Meet Dan ABley, Maintenance Engineer
HI, I'm Dan Abley, and I am excited to share my personal story. I believe my experiences in the RAF (Royal Air Force - UK) will resonate with many people who have made career changes that seem unusual and possibly uncertain. Many of my peers, especially veterans or those with unconventional career paths, may be inspired to take the plunge, just as I did. Stick your head above the parapet and see what happens. I never imagined the journey would take me to the role I am in now.
Learning to lead
One of the senior engineering officers I worked with in the RAF taught me about the inverted leadership triangle and using this principle to identify and provide your ‘customer’ with the tools and training to carry out the business goal. This resonated with me and gave me a different outlook on leadership. The typical top-down leadership approach in an engineering world limits innovation and dampens motivation. I believe in supporting the team with the correct training and removing the obstacles that hinder them.
Go for it—don't be afraid to take a chance.
finding your path from the Forces to BaxteR
The engineering team here at Thetford has several ex-forces individuals, all of whom shared similar concerns and anxieties about life outside the forces. Here, they are thriving members of our team—whether as engineers or in another role at Baxter. Here, we always support and celebrate effort and hard work.
What makes the maintenance engineering function critical to Baxter’s manufacturing operations?
You could probably describe the engineering team as the ‘go-to team’ because we collaborate and support most other teams on site. Whether that’s attending to breakdowns in machinery, solving a quality issue, or assisting the project team with a new installation. We interact and support most individuals on-site. The highly skilled individuals who comprise the team are crucial to the business's manufacturing capabilities.
How do you foster innovation and adaptability within your team, traits you likely honed in the forces?
One of the key skills I was taught in the RAF was using the teams’ wealth of knowledge to overcome issues or create better ways of working, which was crucial to success. The engineering team contains so many talented individuals, each with their history, ways of working and problem-solving. Bringing their ideas together and deciding on a way forward gives a greater chance of success.
What has been the most rewarding part of your transition within your roles at Baxter?
It’s been an amazing journey when I look back now. I’ve enjoyed each role I’ve taken, and there have been several rewarding aspects to each one. Starting as a maintenance engineer, I found job satisfaction in resolving difficult breakdowns. Today, in my current role, I support and provide the team with the training and tools to resolve the same issues I faced back then. The desire to improve and overcome issues remains the same as when I started; however, the role now requires my efforts to be applied differently.
What inspired you to transition from the forces into an engineering and ultimately to a leadership role in manufacturing?
I was in the engineering trade in the RAF as an Avionic Technician, working primarily on Tornado GR4 aircraft. Therefore, the desire to carry those skills into the engineering world made sense. When I decided to leave, I always wanted to work in a business that, in my eyes, made a difference. A pharmaceutical company like Baxter, which supports the NHS in such a significant way, was a major attraction and a key driver in my decision to apply here in the first place.
I wouldn’t say I was looking for a leadership role when I started; I was approached at each promotion, and with each step, my confidence and own leadership ideas grew.
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