David Lissah
Vice Chair for IIRSM - All Ireland Region | Operations Leader with a Safety Compliance Specialist Background | I turn underperforming operational teams into safe, engaged and resilient units | Chartered Manager (CMI)
Last site update: 26/03/2026
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Supporting Leaders & Teams
I partner with senior leaders and managers to stabilise underperforming teams, strengthen leadership capability, and build operational cultures that hold under pressure.Most operational teams don’t fail because of systems; they fail because of pressure. And pressure doesn’t develop behaviours, it amplifies what’s already there.My work focuses on the human side of operations: how people think, act, and make decisions in real‑world environments. I help organisations move from reactive to proactive, from compliance‑driven to culture‑driven, and from inconsistent to aligned.How I Strengthen Operational PerformanceI focus on three interconnected areas that determine whether teams succeed or struggle:PeopleLeadership clarity, confidence, and accountability.ProcessWays of working that are practical, consistent, and aligned.PerformanceVisibility, discipline, and meaningful measurement.I don’t rebuild systems for the sake of it. I make the systems you already have work — by aligning people, process, and performance so they reinforce each other rather than compete.
Areas of Focus & Expertise
I work across regulated and high-pressure sectors, helping organisations build operational leadership and resilient teams:
Leadership Scale and Impact
Across my 30-year career, I have led teams and projects in environments where operational excellence, compliance, and safety are critical. Key metrics include:
132
Team Size
Successfully led teams of up to 132 personnel across diverse operational environments.
ÂŁ10.5M
Budget Managed
Leadership responsibility for substantial operational budget allocation and optimisation of up to ÂŁ10.5 million.
ÂŁ150M
Project Scale
Contributed expertise on projects from minor works <ÂŁ1million to major capital schemes of circa ÂŁ150 million.
ÂŁ1Billion
Property Portfolio
Responsible for overseeing regulatory compliance across large property portfolios valued up to ÂŁ1Billion, from administration offices to Cat 3 UK Home Office Licenced Research Laboratories.
Case Studies
The following case studies illustrate how I help organisations stabilise underperforming teams, strengthen leadership capability, and build operational cultures that hold under pressure. Each example reflects the same core approach: diagnosing the behavioural and cultural drivers of underperformance, simplifying systems and workflows, and helping leaders and teams adopt intentional, value‑driven habits that improve clarity, consistency, and resilience. These are not theoretical models, they are real transformations delivered in complex, high‑pressure environments.
Case Study 1 - Stabilising an Underperforming Operational Team
Context: A multi‑site organisation (London, Oxford, Birmingham, Manchester, Leeds, Donegal, Dublin) was experiencing inconsistent performance, low engagement, and rising operational risk. Managers were overwhelmed and reactive, constantly firefighting rather than leading. Difficult conversations were either avoided or escalated into conflict, frequently requiring intervention from the HR team. The operational environment had become noisy, fragmented, and emotionally charged, with little clarity or consistency across sites.
What I Did:
- Diagnosed behavioural and cultural blockers
- Rebuilt leadership clarity and accountability
- Aligned people, process, and performance expectations
- Introduced simple, sustainable leadership habits
Outcome:
- Team stability restored within 8 weeks
- Clear ownership embedded across all operational areas
- Significant reduction in reactive issues
- Managers leading with confidence rather than firefighting
Case Study 2 - Building Evidence‑Based Compliance Through Behavioural Clarity
Context: A regulated organisation was struggling to demonstrate evidence‑based compliance. The team wasn’t failing due to lack of knowledge, they were simply overwhelmed. Constant noise, competing priorities, and reactive demands meant they couldn’t stay organised, focused, or intentional. As a result, compliance activity was inconsistent, documentation was incomplete, and leaders lacked confidence in the evidence presented.
What I Did:
- Introduced behavioural practices centred on pausing, reflecting, and leading with intention
- Helped the team distinguish between “noise” and “things of value”
- Built simple, sustainable workflows to organise tasks, evidence, and priorities
- Created clarity around ownership, expectations, and decision‑making
- Shifted the team from reactive activity to deliberate, structured action
Outcome:
- Evidence‑based compliance became consistent and reliable
- The team regained control of their workload and reduced overwhelm
- Leaders had clear, organised, and defensible compliance records
- Daily behaviours shifted from firefighting to intentional, value‑driven work
- A calmer, more focused operational rhythm replaced constant reactivity
Case Study 3 - Supporting a CEO to Step Out of Operations and Lead Strategically
Context: A CEO leading a business was overwhelmed and still heavily involved in day‑to‑day operations. Instead of operating strategically, they were pulled into firefighting, operational projects, and became decision‑making bottleneck. This created dependency across the team, slowed progress, and left the CEO with little capacity for long‑term planning, culture building, or organisational alignment.
What I Did:
- Helped the CEO adopt behaviours centred on pausing, reflecting, and leading with intention
- Clarified the distinction between strategic leadership and operational involvement
- Introduced simple systems and workflows to reduce noise, prioritise effectively, and create space for strategic thinking
- Strengthened the capability of the senior leadership team so decisions no longer defaulted back to the CEO
- Supported the CEO in setting clearer expectations, boundaries, and rhythms that reinforced strategic leadership
Outcome:
- The CEO stepped back from daily operational firefighting and regained strategic focus
- Decision‑making became distributed, reducing bottlenecks and increasing leadership confidence
- The organisation experienced greater clarity, alignment, and forward momentum
- The CEO reported reduced overwhelm, improved balance, and a clearer sense of direction
- The senior leadership team became more capable, accountable, and self‑sufficient
Current Roles
Fractional Operations Specialist
Apr 2025 to Present
Partnering with operational leaders and managers to strengthen leadership behaviours, build resilient teams, and improve operational performance through practical, human-focused solutions.
IIRSM Regional Branch Vice Chair - (Non-exec)
Sep 2024 to Present
Bridging global strategy with members’ real-world experience. Advocating for leadership that is practical, inclusive, and rooted in decision-making under pressure.
Selected Previous Roles
Group Head of Health, Safety, Environment & Compliance
Capital City College · Contract
Jun 2021 - Dec 2022 · 1 yr 7 mos
Associate Director of Safety & Assurance
King's College London · Full-time
Jan 2009 - May 2021 · 12 yrs 5 mos
UK & Regional Facilities Manager & BCP Co-ordinator
Kleinwort Benson · Full-time
Dec 2007 - Dec 2008 · 1 yr 1 mo
Facilities Manager
City St George’s, University of London · Full-time
May 2003 - Dec 2007 · 4 yrs 8 mos
Professional Credentials
I hold a range of professional qualifications and accreditations, which I maintain and keep up to date. They reflect my experience and commitment to strong leadership and safe, resilient operations. More importantly, they give me the foundation to guide and mentor technical specialists so they can perform with confidence and clarity in complex, regulated environments.
Chartered Manager Status
Recognising a high level of professional competence and commitment.
Master's Level
Strategic Management & Leadership expertise at an advanced academic level.
NEBOSH Qualified
Certified in Occupational Health and Safety, crucial for regulated industries.
Strengths Coach
Accredited to help individuals leverage their unique strengths for leadership growth.
If You’re a business and you’re dealing with: