From Airlines to Acorns: Reflections on Leadership, Legacy, and Starting Again

Spotlight on Gary Clarke, Executive Learning and Talent Leader, Master Coach

SPOTLIGHTS & INTERVIEWS

ME-HR & Learning

6/10/20262 min read

You recently left Qatar Airways, what are you doing now?

After spending 2.5 years in Doha as Group Head of Learning & Development at Qatar Airways, my wife and I made the decision to relocate to rural France. On paper, it seemed like a dramatic change—exchanging one of the world’s fastest-growing regions for a small village in the Corrèze countryside. In reality, it was an opportunity to pause, reflect, and consider what comes next.

My time in the Qatar was one of the most rewarding periods of my career. Professionally, I had the privilege of leading learning and capability development across a complex global organisation, working alongside talented colleagues from many different cultures and backgrounds. The pace was fast, the expectations were high, and the opportunities to make an impact were significant.

What did you enjoy most about working in Qatar?

The greatest highlight was undoubtedly the people. Building leadership capability, supporting organisational transformation, and seeing individuals grow and succeed remains one of the most fulfilling aspects of my work. The region has an energy and ambition that is difficult to match anywhere else in the world.

Of course, high-performance environments also come with challenges. The relentless pace can sometimes leave little room for reflection. Like many leaders, I spent years focused on delivering outcomes, solving problems, and driving change. Looking back, one of my biggest lessons is that leadership is not just about performance—it is about sustainability. Success that comes at the expense of people, culture, or wellbeing rarely lasts.

What are you up to in France?

The move to France brought some unexpected adjustments. Life here moves at a different rhythm. Relationships take precedence over schedules, and there is a stronger connection to community, nature, and quality of life. Initially, slowing down felt uncomfortable. I realised how accustomed I had become to measuring progress through activity and achievement.

What I discovered instead was the value of space—the space to think, learn, and reconnect with what matters most. It reinforced a belief that has shaped much of my work: leadership is fundamentally a human endeavour.

How have you been staying connected to Learning and Talent?

I recently accomplished a coaching course, and I am now a Certified Master Coach, with the next step being a Certified Chief Master Coach. I created a model, the TRIBES Coaching ModelTM, built around six dimensions of leadership: Truth, Relationships, Impact, Belonging, Energy, and Sustainability. While the model emerged from years of leadership and coaching experience, its foundation is simple: leadership is less about the individual leader and more about the environment they create for others to thrive. I am now beginning to roll this out with a company in Vietnam.

What final reflections do you have on your time in Qatar?

If I had my time again, I would spend less energy worrying about the next role or achievement and more time focusing on the legacy I wanted to leave behind. The projects, targets, and titles eventually fade. What remains is the impact we have on people—the confidence we build, the opportunities we create, and the communities we help shape.

Moving from Doha to rural France has reminded me that leadership is not defined by where we work, but by how we influence those around us. And perhaps the most important question any leader can ask is not, “What did I achieve?” but “What remains because I was here?”

Gary’s profile

linkedin.com/in/garyclarke21