Building What Comes Next – Driving Aviation Forward

If there’s one thing that stands out when talking to Paul McLaren, it’s how much he believes in people. His job title may sound technical and complex, but the heart of his work is much simpler: connecting teams, building relationships and helping people reach their potential.

Paul has spent his entire career in aerospace, beginning as an apprentice at sixteen. Today he leads teams operating across the world, shaping partnerships, guiding major programmes and helping to imagine what comes next in the air sector. But he speaks about it with a calmness and humility that young people might not expect from someone in such a senior role.

‘I sit at the interface between our customer and partner communities and our teams,’ he says. ‘In simple terms, I try to help the people around me be their best in support of our customers’ ambitions.’ 

A role built around people, not platforms

Paul’s day is always different. Some days focus on reviewing how global contracts are performing; other days are spent exploring early‑stage ideas, technologies or future opportunities that the UK and partner nations may one day depend on. He works closely with customers, business development teams and operational units, and he integrates with specialists across finance, commercial, operations, legal and project management.

‘The diversity of people you come into contact with is huge,’ he says. ‘You learn a lot from the experience and personalities around you.’ 

His role spans everything from enabling collaboration between nations to supporting complex programmes thousands of miles away. But he always brings the focus back to people.

‘That’s the part I’ve loved throughout every phase of my career – helping others be their best.’

The pressure behind the scenes

Although Paul talks with warmth and calm, he’s honest about the more demanding parts of the job.

‘It can feel relentless at times,’ he says. The sector works at the edge of technology, solving big challenges and creating big opportunities. ‘There’s pressure to be the best for our customers and partners, and sometimes that pressure comes from yourself.’

He’s learned that staying balanced matters. He keeps grounded by spending time with his young family, exercising and following his football team. ‘In order to be your best, you have to invest in yourself too.’ 

Starting at sixteen and never stopping learning

Paul’s journey started a long way from boardrooms and international negotiations.

‘I’d done well at school, but I was ready to get out there, earn money and start a career,’ he says. Growing up in central Manchester, he didn’t feel close to big aerospace companies or high‑profile opportunities. But good people encouraged him to look into apprenticeships, and that decision changed everything. ‘I didn’t know where it would take me. I just knew I wanted to be part of a company that would let me learn and grow.’ 

He later completed a mechanical engineering degree, an MBA and a postgraduate qualification – all while working.

His message to young people is clear:
‘Honestly, dream bigger. Don’t put yourself in a box about what you think is possible.’

A huge range of roles – more than young people might expect

One of the things Paul wishes young people understood is just how many different jobs exist in a large organisation.

‘People might think companies like ours are only engineering and manufacturing,’ he says. ‘But we work with finance, commercial, operations, legal, project management… there’s a huge range of skills.’

He says entry routes are just as varied.
‘There are apprenticeship routes, degree apprenticeships, graduate schemes and direct entry roles. Requirements vary, so explore what’s available – you might be surprised.’ 

He agrees with the point that many senior leaders started out in junior roles. Paul himself began as an apprentice, and he’s seen colleagues rise from apprenticeships into senior positions across the business.

‘Where you start doesn’t define where you end,’ he says. ‘There are lots of stories like mine – people who started young, learned on the job and grew into roles they never imagined.’ 

He encourages young people to research roles, talk to people, attend careers events and ask questions. ‘Get a feel for what’s possible,’ he says.

The skills that really matter

When asked what young people should develop if they want to follow a path like his, Paul pauses and brings it back again to values and people.

‘Interpersonal skills, curiosity and passion sit highest on my list,’ he says. ‘The ability to listen is vital. I’m twenty years in and still learning every day.’

Technical understanding helps, as does the ability to think long‑term. But he believes success often comes down to being open, courageous and willing to learn from others.

‘Take the best from everyone around you, but always be yourself.’ 

What he’d tell his fifteen‑year‑old self

Paul smiles when asked what advice he’d give to young people today.

‘Dream bigger,’ he says again. ‘Don’t limit what you think is possible – the career you’ll have, the places you’ll go. Take measured risks, be a bit vulnerable, and step forward. It’ll work out, or you’ll learn from it.’

And for those who feel unsure or overwhelmed?

‘I wouldn’t have worried as much at 14 or 15 if I’d known the opportunities ahead,’ he says. ‘Where you start doesn’t define where you’ll end up.’