Season 1 | Episode 2

Ben Garvey:
You don’t look that old when you’re 20.

Chris Gare:
Haha, well, I have short hair. If it grows long, you can see how great it is. I wanted to leave on a high note, contributing to operational footing in response to Ukraine. The leadership and management skills from the military are highly transferable to the civilian sector.

Ben Garvey:
What drove you to the Navy in the first place? Was this a family connection?

Chris Gare:
Yes, I had a family connection. My late stepfather was in the Royal Marines and fought in the Second World War. Growing up in a small town in East Sussex, I always wanted to travel and join the Navy was an opportunity to see the world and have interesting experiences. I stayed as long as it was fun and enjoyed my career, but with a young family, priorities changed.

Ben Garvey:
It must have been a really interesting time to join the Navy, post-Falklands.

Chris Gare:
Absolutely. When I joined, we were still integrating lessons from the Falklands, especially in battle damage control. We had trainers who served in the Falklands, teaching us firefighting and damage control, which emphasized the importance of handling both wartime and peacetime incidents like collisions or groundings.

Ben Garvey:
Fascinating. The lessons from the Falklands must still resonate today.

Chris Gare:
Yes, they do. The Royal Navy was still large post-Cold War, similar to other Western navies, but with a peace dividend and shrinking forces. Now, there’s a renewed focus on reinvesting in defense, creating more opportunities for young people.

Ben Garvey:
Each role must present different challenges and lessons. Which experiences were most formative or challenging for you as a leader and commander?

Chris Gare:
One of the biggest challenges was transitioning to an Executive Officer on a Type 23 frigate that had just returned from a nine-month deployment. We were facing issues with recruitment and retention, especially in engineering roles. We introduced an innovative crewing model, reducing crew numbers to free up bunk spaces for training. This required a deep understanding of risks, ensuring we had suitably qualified personnel for critical roles like the GMDSS operator. It involved implementing an operating duty holder model from the Haddon Cave report, focusing on operational risk and safety.

Ben Garvey:
Congratulations on managing that change successfully.

Chris Gare:
Thank you. It was a significant change program, requiring excellent departmental leadership and aligning all departments—logistics, marine engineering, weapon engineering, and warfare. We had to build a sense of urgency, establish leadership at all levels, and formalize processes to ensure enduring change beyond our tenure.

Ben Garvey:
How did implementing change on the vessel differ from implementing it within NATO?

Chris Gare:
On the ship, you know everyone personally, which can make both collaboration and resistance easier to manage. In NATO, introducing new policies involved working with commanders from various nations, requiring strong personal connections and understanding cultural differences. Formalizing processes ensured that changes were enduring, even after individuals moved on.

Ben Garvey:
That’s a valuable nugget of gold for people entering the workforce. How has your diverse military experience prepared you for the private sector?

Chris Gare:
Every role in the military increases responsibility and builds different skill sets. Transitioning to the civilian sector, especially in consulting, involves applying those diverse experiences to project management and stakeholder engagement. Embracing a squiggly career path with varied roles broadens your skill set and adds value, even if it’s outside your core area.

Ben Garvey:
It’s interesting how diverse experience is fundamentally important, despite advice to stick with one path. What’s your motivation now?

Chris Gare:
My motivation is being part of a team and valuing the people within it. I enjoy supporting and improving team dynamics, much like my time in training and leadership roles. I aim to continue growing and working with a bigger team in the future.

Ben Garvey:
That’s incredibly diverse and detailed. It’s wonderful to see how those experiences are transferable into the private sector while still supporting what you’ve done.

Chris Gare:
Yes, and when transitioning out of the military, interacting with others who have diverse experiences reinforces the value of a wide-ranging career path. It’s not just sticking to a core path but embracing varied roles that provide a broad range of skills.

Ben Garvey:
Looking at where you are now, in the private sector supporting the defense industry, what gets you excited and optimistic? What drives you each day?

Chris Gare:
It’s all about the people—being part of a team, being valued, and valuing others. I enjoy helping improve and support people, similar to my training and classroom roles. Working in a consultancy role allows me to engage deeply with projects and teams, fostering improvement and collaboration.

Ben Garvey:
That’s a great perspective. Balancing team involvement with individual contributions is key.

Chris Gare:
Exactly. Whether it’s leading a team or facilitating project management, the focus remains on collaboration and continuous improvement. I look forward to growing and contributing to larger teams in the future.

Ben Garvey:
Excellent. I appreciate all the input here. Thank you very much, Chris. It’s been a real pleasure and a great learning experience. I look forward to chatting again.

Chris Gare:
Yeah, thanks, Ben. I appreciate it.

Daniel:
This episode was produced by me, Daniel Baugh, at Enginuity Studios. If you have a story to tell about life within the marine sector or have an engineering challenge you want to share with one of our experts, please reach out to info@enginuityinc.ca. To learn how you can overcome your organization’s harsh environment challenges, please visit our website, enginuityinc.ca. We’d love to hear from you. Until next time, fair winds and following seas.