Allan Langridge

Commercial Manager


Allan began his career serving in the Royal Australian Navy (RAN). Within the RAN Allan performed management duties to a standard that resulted in being offered a commissioned rank. After completing his term, Allan discharged and earned a Psychology degree with honours. During his studies Allan worked as a commercial pilot and ended up at Western Australia’s largest flying training organisation and Charter Company as an Operations Manager.

After managing teams in the RAN, completing a Psychology degree, commanding commercial aircraft and managing large scale and highly regulated operations, Allan has developed a deep understanding of business operations, team management, business management, and human performance and behaviour. The skill set Allan acquired has positioned him well for the role of Chief Operating Officer at Pulse Australasia; a firm recognised for turning organisations into industry leaders.

Since joining Pulse Allan’s focus has been on overseeing all operational functions of the company, which includes working closely with the Founder and Director, CEO, and Sales Director to develop corporate and operational strategies, and successfully facilitate the implementation of those strategies across operations and the wider organisation. Allan is also tasked with leading and managing the IT, Customer Support, Software Development, and Administration centers of Pulse with the necessary vision to ensure that the company has the proper operational controls, administrative and reporting procedures, and people systems in place to effectively grow the organization and ensure financial strength and operating efficiency. Central to this role is building a positive, reliable, and lasting relationship between PulseAustralasia and its customers.

The interests of the customers are on the Board agenda more than ever before. Indeed customer-centricity is the new governance imperative and there is a process to audit and map that transformation by the Board.

According to Commissioner Hayne (Royal Commission in Fin. Services & Banking), “companies are not faced with a binary choice between the interests of shareholders and those of customers." Over time, he argued the interests of different stakeholders will converge.

Customer-centricity used to be something that the marketing department was responsible for. But in the Age of the Customer, it needs to be at the heart of the business, from Board level down, which then ripples right through every department — from operations to marketing, sales, management, legal, and compliance.