business leaders with engineering expertise into industrial companies to help UK industry be more successful, a strategy both I and SMF would like to see embraced more readily and broadly.

“I gained a wealth of management experience at British Steel. I worked in Business Development, Sales, Operations, and finished as the number two in the Business Strategy department reporting to the main board. I introduced new products, led major M&A teams and implemented Business Process Re-engineering.  I was responsible for £200m annual sales and turned around a failing assembly facility.

“I had a challenging and stimulating career at British Steel, but after 15 years, it was time for a new adventure because the company was experiencing challenges that made it difficult to influence key decisions, so I left to start my own business.

“After two years of experimentation, several former Shell colleagues suggested I return to the company and I joined an internal Shell consultancy group as a sub-contractor. My international life resumed, and I travelled the world, advising, coaching and facilitating leadership teams mainly on project management and contract strategy.  The Shell processes I used during this time were a valuable top-up of my MBA knowledge.

“After several years, that team was disbanded but four of us set up an independent consultancy, IPKA. We continued to perform a similar role but with different oil and gas companies. One job was particularly memorable – we spent 18 months in South Africa writing a complete set of business processes from scratch. This was a great opportunity to document what I had learned over 35 years and to structure clearly in my own mind how businesses work.

Developing Robots that Reduce Risk to Operators
“Towards the end of that project in 2010, I took on a Shell contract to develop an oilfield robot; little did I know then that this was the precursor to me developing my own robotics business. I gained extensive knowledge of this specialist robotic niche whilst working with Shell and felt that, if I worked with the right team, I could establish a business with a strong competitive advantage.  Also, I have experience of all elements of the business: I know the markets, have manufactured and sold industrial products, set up my own companies, and I had already established a network of parts suppliers.

“This was an opportunity to realise another work ambition and it  comes at a stage in my career where I can use all my experience to create a company that’s effective and efficient and that all stakeholders enjoy working with.

“ExRobotics  was launched three years ago and is addressing the problem of oil and gas operators being sent unnecessarily into hazardous, harsh, and remote locations. Our robots can be permanently stationed at those locations, removing  people from harm’s way as well as cutting costs and reducing lost production. The obstacle to robots playing this role is that they must be designed and certified to work in these tough environments.  It takes years to do this, thus our competitive advantage.  ExRobotics is an exciting emerging business and we are working hard developing the market and product, which could transform how this work is currently done.”

Combined Engineering & Business Skills Makes a Difference
Asked how the combination of engineering and business skills helped him build a diverse and exciting career, Ian said, “I don’t think you can make good business decisions if you don’t understand your products/processes, their applications, your customers’ activities, and your competitors’ products and processes. You have to take all of this technical information and use your business/people skills to adapt your business to succeed. This is how engineering leaders create wealth.

“An Engineering education teaches you a structured analytical approach to life. The MBA complements that by teaching you, amongst other things, how to trust your intuitive ‘right brain’.  This allows you to bring many more perspectives to tackling business challenges.  The MBA course uses case studies that cram years of experience into a few months.  It works; when I come across new challenges, I have flashbacks to the cases I studied in Lausanne.  Of course, those flashbacks now also include situations I’ve experienced in my post-MBA career.

“The  MBA gave me skills that I still intuitively use in my day-to-day work. In particular, the ability to understand a business, its markets, its competitive position, and to turn that into an action plan for success. Also, the MBA made me understand that individuals are different and if you combine their strengths and generate a motivated team, wonderful things can happen.

“The MBA not only changed the direction of my career it also changed my industry.  The combination of my life before the MBA (technical) has been combined with my life after the MBA (management) to create ExRobotics. This would not have been possible without either of those ingredients.

“Importantly, the SMF ethos and network have reinforced my beliefs so that I’ve stayed with engineering and management even when other options were on offer.”

Supporting the Next Generation of Engineers
Ian is also delivering on another SMF tenet; helping to develop the careers of young engineers.  Through SMF, the Royal Academy of Engineering’s Leadership events and privately, he has mentored highly motivated, intelligent and ambitious young engineers.  He said, “Working with young people is always a joy. One of the main areas they grapple with is how to gain recognition for their achievements, stand out from their peers and get that prized job.”

Support for young engineers carries through into ExRobotics; the company recently recruited four young engineers, three straight from education. “We try to give them as much responsibility as we can, as Shell did for me.  It’s great to see them rising to the challenges and learning from their mistakes. Even some of the older members of the team seem to learn from my experience.  At the moment, this is one of the most rewarding things about ExRobotics,” said Ian.
Thinking about the next generation who want to be engineers, we asked Ian for any advice he would like to share based on his experience. His top tips are:

1. “Stick with engineering; don’t be lured into finance or business services.  Engineers can enjoy hugely varied careers and their work generates tangible benefits.  If you’re not enjoying what you’re doing,  change your job but not your vocation.
2. “If you want to add management to your engineering career, consider an MBA. You will vastly accelerate your learning and you’ll be exposed to a broad range of people that will make you think and challenge your preconceptions.
3. “Don’t underestimate the importance of engineers. The industry may not seem as fashionable as the media or the city, but who cares? Engineers have a major role to play in solving the world’s intractable problems.”

Ian concluded, “Careers and life have a lot to do with timing.  Sometimes you can push as hard as you can, but nothing happens. Sometimes you pick the right moment and the future unfolds. Now, when new challenges are thrown at me or I’m boarding yet another flight, I’m surprised that I still have the energy to maintain this style of life in my 60s! Deep down I feel a sense of satisfaction. Life is a journey and I don’t find short cuts as intellectually and emotionally rewarding as hard work and resilience. The trick is to have a clear goal, and then do whatever is needed to achieve it no matter how long it takes.”

The SMF MBA Scholarship
If you are a professional engineer considering an MBA as one of the stepping-stones towards a business leadership career, visit our MBA scholarship application page, you could become one of our successful awardees – today the individual scholarship is £50,000.