**Fin Monahan: The New Chief Commander Tasked with Rebuilding South Wales Fire and Rescue**
Six months into his role as Chief Fire Officer of South Wales Fire and Rescue Service, Fin Monahan finds himself at the heart of one of Wales’ most challenging leadership tests. Taking the reins of an organisation once described as “rotten to the core” by an independent review, Monahan’s mission is to not only restore the trust of its staff and the public, but to cement the fire service as an exemplary public institution.
Monahan’s transition from military service to chief firefighter was unexpected. Initially hoping for a NATO post upon his departure from the Royal Air Force, he found the South Wales Fire and Rescue position while completing a career transition course, which prompted him to write a CV and submit an application. The job advert’s call for “cultural change” piqued his interest, and a simple internet search quickly revealed the scale of the issues facing the service.
In January 2024, a damning 185-page independent review detailed acts of bullying, discrimination, sexual harassment, and abuse of power within the service, indicating that such behaviours had cascaded “from the top down.” The findings were so severe that the then-chief retired immediately. The fallout left both a demoralised workforce and a wary public expecting swift and meaningful reform.
Monahan’s own journey is marked by resilience and a diversity of experience. A former Air Vice-Marshal, he has held command posts with the Red Arrows, served operatively in Afghanistan, the Balkans, and North Africa, and played a crucial part in NATO’s defensive strategy following the invasion of Ukraine. Outside his military achievements, he overcame a major personal battle with cancer—surviving two bone marrow transplants—and holds a doctorate in organisational culture, making him uniquely qualified to address the deep-rooted problems in the fire service.
Since his appointment, Monahan has prioritised face-to-face engagement, visiting almost all the service’s 1200-plus staff. He is explicit with crews that his outsider status is intentional: “Some here were victims, and some played a part in the previous issues. Victims need to see a real shift,” he insists. Rebuilding that trust will take time, but Monahan is determined to lay the groundwork for enduring change.
One of his early measures has been to establish a confidential reporting system, “CFO Confidential”, which allows staff to raise concerns directly and anonymously. Thirty-five cases have already surfaced via this route. Monahan emphasises zero tolerance for discriminatory attitudes or misconduct, making it clear: “If you cannot uphold these standards, there is no place for you here. Change must begin immediately.”
Recognising the leadership deficit identified in the review, Monahan has accelerated the creation of a leadership academy, drawing on best practices from his military background. Staff are now being sent to enhance their people-management skills, and trained mediators are in place to defuse disputes before they escalate. To him, the key difference between operational excellence and leadership is not hierarchy, but interpersonal courage: “Physical courage is doing your job on the front line. Moral courage is calling out wrongdoing, even if it’s uncomfortable.”
The new chief also acknowledges the pain that recent negative publicity has inflicted on frontline firefighters, many of whom risk their lives daily for the public good. He has made a point of sharing stories of courage and compassion displayed by his teams, underscoring that while a minority may have let the service down, the overwhelming majority remain committed and professional.
Nevertheless, Monahan is explicit that culture must evolve alongside operations. “My academic and real-world experience tells me this is a long game. I’ve set myself an eight-year target, but my job is to ensure there’s a pipeline of strong leaders before I depart. The ultimate goal is not just to fix what’s broken, but to leave a legacy of excellence.”
Superficially local, Monahan’s role encompasses national and global responsibilities, from disaster resilience and critical infrastructure to cyber security and climate change preparedness. He is blunt: “This isn’t just about Wales. If our service fails, it risks national safety.”
As he continues his whistle-stop tour of fire stations, Monahan’s dedication to reform is palpable. Whether shaping leadership, raising standards, or supporting frontline staff, he faces a monumental task. Yet, he remains optimistic: “Life is for living. The vast majority of people, here or anywhere, want to do good. Change is possible—and we’re underway.”