As Officer Commanding, Engineering Support Squadron (ESS) at RAF Brize Norton, Laura Sexton leads the squadron of 280 people in three ‘Flights’, overseeing a complex combination of technical, risk management, equipment, budgetary, personnel and operational procedures; applying her scientific and engineering judgement to many challenging scenarios each day.
Group Captain Mark Hunt, Deputy President of the Institution of Mechanical Engineers commented: “At the age of 33, Laura has maintained her professional development as an Engineer Officer whilst meeting the demands of a young and growing family. In doing so, she has demonstrated extraordinary range, tenacity and expertise throughout her demanding military career.”
In 2013, Laura gained professional registration as an Incorporated Engineer with the Institution of Mechanical Engineers, and has recently applied to become a STEM Ambassador, determined to inspire young people to learn about engineering.
Keen on physics at school, it was when she was encouraged to consider mechanical engineering university courses by her father (himself an engineer) that she realised a world of opportunities could be open to her.
Laura explains: “I gained sponsorship from the Defence Engineering and Science Group (DESG) in order to undertake my degree. The requirement was to do a year of training with them before embarking on study, as well as summer internships at different locations, all of which was an incredibly valuable, practical introduction to engineering. While I was studying for an MEng at the University of Nottingham, one of my course mates was in the Universities Air Squadron, and encouraged me to join. Understanding the types of equipment involved, the team spirit and leadership elements fuelled my passion to develop a career in the military.”
“I applied for RAF sponsorship in my final year, and became a senior student in the air squadron – my first taste of leadership. I started officer training in the November after graduation.”
Laura has combined technical roles with an aptitude for leadership. Determined to retain a strong link with hands-on engineering, she has requested additional responsibilities to satisfy her desire to develop her engineering skills.
She said: “I have sought and been granted involvement at the coal-face of projects, to make sure I retained technical elements in my working portfolio. In one of the cases I managed, we identified operating and safety concerns that have taken the project to a rethink.”
“I took on the responsibility of coordinating discussions with stakeholders, and compiled a formal report, which illustrated safety and compatibility concerns and made recommendations for an alternative solution. Diplomatically, it was a delicate negotiation, and it is still ongoing, but if our preferred solution is adopted it will be a radical departure from the normal practice. It will be testament to the research and expert detailed advice that we have gathered, which backs up our course of action, and which I worked to compile.”
Laura pinpoints what engineering means to her in her day-to-day experience: “Fundamentally, engineering is the application of science to make things work successfully. In an air environment, the implications of engineering going wrong can be catastrophic, whether it is in the creation, maintenance or use of that equipment. Every day, an engineer like me is making all manner of judgements. I apply these whether it is in relation to my team’s working environment, or in the major equipment that we are working on and, ultimately, it’s me who is answerable for the technical decisions I make.”
“Balancing decisions, according to their safety consequences, time allowances, and operational needs is what distinguishes engineering judgements in a military environment. Sometimes we have to move quickly, but at other times I have to slow people down instead. It might sound bizarre, but every so often, taking a step back can be the best option. However, if we need to turn things around urgently in a demanding situation, then we do whatever it takes to make it happen safely.”
“I find this high level of responsibility very enjoyable. It means that people trust and respect my decisions. Management is getting people to do what you want them to do, and leadership is getting them to want to do it! Inspiring and motivating others is a huge part of leadership success.”
“It’s very, very busy, and in this particular job there’s a high level of technical input, which I really enjoy – I still feel like an engineer! The personnel aspects – welfare, career development, personal issues or training – are demanding and rewarding. I have a quick rotation of personnel, and people are my most important resource. I have to get to know them, recognise their strengths and apply them really quickly.”
Overseeing the productivity and job satisfaction of such a large group of people brings many challenges; but Laura derives much reward in developing what she calls her greatest resource: the people who work for her.
“I enjoy mentoring and I think I can gain as much learning as the one under mentorship. I mentor one of my guys, who is studying engineering management at Stafford University, checking over his work when needed and lending an ear if I can help.”
“I’ve also used some creative mentoring strategies, applied to management difficulties that a colleague was experiencing. Subtle and flexible jointly devised ideas helped develop the candidate’s enthusiasm and sense of ownership at work. It was mutually useful, as I had the opportunity to learn new ways of approaching tasks. The key thing is to inspire that person in their technical or engineering management role and make it better.”
Training and development are part of her daily role. She has been able to pass on to a former colleague the steps to professional registration, and he is now an Incorporated Engineer; and Laura mentions that she has encouraged another colleague to adopt a structured approach in recording her own development and achievements, which will stand her in good stead when she comes to apply to become a commissioned officer or to gain accreditation.
She certainly does not work in an ivory tower, and considers good communication and visibility essential to keep the barriers down between her and the teams she manages.
“Spending time with the guys and using a range of approaches brings the best results. One of these is to get on the ‘shop floor’, to really understand any issues or impediments that they may encounter, and to identify training needs and aptitudes, as well as any necessary tool and equipment updates. Sometimes I am asked to provide technical advice to the Station Commander, and it’s largely because I’m in touch with what the guys are working on – as well as applying engineering and science principles to the real context of equipment deployment – that my contribution is sought.”
Laura recently decided to become an Incorporated Engineer and has developed her relationship with the Institution. She says that, within the RAF, professional registration has rapidly become highly valued. It also provides backup and recognition when her project-leading bridges military and commercial worlds. Within the military, she says, there is a positive emphasis on continuing professional development (CPD).
“I’ve always aspired to develop my career in terms of credibility and knowledge. Military personnel can easily interpret my level experience from my rank. But for people in the commercial and civilian world, that isn’t so easily accessible. To become an IEng is an international badge of recognition for the level of experience that I have gained in my career.”
Laura enjoys the versatility that her career in the military requires. She has already encountered situations where she is operating outside the pure military environment, and has found the experience stimulating.
She observes: “I’ve worked with a large international company on a very interesting project; on a composite wing. Cost and profit margin was a vast aspect of that, and it was fascinating. Also, in partnership with a leading aerospace organisation, I took on management of a joint project concerning stealth technology. It was a really interesting time: there was a defence element, a commercial element; stringent testing requirements; resources: all in all it was good exposure to what life is like both in the military and in the commercial world – and an excellent personal challenge.”
Laura currently supervises an array of specialist teams, from maintenance of ground equipment to particle analysis and explosives storage. She has also been deployed overseas: “Going to Afghanistan, seeing the pace of life on operations, the approach and the ideas out there, was fascinating. It was very useful, as an engineer and as a Service person, to see at first hand the environment that much of our equipment – and our people – must operate in. I’ve also been to the UAE, worked in Cyprus, and with German and Dutch counterparts.”
Her next step, which she hopes to take after her forthcoming maternity leave, is to undertake a more technically demanding role. At a similar level of management that she currently holds, it will mean that she will gain the position of Engineering Authority.
She explains: “Currently, I don’t have airworthiness authority over aircraft. I want to be able to make airworthiness decisions specifically on aircraft, which is a step up from responsibility for the machines and equipment that support them. I’ll need to do specialist technical training courses to achieve this. It will develop me, bring another challenge and I’m looking forward to it!”
In her ten years or so in the RAF, Laura’s career has flown a high trajectory. She has developed and maintained her engineering skills; co-ordinated complex technical projects and proved to be an inspiring and adept decision-maker. Her aspirations for the future should see her soar.
For information about professional registration as an Incorporated Engineer
Photography by Tom Luddington