Gavin Jones dedicated 24 years to the British Army’s Royal Logistic Corps (RLC), rising through the ranks to Warrant Officer Class 1. Over the course of his service, he took part in deployments to the former Yugoslavia, Northern Ireland, Iraq and Afghanistan.
In his final post, he served as a Brigade Ordnance Warrant Officer – a senior role coordinating equipment and supply needs for an entire brigade. In this capacity, Gavin honed skills in supply chain management, strategic planning, and leadership under pressure. He was the go-to expert for ensuring troops had the right equipment and ammunition, at the right place and time, to complete their missions.
Yet after 24 years in uniform, Gavin knew it was time to chart a new course. Leaving the military after such a long tenure can be daunting – the Army had been not just a job, but a way of life. Gavin had to rediscover his professional identity outside the armed forces and translate his hard-earned military expertise into terms that civilian employers could understand.
Navigating the transition
Facing the transition to civilian life, Gavin encountered one of the common hurdles for ex-forces personnel: helping employers recognise the value of his military experience. Gavin’s own turning point came when he attended a Career Transition Partnership (CTP) employment fair in June 2016. At this official Armed Forces resettlement event, he met representatives from the NHS who were actively encouraging service leavers with logistics expertise to consider careers in healthcare. The NHS team from Hampshire Hospitals Foundation Trust explained that the health service needed people who understood supply chains and large-scale project coordination – exactly the kind of expertise Gavin had developed in the Army.
This encounter opened Gavin’s eyes to a new possibility. Encouraged by what he learned, he took the initiative to join an NHS insight programme called Step into Health, which had been created to bridge the gap between military and NHS careers. Through this programme, Gavin attended an insight day at a local hospital only a few weeks after the CTP fair. There, he got a closer look at how the NHS operates and the roles his skill set might fit. It wasn’t a simple or guaranteed leap into a job – it was a learning opportunity that required Gavin to step outside his comfort zone and learn a new industry’s language and norms.
One of the biggest challenges Gavin faced was translating military accomplishments into civilian terms. In the Army, he had managed complex supply lines and led teams through high-pressure scenarios, but civilian employers might not grasp the scale of that responsibility without concrete examples. During the Step into Health insight day, and in subsequent conversations, Gavin worked on articulating his experience in terms of project outcomes and deliverables that civilian hiring managers value. He also confronted the emotional challenge of starting over: after being a senior figure in the military, it can be humbling to re-enter the workforce in an unfamiliar setting. Gavin realised he would need to prove himself afresh, but he was determined to succeed.
From service to the NHS
Gavin’s proactive approach soon paid off. Impressed by his background and enthusiasm, the Step into Health coordinators helped arrange a three-week work placement for him at Guy’s and St Thomas’ NHS Foundation Trust in London. This short placement was a chance for Gavin to get hands-on experience in a civilian workplace and for the employer to witness his capabilities. Immersing himself in the hospital’s operations, Gavin drew on his logistics expertise to assist with supply chain tasks and observe project teams in action. It was during this stint that Gavin had a revelation – he saw clearly that there was a lot he could offer the NHS, if only they recognised his potential and transferable skills. In those three weeks, he demonstrated his “can-do” attitude and results-driven work ethic.
On the very last day of his Army service, Gavin secured a foothold in the NHS by joining the hospital’s staff bank. This was essentially a pool of as-needed personnel, a common entry route for newcomers to get in the door. It wasn’t a permanent position yet, but it allowed Gavin to continue working in the organisation, gain more experience, and stay connected while he applied for a full-time role. During this period, he likely took on various projects or interim assignments, applying the same diligence and leadership he had in the military. The patience and persistence paid off when, not long after, he landed a job as a Project Manager with King’s College Hospital’s facilities management company.
Within a year of hanging up his uniform, Gavin was hired as a Project Manager (NHS Band 8) at King’s Interventional Facilities Management LLP – a company owned by King’s College Hospital in London. Band 8 is a senior grade in the NHS, indicating that Gavin had entered at a managerial level rather than starting from scratch. His role now was to lead and deliver projects in a healthcare environment, coordinating between clinical staff, contractors, and administrators to improve hospital services and infrastructure.
Transitioning into this role was a significant achievement, but it came with its own learning curve. Gavin had to get up to speed on healthcare-specific processes and regulations, and adapt to the more fluid hierarchy of the civilian workplace. Unlike the clear chain of command he was used to, hospitals operate with a mix of administrative and clinical leadership. Fortunately, Gavin’s natural leadership and organisational skills smoothed this adjustment. Colleagues soon noticed his reliability and mission-focused approach. “People who have served within the Forces are can-do people and are driven by results – we chat, plan and do (in that order), with defined deadlines,” Gavin explains of his working style.
Adjusting to civilian professional life
The shift from a military career to civilian professional life is often accompanied by personal and cultural adjustments. For Gavin, one tough adjustment was the pace and structure of civilian work life. In the Army, days were tightly scheduled and objectives clearly defined by higher command. In contrast, he found the NHS environment, while busy, operated with a different rhythm. Projects had to align with budget cycles, and decisions could involve multiple layers of approval and discussion.
Gavin discovered that patience and adaptability were key. He could no longer rely on military authority to get things done; instead, he had to influence and persuade in a workforce that did not automatically follow rank. Building rapport with long-time NHS employees, who might have been initially unsure about working with a former soldier, was an important part of Gavin’s success.
Another challenge was the relative lack of structured support once he left service. While in uniform, the Army provided a clear support network and a sense of camaraderie. After discharge, that built-in community was gone, and Gavin had to forge new relationships in his workplace and industry. He was proactive in seeking mentorship from colleagues and joining veteran support networks within the NHS. These relationships helped him adjust his leadership style and also gave him a sense of belonging in his new role.
Despite these challenges, Gavin’s adjustment was ultimately very successful. He soon realised that the discipline, teamwork, and problem-solving skills ingrained in him were highly appreciated by his new employer. Over time, as he delivered results and completed projects, Gavin gained confidence that the value he had to offer was recognised. This recognition was a turning point – it affirmed that his military identity could coexist with and even enhance his identity as a civilian project manager.
A new mission: success and giving back
In his project management position at King’s College Hospital’s facilities unit, Gavin truly found his footing. He quickly became known for delivering projects on time and rallying his team with a clear sense of mission. His role likely involved managing upgrades to hospital facilities, coordinating procurement of high-value equipment, or implementing new logistical processes – all areas where his background gave him an edge.
Perhaps most impressively, Gavin did not forget those who would come after him. Having made a successful transition, he turned his attention to helping fellow veterans navigate their own career changes. He took on the role of an Armed Forces Champion within his organisation, acting as an advocate for the hiring of ex-military personnel. In this capacity, Gavin regularly attends Career Transition Partnership job fairs and events hosted by JobCentre Plus, especially in areas with large veteran communities.
There, he shares his story and practical advice, helping other service leavers prepare for civilian interviews and encouraging them to consider roles in the NHS. Gavin has been known to coach ex-Forces applicants on translating their military achievements into language that civilian hiring managers understand – exactly the challenge he once faced himself. He also educates his NHS colleagues, helping hiring managers appreciate the skills and work ethic that veterans bring to the table.
In recognition of his efforts, Gavin received the Step Into Health Champion Award – an honour given to an individual who has come through the programme and then gone above and beyond to support others in the Armed Forces community within the NHS. For Gavin, this was a proud moment: it underscored that he not only successfully reinvented his own career but also made it part of his new mission to lift others as they transition.
