My journey from commando to consultant

Published: 7 August 2025

We’re proud to champion the skills and values that military service instils. Our partnership with British Forces Resettlement Services (BFRS), along with dedicated schemes for voluntary cadets and reservists, reflects a deep commitment to helping individuals transition smoothly into civilian roles.

This year, our efforts were recognised with a prestigious Gold award in the Defence Employer Recognition Scheme, reinforcing our pledge to support those who serve. We were also honoured to receive multiple nominations at the 2025 Forces in Business Awards, a moment that showcased the extraordinary contributions of ex-forces colleagues across our Group.

One of those colleagues, Simon Wiley, shares his story from 23 years in the Royal Marines to leading high-impact water projects at Aqua Consultants.

Commando to consultant

I joined the Royal Marines in 1998, fresh out of college and eager to take on a challenge that many dare attempt. The commando training was as tough as they said it would be. It was gruelling and unrelenting, but exactly what I’d signed up for. Back then, global events were shifting fast, and by the time I’d earned my green beret, I was heading out on operational tours to Kosovo (2000), Afghanistan (2002, 2006–7, 2011) and the invasion of Iraq (2003).

Over the years, I served on five operational tours, was deployed on countless frontline missions, and gained a wealth of experience in precision and teamwork.

In 2007, I was awarded the Military Cross by Queen Elizabeth II for gallantry on Operation Herrick V, a moment I still look back on with pride. I appeared in a book recounting the story behind it, which is surreal when I think about it now.

I built a career as a sniper and later became chief instructor of sniper training at the commando training centre, eventually rising to the rank of sergeant major with X-Ray Company in 45 Commando. That final position gave me the perfect place to close out my 23-year military journey on a high.

Making the decision to transition

As I approached the end of my service, the decision to transition out of uniform became clearer. Not because I had grown tired of it, but because it was simply time. The military offers options to stay on, but I always knew that 22 years was my goal. This gave me enough time to secure a full pension, and close out my chapter in the military with integrity. I stretched that timeline by a year to finish where I wanted to – in a fighting company – and that made the decision even more satisfying. For me, it wasn’t about escape, it was about progression.

There were practical reasons too. Financially, the military isn’t always the most generous, even at senior levels. I looked around and realised that someone stepping into project management after a few years out of university could earn significantly more than I did with two decades of experience and a sergeant major rank. When you’ve got a mortgage and a family, that matters. Also, constant travel started to feel less appealing. My children were growing up, and I wanted to be present.

To prepare, I took a proactive route. Four years before my official departure, I began investing in myself. I started a degree and worked my way through multiple qualifications, including project management and health and safety. They’re staples in post-service training, and though I wasn’t yet sure what sector I’d enter, I wanted to be ready. That forward planning became both a safety net and a springboard.

Finding a home at Aqua Consultants

My first civilian role came through Faithful & Gould, now known as AtkinsRéalis. A hiring manager there ran a similar scheme to what Adler & Allan does today. He saw something in me and offered the chance to become an NEC project manager. Truth be told, I didn’t even know what the job entailed, but I learned quickly.

From that point, I built new expertise in contract management and construction consultancy, even venturing briefly into the pharmaceutical sector. That last experience taught me a valuable key lesson: I wasn’t driven by clinical operations, I was driven by meaningful projects and community impact. So when I was approached about Aqua Consultants, I knew it was the right fit, even if I didn’t yet know much about the water industry.

What drew me in wasn’t just the job, it was the people. Aqua Consultants immediately lived up to its 'family feel'. From my first day, I felt like part of a team again. Emma Carroll-Walsh, Neal Edmondson, Ben King and others welcomed me in a way that reminded me of the camaraderie I’d known for 23 years. And the culture wasn’t just supportive, it was constructive and empowering. You’re trusted to do your job. Autonomy, once a rare thing in the military’s chain of command, became a core feature of my daily life. That trust gave me room to grow.

Although I wasn’t a direct transition hire, I soon became involved in the wider efforts to support service leavers. I met Ryan Stockwell and others working on veteran programmes, and I saw the value these schemes deliver to those just stepping out of uniform. From mentoring to structured onboarding, partnerships with organisations like British Forces Resettlement Services to the Defence Employer Recognition Scheme, I could see these weren’t empty gestures; they helped change lives.

Delivering impact for the Living Water Enterprise in AMP8

One standout experience for me is being part of the AMP8 Living Water Enterprise at Northumbrian Water. Recently I was assigned to lead the commercial support for a project scheduled to begin the delivery phase within two months due to timeline constraints set by a local school. It was exactly the kind of challenge I thrive on. The situation demanded fast decision-making, real-time communication, and flawless team coordination. I built the right team, leaned into each member’s strengths, and kept momentum despite multiple setbacks.

I remember standing on-site with the managing director of Living Water Enterprise and the assets director from Northumbrian Water. Spades in the ground, clients satisfied, deadlines met. It felt like a full-circle moment – leading under pressure, making things happen, and seeing tangible results. That’s what it’s all about!

Translating my military skillset to this environment wasn’t about rewriting who I am, it was about showing how leadership, discipline and communication can drive success anywhere. The military teaches you to deliver to a high standard not because someone’s watching, but because it’s who you are. That work ethic stands out in consultancy. I apply the same rigour, whether it’s hosting a Teams call or mentoring assistant project managers. Helping others build their careers has become one of the most rewarding parts of mine.

Challenges haven’t vanished. One of the hardest aspects was adjusting to business decisions that didn’t always feel personal. In the military, decisions are tactical. In civilian life, they’re often commercial. Early on, I’d get frustrated when people were moved around for business reasons, especially if I’d built a strong team. However, once I started attending more senior meetings, I understood the drivers. It helped me accept the bigger picture and realise that success isn’t just about operations, it’s about business strategy, sustainability and growth.

I’ve experienced many proud moments since joining Aqua Consultants. Watching my colleagues receive awards fills me with pride. Seeing graduates and assistants I mentored become full project managers makes me genuinely excited for their future and the growth of the business. Knowing that I had a hand in building a high-performing team at Northumbrian Water before stepping into a new role proves that fulfilment doesn’t come just from personal accolades, it comes from legacy.

Advice for fellow veterans

To any fellow commando, or anyone in the Army, Navy or RAF thinking about their next step, I’d offer a few thoughts.

Start early. Education matters but so does understanding your industry. Know what makes you tick and find a company whose values align with your own.
Look local. Community projects bring added meaning.
Be ready for the emotional drop-off. For me, leaving behind 23 years of structure and recognition was tough. But don’t forget what you’ve built up along the way. Confidence returns when you realise you have the foundation; you just need to bolt on the specifics.

Leaving the military felt, at times, like stepping off a cliff. But companies like Adler & Allan soften that landing. Their Gold award from the Defence Employer Recognition Scheme isn’t just a pointless badge, it’s proof of how much they care. They give veterans structure, support, and a chance to make a real impact again.

For me, consultancy has become a second mission. And with Adler & Allan behind me, I’m part of something bigger. Something that protects communities, improves infrastructure, and proves that our skills don’t end with service, they evolve and they thrive.