Max Joy’s journey from Army officer to business leader is a powerful example of how the skills and values forged in military service can be translated to the corporate world.
After 28 years in the British Army, Joy now serves as president of engineering consultancy Sweco UK and Ireland – a role he says has given him “a renewed purpose and vigour and enthusiasm.”
Originally commissioned into the Corps of Royal Electrical and Mechanical Engineers (REME) in 1988, Joy’s military career took him around the world during a period of major global change – from the Cold War’s end to the conflicts in Iraq and Afghanistan. “I am very proud and privileged to have served in the Army,” he said, “having deployed on military operations around the world, accompanied by men and women with extraordinary talent, commitment and bravery.”
His transition out of the Armed Forces in 2016 was driven as much by family as by career. “We had had a fantastic time in the Armed Forces, but we also spent a great deal of time apart. Emotionally it took its toll on us as individuals and as a family.”
Authentic leadership and trust
At the core of Joy’s leadership style is authenticity – a principle he believes applies equally in both military and business settings. “Ultimately in my view, leadership is about just being authentic. It’s about being true to yourself – and true to others.”
His approach at Sweco is built on connection and trust. “If my leadership team and all our people in Sweco feel that I have a connection with them, know that I’m willing to listen to them and support them, understanding their needs and challenges – they will trust me. And if they trust me, they’ll support me, and my vision for Sweco and for them individually.”
But Joy also stresses the importance of accountability, particularly in leadership positions. “It’s about always doing the right thing, making tough decisions and accepting responsibility for them. And in my experience, the toughest decisions are invariably not the easiest or the most popular ones to make.”
Changing times – and the importance of inclusion
Joy is candid about how much has changed since his early days in the Army. “When I joined the Army in 1988, there were very few women. Serving was a predominantly male environment. Not only that, homosexuality was not even permitted in the Army. If you were ‘found out’, you were court-martialled and discharged.”
Reflecting on that period, he said: “What a waste of potential talent that was!”
Today, inclusion remains a priority at Sweco, where Joy is encouraged by progress around LGBTQ+ communities and disability initiatives. But challenges remain: “I’m less pleased with our representation of women in senior positions in our business and I’m determined to improve this.”
The company’s Armed Forces group, led by former Royal Navy officer Doug Marsh, plays a part in that broader mission. “When I left the service I worked in a highly unionised heavy industry plant as a planning engineer, and to my surprise I found the skills I had learned in the service highly applicable,” said Marsh, “particularly adapting to change and dealing with people.”
Mental health and long-term support
Joy also reflected on the emotional toll of military service. “Many people in the military struggle with mental health issues,” he said. “Most of us, me included, have needed some support, physically and emotionally.”
While Joy considers himself lucky to have avoided prolonged combat, he acknowledges the experiences that linger. “Mental health challenges can destroy individuals, families, and friendships. It’s important that we seek help, whatever our walk of life.”
He’s encouraged by Sweco’s commitment to building a culture where support is visible and accessible.
Supporting the Armed Forces community
In 2021, Sweco signed the Armed Forces Covenant and has since earned Bronze recognition for its efforts. “By signing the covenant… we’re helping to ensure that members of the armed forces and their families are treated fairly in the workplace and are fully integrated into the wider community.”
For Joy, the civilian world often struggles to recognise the true value of service experience. “The challenge for any service leaver is to identify the transferrable skills… The challenge for any prospective civilian employer is being able to see through the contextual differences, recognise the transferrable skills and have the confidence to sift a service leaver for interview.”
His top five attributes that veterans bring to business? Leadership, accountability, teamwork, planning, and humour.
Because, as Joy puts it, “The ability to maintain a good sense of humour, when appropriate, [helps] lighten moments of stress.”
This article is based on an interview originally published by Sweco UK.
