The future won't sit still. So you need a better way to decide.
I'm Paul Littlejohn: former RAF fighter pilot with 12 years as an operations executive. I help leaders and teams decide under pressure, when the information is incomplete, the stakes are real, and certainty isn't available.
Royal Air Force · USMC fighter pilot training · dnata · Hult International Business School
Become Decisive, the self-paced course, opens July 2026. Join the waitlist to lock in the founding price →
I learned to assume the future wouldn't simply go along with me.
For 16 years I was a fighter pilot in the Royal Air Force: single-seat, low-level attack in the Jaguar, a Qualified Weapons Instructor, with combat operations and an exchange tour training US Marine Corps fighter pilots on the F/A-18.
In that world, the future was not just uncertain. It was moving fast. The jet kept moving, the picture kept changing, and on the worst days someone was actively trying to ruin my day. You could not stop, pull over, call a friend, or take it to a meeting. You kept deciding.
None of that was natural talent. It was a discipline.
After the military, I moved into senior operational roles in aviation, travel, and tourism: Divisional VP at dnata, COO roles, large teams, major budgets, and decisions where small errors quickly became expensive. The setting changed, but the decision problem did not: incomplete information, real consequences, and a future that would not simply do what the plan expected.
Today, I run Wingman Executive as a strategic advisor to leaders and teams deciding under pressure, and I'm adjunct faculty at Hult International Business School in Dubai.
Results, not theory.
In my executive roles, that same discipline was applied to work where judgement had to show up in numbers: service, cost, revenue, and execution.
How I work with leaders now.
I help leaders make decisions they can't afford to get wrong.
Sometimes that's teaching my decision-making approach. Sometimes it's a standing advisory relationship, working a problem with someone over months. Sometimes it's in the room on a single hard call, or alongside a team assessing the people and choices in front of them.
The setting changes. The work doesn't: a truer read of the situation, a clear sense of what good looks like, and the next move you can live with, when certainty isn't on offer.
If that's the kind of problem you're carrying, let's talk.
One decision discipline. Three ways to build it.
The course
Become Decisive teaches you how to make the decisions that matter: quick decisions under pressure, big decisions with real stakes, and hard decisions where no option feels obviously right. You'll learn the Decision Canvas, practise it on a worked example, then apply it to a real decision of your own. Self-paced. Opens July 2026.
Lock in the founding price before it opens.
Join the waitlistCorporate training
Bring the method into the room with your leadership team. We apply it to the decisions your team is actually facing, so people get a truer read, define what good looks like, and move without waiting for certainty.
Keynote
A keynote on decision-making when the future is uncertain, the picture is changing, and action is the only real lever. Built from the cockpit. Tested in business. Made for the boardroom.
Try the method on a real decision.
Put the same logic to work on something real. The Decision App walks you through a decision in about 30 minutes. No signup, no catch.