Leadership portfolio · Updated September 2026
A personal record of the leadership and executive roles I have held across Malta and the United Kingdom: the companies I founded and lead, the ventures I built earlier, and the industry body where I sit on a national committee. The through-line is the same in every one.
At a glance
I have founded, scaled and profitably sold one business and built several more, in compliance training, property and packaging, across Malta and the United Kingdom.
I plan in systems, I price in reality, and I carry the risk myself, which is why I plan for the downside as carefully as the upside.
| Role | Organisation | Focus | Period |
|---|---|---|---|
| Founder & Chief Executive | Auren Institute | B2B compliance eLearning and L&D (UK & EU) | Current |
| Founder & Managing Partner | Gauci Magri & Partners | Property management and investment (Malta & UK) | 2016 to date |
| Founder & Director | Apollo Accreditation | B2B accreditation and professional L&D (UK & Malta) | Current |
| Owner & Managing Director | Vista Group Malta Ltd | Packaging, industrial supplies and consulting (Malta) | 2005 to 2015 |
| Founder | VistaPak | Food-industry personalised packaging (Malta) | Mid-2010s |
| Standing Committee member | Malta Chamber of SMEs | Skilling, Up-Skilling and Future of Work | Current |
Founder & Chief Executive
A business-to-business compliance training and learning company serving regulated employers across the UK and the EU. I set the strategy, own the product and the commercial model, and lead the small team and partner network behind it, across a broad catalogue of compliance, management and business courses.
Founder & Managing Partner
A property management and investment practice. We source, refurbish and let UK buy-to-let property for investors, and manage property end to end. I hold a Maltese Property Broker licence (PB-00309-25).
Six completed investor deals, realised gross yields of 6.8% to 9.4%, each tenanted on budget.
Founder & Director
A business-to-business accreditation and professional learning venture across the UK and Malta. It sits alongside my other work as a distinct company, and I lead its direction, positioning and partnerships.
Founder · mid-2010s
A food-industry personalised packaging venture I founded and built from a blank page: on-order, low-stock production and a relationship-led service for producers who needed short runs done properly. I wrote the business plan, built the financial model, negotiated the supply, and ran it day to day.
Taken from launch to a profitable, self-sustaining operation within two years.
2005 to 2015
Owner and Managing Director. For a decade I ran a packaging, industrial supplies and consulting business serving FMCG multinationals. I built the documented “No Trust” sourcing process: nothing assumed, everything verified. Under it we qualified a moisture bag for semiconductor storage over a twelve-month testing cycle.
Founded, scaled and sold profitably.
Current
I sit on the Skilling, Up-Skilling and Future of Work standing committee, representing the skills and workforce agenda for small and mid-sized employers.
How I lead
I lead the same way whether the business is training, property or packaging. I read a business across all of its functions, find the one or two that are the real constraint, and fix those first. I plan in systems, I price in reality, and I judge the work by the result at the end, not the effort that went in. I have carried the risk myself in most of these ventures, which is why I plan for the downside as carefully as the upside.
Three habits that travel from one venture to the next.
Ownership
I have put my own capital and name behind most of these ventures. That changes how you decide: you plan for the downside first, and you judge the work by the result at the end, not the effort that went in.
Systems
A business that depends on one person, including me, is fragile. I build the operating system underneath it: standard procedures, clear owners, and reporting that tells the truth, so the business can run and prove it.
Focus
Across every venture I read the whole business, find the one or two functions that are the actual bottleneck, and fix those before anything else. Most problems are not where the noise is.
Before I commit time or capital, an idea has to answer three questions honestly. If it cannot, it is interesting rather than ready.
01
Is there a real audience with a real need and the authority to say yes? An idea with no buyer is a hobby, however good it looks on paper.
02
Can it be delivered to ten clients without ten times the effort? If every unit needs me personally, it is a job, not a business.
03
After the cost of delivery, the tools and my own time, is there enough left to reinvest? I price in reality, not in hope.
Yes, in the United Kingdom and Malta, in my specialism. A non-executive oversees and questions rather than runs, and I keep that line.
One shared operating discipline and a clear owner or manager in each. I read all of them through the same nine functions, hold a regular review rhythm, and spend my own time on the constraint that matters most that month.
I plan for the downside as carefully as the upside. Because I have carried the risk personally in most of these ventures, I price in reality, keep reserves, and never bet the business on a single assumption.
Compliance training and education, property investment and management, and bespoke packaging and industrial supply, serving clients from local SMEs to FMCG multinationals.
More of the same record, and where the working version of it lives.
Portfolio
How I read and fix a business, framed for a board or an owner.
Portfolio
Operations, projects and national events, from strategy to delivery.
Portfolio
The full delivery record across every discipline.
About
The short version of the person behind the ventures.
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