Chief Information Security Officer and Head of Cyber Security, NATS
Policy Fellow Alum, Centre for Science and Policy
As Chief Information Security Officer and Head of Cyber Security at NATS, Britain’s national air traffic service, Paul is responsible for the information systems and networks controlling 200,000 square miles of UK and North Atlantic airspace and nearly 2.5 million flights a year. NATS also controls all aircraft ground movements at major airports in the UK, and runs a highly successful commercial arm selling its services and expertise around the world. In consultation with the Board of Directors, he is responsible for devising a security strategy to ensure NATS remains a world leader in air traffic management; and in partnership with the various business areas, for implementing a security regime to reflect the high standards of security and safety required by the aviation industry.
Before NATS, Paul’s consultancy career spanned 20 years within the information security, assurance and governance arena in Europe and across the world. He has worked across multiple industry sectors and Government Departments, advising on and implementing the best and most pragmatic approach to protecting information assets, and on the implementation of new technologies and working practices. He has worked with many organisations such as HM Revenue and Customs, UNUM Insurance, Prudential, the Home Office, Valuation Office Agency, Griffin Global, and National Criminal Intelligence Service to examine and improve their approach and adoption of information and physical security measures, and to plan objective and appropriate governance structures informing Board policy and business decisions.
Paul also served as a Non-Executive Director of Worthing and Southlands NHS Trust for several years, helping to steer the Trust back to financial stability, whilst improving patient outcome statistics and guiding the process towards Foundation Trust Status. Focussing on good governance and clear, objective management and reporting, he made a point of ensuring that the executive put patients at the centre of the organisation’s work, and that savings and changes could only be made with this firmly in mind.