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The recent UK espionage case involving alleged Chinese operatives has drawn attention to a dilemma familiar to many countries around the world: how to engage with a major global power while safeguarding national security and strategic interests. While the UK has made headlines, similar discussions are underway in Canada, Australia, and the United States, where governments, intelligence services, and legal institutions are grappling with the same question—how to reconcile economic engagement with vigilance against influence operations.  Christopher Berry (right) and Christopher Cash (left) were both accused of spying for China: Photo Copyright AP MI5 Director General Sir Ken McCallum recently emphasized that Chinese state actors represent a persistent threat, citing operational interventions that disrupted espionage activities. Parallel concerns have emerged in Washington, Ottawa, and Canberra, where intelligence reports consistently note that China is targeting economic, technological, and political sectors. These patterns are not coincidental; they reflect Beijing’s broader strategy of leveraging economic ties, corporate relationships, academic networks, and diplomatic channels to advance state interests abroad. From my experience living and working in mainland China, including time with major technology companies, this is a familiar and deliberate approach. Chinese international engagement is multifaceted: commercial ventures, academic partnerships, and even soft-power initiatives are often interwoven with strategic objectives. This creates a complex operating environment for countries seeking to engage with China economically while also protecting intellectual property, critical infrastructure, and democratic institutions. The legal dimension further complicates matters. Converting intelligence on foreign operations into prosecutable cases is challenging in any jurisdiction. Courts require clear, admissible evidence, often without exposing sensitive sources or methods. Legal institutions in multiple democracies have faced the same tension: how to act decisively against foreign influence while upholding due process and the rule of law. The collapse of the UK case highlights this tension, but it is far from unique. Across Canada, Australia, and the US, governments are navigating a similar intersection of intelligence, law, and policy. The challenge is not only legal or operational—it is strategic. Democracies must manage relationships with China carefully. Economic engagement remains essential: China is a major trading partner, a hub of innovation, and a key player in global supply chains. Yet, this engagement occurs against a backdrop of deliberate intelligence and influence efforts. Recognizing the scale and sophistication of these efforts is critical for designing effective policies that do not compromise national security or strategic autonomy. Strategic clarity is central. Countries must integrate intelligence capabilities, legal frameworks, and diplomatic engagement in a coherent manner. Engagement should not imply naivety; vigilance should not translate into isolation. There is no single formula, but success depends on being aware of China’s long-term objectives, understanding how state and corporate interests intersect, and ensuring that legal and political processes can respond appropriately to credible threats. Ultimately, the question is universal: how can democracies engage with China constructively while remaining secure, resilient, and principled? The answer lies in sustained, thoughtful strategies that balance opportunity and risk. Governments must foster trade, academic collaboration, and cultural exchange, while simultaneously strengthening counterintelligence measures, legal preparedness, and public transparency. Doing business in China can feel like stepping into a completely different world for Westerners. Decisions are often made informally—over a cigarette break, tea, or even in KTV bars—rather than in scheduled meetings. Meetings themselves can be challenging for foreigners, who may find their contributions questioned, ignored, or met with caution, not out of rudeness but because trust and relationships must be built first. In contrast, Western business culture tends to prioritize direct communication, formal agendas, and written contracts, making the Chinese approach feel almost like the opposite. This also raises an interesting, neutral question: do international networking clubs, such as the 48 Group Club and similar organizations around the world, sometimes act as spaces where influence or information-sharing happens, intentionally or otherwise?  Stephen Perry of the 48 Group Club with President Xi in Beijing. I was a member of the 48 Group Club from 2007-2012. These real-world experiences highlight why engagement with China requires both cultural fluency and strategic awareness. The current debates in the UK, Canada, Australia, and the US reflect this balancing act in real time. They underscore a broader truth: in an interconnected world, engagement and vigilance are not opposing forces—they are mutually reinforcing. Countries that can navigate this complexity with nuance, foresight, and clarity of purpose will be better positioned to engage China effectively, protect their national interests, and contribute to a stable international system. The lesson for policymakers, intelligence professionals, and the public alike is clear: strategic awareness and preparedness must go hand in hand with constructive engagement. Navigating the China challenge is neither simple nor linear, but it is an essential task for any nation seeking to thrive in a rapidly evolving global landscape.
 Meet F‑GRET: The Citation Mustang Behind Jet Bean Coffee: Photo Copyright Nathan Raab Recently, I met Nathan Raab, a British Airline Captain with a major flagship carrier, at Blackbushe Airport. He has transformed a damaged Cessna Citation Mustang into something completely unexpected: a mobile café inside a private jet fuselage. Nathan’s journey is a story of resilience, creativity, and the power of seeing opportunity where others see scrap. From being made redundant during COVID to creating the UK’s first jet café, his story is an inspiring example of entrepreneurship in action.  Captain Nathan Raab [Copyright to him!] From Pilot to Passion ProjectQ: You’re a commercial pilot, a father, and now the creator of a café inside an aircraft fuselage. What made you take on such a left-field project? Nathan: “We wanted to transform coffee on aeroplanes, but this wasn’t an easy thing to achieve. Long-term contracts with big airlines are difficult to access, and changing the system is even harder. It made sense that the path of least resistance was to get our own plane and serve incredible coffee from it — to lead by example and prove it was possible. It just seemed logical. It took a team to make it happen, and some of it came completely unexpectedly. I put out a post on Instagram saying, “I’m going to buy a plane and turn it into a coffee shop — can anyone help?” Of course, I didn’t have any money or know-how, but in life, you’ve got to take the punt, right? I actually got a reply from someone called Chris, who became an investor and co-owner of the business. Chris then posted on a Facebook aviation group, and a guy called Pat got in touch. Pat and his business partner, Rich, own a company called RPM Aviation — they sell private jet parts. RPM had a spare jet that they wanted to turn into a bar but didn’t have the time to run it or manage event bookings. So Chris and I explained our coffee vision, and eight weeks later, we had the world’s first private jet coffee shop.” According to Euronews, Nathan’s vision reflects a broader trend: pilots and aviation professionals using creativity and sustainability to innovate beyond traditional aviation roles.  Navjot Singh, Nathan Raab and Chris Louch at Blackbushe Airport in September 2025. Aviation Skills Meet Entrepreneurial Risk Q: Aviation is a world of precision. How did those skills help—or hinder—you in building a mobile café? Nathan: “They can both help and hinder, but it’s all about self-awareness and reflection to ensure these skills are used to the business’s advantage. Much of flying these days revolves around CRM (Crew Resource Management). Human error contributes significantly to most aviation accidents, so self-awareness is crucial. As pilots, we maintain a growth mindset and continually seek to improve. We are assessed on our non-technical competencies — such as workload management, decision-making, leadership, and professional standards — during simulator sessions and assessment flights. In aviation, we also follow a ‘JUST’ safety culture, which means that if you make a mistake, you report it and learn from it. All reports feed into an industry-wide process, and the results are incorporated into training programs to improve overall safety. It’s a system built on accountability, self-responsibility, and a mindset of non-jeopardy and continuous improvement. A few tools I use in business are the same as those I use in flying. One of them is our decision-making model, called TDODAR:
Another key skill is risk management. How can we de-risk something in business? Does it mean bringing in an investor, avoiding ownership of an asset or liability, or having a solid backup plan? These considerations are critical for sustainable growth and avoiding unnecessary pitfalls." His approach shows how structured aviation practices can directly translate to entrepreneurial ventures, creating a balance between creativity and operational discipline.  Plane transformed into a mobile Café! F‑GRET is a Cessna Citation Mustang (Model 510), part of Cessna’s pioneering “very light jet” class. First flown in 2005 and entering service in late 2006, the Mustang was the first of its kind to receive full FAA certification. Production ran until 2017, with a total of 479 units built. Copyright Nathan Raab Balancing Fatherhood, Flying, and EntrepreneurshipQ: How do you balance raising a toddler while building an ambitious business and flying? Nathan: “What is balance? Maybe balance is sometimes 90/10 and other times 50/50. I don’t know — I’m still trying to work this one out. But I’m very conscious of spending quality time with my one-year-old. My dad worked a lot when we were young, and I want to be able to spend more time with my family. That’s my priority above everything else. You can’t buy that! If you achieve everything but lose everyone close to you in the process, isn’t that the ultimate failure? I’m trying to show my son that we create our reality, dreams do come true, and above everything else, be kind — no one is above you, and you’re not above anyone else. Having commitments has also really helped me. In a previous business, I got stuck in the day-to-day operations, and the business stopped growing. I simply do not have the time now, so I am forced to delegate and leverage my time by getting other people involved. It’s very easy to use your own sweat equity, but that will eventually lead to burnout and no growth. You really need to create a team.” Family, legacy, and personal growth are central to his approach. Nathan exemplifies how entrepreneurs can integrate personal values into business leadership.  Jet Bean Coffee: Photo Copyright Navjot Singh Why the Mobile Jet Café WorksQ: What does your café offer that a conventional setup can’t? Nathan: “It’s a private jet, come on! I still look at it in complete awe and disbelief. It has a real wow factor and draws people in. I can say that without sounding arrogant, because I didn’t build it alone — without the incredible people around me, it would never have happened. The wow factor comes with some benefits… people take pictures of it, and it’s a fantastic marketing tool. On social media, across both my personal and business accounts, it receives about 2 million views a month. Any brand looking to sponsor the jet will gain exposure, though it’s hard to predict ROI at this stage since it’s so new and we don’t yet have case study evidence. Finally, the most important part is the product we deliver: the coffee. We serve the best coffee, and this isn’t an accident. We use an incredible single-origin Brazilian coffee called ‘Jumbo Jet,’ which emulates the flavors we imagine a 747 would taste like — rich, dark chocolatey, nutty, a real crowd-pleaser. We use the best equipment: a La Marzocco espresso machine that serves 1,000 coffees to 0.1-degree precision, and a Makohlig E65 GBW grinder. The water is filtered and heated precisely to 94°C. The milk is local to my home — full-fat Goodwood milk, pasteurized but non-homogenised, giving each cup a naturally sweet and full texture. Finally, we have a highly experienced, sometimes competition-level barista making the coffee. Of course, this isn’t the cheapest way to serve coffee, but we’re on a journey to perfection — to honour and respect both the coffee beans and the history of the jet we serve from.” Jet Bean Coffee combines aviation heritage with high-quality coffee craftsmanship, creating a unique mobile café experience that cannot be replicated by conventional cafés.  Nathan Raab admiring the view of a private jet. Mobility, Impermanence, and PurposeQ: The café is mobile, and so are you. How do you think about place and permanence? Nathan: “There isn’t permanence in life; life is about impermanence. But maybe, fundamentally, permanence beyond the human experience underpins everything. Perhaps the only permanence is the existence of creation, the soul, or consciousness. I don’t know — maybe that in itself is an illusion. How would we ever know what’s an illusion and what isn’t? Perhaps we will only know when we know. In the meantime, we want to fill others with love and joy through serving coffee from a converted private jet and improving the coffee scene in aviation. That’s the experience we have currently chosen to have.”  Jet Bean Coffee at Blackbushe Airport Lessons from Nathan Raab
Nathan’s story demonstrates that innovation is not just about tech—it’s about vision, courage, and blending human connection with creativity. His mobile café:
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Get in Touch:LIFE MATTERSHere I share my thoughts
and experiences during my travels, and how some things have affected my life as an expat and world traveller. Travelling is about capturing that moment in life. Every word, view and opinion on this page is that of Navjot Singh Lauda - except where indicated. The most recent is at the top. Scroll down to read the archive. Or search using CTRL+F (COMMAND + F) and enter a keyword to search the page. Just some of the stories you never heard before. The NAVJOT-SINGH.COM web blog is separate to this web site....Click blog, which may not be visible in some countries due to local firewall restrictions, so in those cases this weblog may be read. The weblog also includes some of my press trip reports- most of which are not published on the official blog because of copyright issues. The weblog also contains articles that may be associated directly with a PR trip for a country, airline or a hotel. These are PR reviews done in relations with various companies. If you are an investor or a trend watcher then you may find this website useful as investing has a lot to do with personal observations and finding the ideal trend or next big thing. The average human on the street frequently knows far more about the state of the economy than politicians, university professors, subject matter experts, and financial analysts who seldom travel, or if they do so, only from one hotel to another hotel! The pulse and vibrancy of an economy is nowhere more visible than on a country's streets. 
All photos and words are © Navjot S. Lauda unless stated. Photos taken by others or by agencies are appropriately copyrighted under the respective name. No photo or word/s may be taken without the prior written permission by the author (i.e. Navjot S. Lauda). All Rights Reserved. 
Navjot being interviewed by Cecila Lu at GDTV.
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