Skip to content
Philip Stanford

Philip Stanford 

On-demand Leader, Defence Professional, Strategy Development, Workforce Planning

+61 451 600 408

Thoughtful, collaborative and calm in approach, Philip thrives on developing solutions to business challenges, particularly in the face of ambiguity and complexity. 

Philip has over 35 years working in the Defence sector including service in the Australian Defence Force as a senior leader and as a senior executive in Defence industry. He thrives on solving strategic policy challenges to develop and implement strategic plans. 

Trusted to critically analyse a complex problem to develop a strategic vision and converting the vision into an implementation plan. Never afraid to challenge the status quo and present a new approach, with a proven track history of leading teams to success.

Career History

During his 26-year career with the Royal Australian Navy, Philip served as a submarine officer covering sea command of Collins Class submarines, operations planning and strategic management of the submarine capability.

He completed his career as a Commodore working in the Defence Strategic headquarters focussed on workforce planning for the Department covering both the Australian Defence Force and Defence Public Service. 

During a break in his service to the ADF, his corporate career saw him take senior leadership roles at ThyssenKrupp Marine Systems where he was the Chief Executive Office in Australia and Serco Defence as the Head of Programs.

Leadership Highlights

Command of two Collins Class submarines, which are a key Australian strategic military capability and one of the most challenging leadership environments.

Leading, inspiring and motivating a crew to not just complete, but thrive in the complex challenge of operating a submarine was a significant career highlight. 

Leadership of a multinational team to develop a submarine design, in country manufacturing plan and life of type logistic solution for a key program in the Naval shipbuilding sector.

Develop and implement the strategy to triple the size of the Australian submarine workforce to meet the future expanded capability. This was achieved through leading a dynamic small team and achieving broad stakeholder support and buy in to the plan. 

Leadership of workforce planning teams in the monitoring, reporting and management of the 75,000+ Defence workforce.

Masters Policy and Politics (Deakin University)

Defence, Defence Industry, Management Consultancy, Business Advisory

Defence Industry Strategy, Workforce Strategy Development, Project Development, Concept Development

General Management, Business Advisory & Enterprise Improvement, Special Assignments

Favourite quotes
Don't necessarily avoid sharp edges. Occasionally they are necessary to leadership Donald Rumsfeld
“The nation will find it very hard to look up to the leaders who are keeping their ears to the groundSir Winston Churchill

“I joined Leaders on Demand...

... because LOD provide an exciting and alternate approach to work, harnessing the power of teams of like minded people to provide solutions to Executive customers. The ethos and approach of LOD matches my philosophy of leadership and the team environment”

“When I'm not at work...

... I enjoy family and friends; health and fitness; landscaping and gardening; archery, woodwork”