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After working in senior global leadership roles in some of the world’s largest insurance companies, Inga took over the helm of the 330-year-old City financial institution. Taking on many of the traditions that had held the organisation back, Inga expanded their global markets, and introduced strategies including the Lloyd’s Innovation Lab, and the Dive In Festival, an industry-wide, international diversity and inclusion event. She considers the balance struck between history and modernisation when implementing change, the vital importance of inclusion in the workplace, and concepts of trust and ethics in business.

After joining the board of ITV, setting up her own company and serving as SVP in charge of International Sales at media giant Viacom, Cally has also started a parallel career in comedy. She brings humour and energy to workplace insights ranging from how to foster a creative, positive environment to how to inspire and lead through change.

As Home Secretary David was in charge of security, immigration and policing. He is now Chairman of a multi-Academy Trust and an advisor to easyJet. As well as sharing insights on cyber-crime and crisis management, David considers how leaders can best engage with the public and counter the widespread sense of grievance. He argues for business to take a lead: “You are a part of our communities, not just employers of people with certain skills.” After dinner he takes a lighter look at a life in politics - both highs and lows – from The Queen offering to cut up his meal, to Sarkozy claiming to have intercepted his emails.

Karren ran the business side of Birmingham City FC through promotion, relegation – and brain surgery. Karren’s mantra for leaders growing any enterprise can be summed up in 5 tips: work hard (be persistent); use every opportunity to network (spread your message); move on (failure is history); don’t get side-tracked, and do your sums.

Alastair ran Labour’s communications for ten years, in and out of government. He now advises on both political and organisational strategy, as well as working extensively with charities and campaiging around mental health. He’s written a slew of books including Winners, drawing inspiration from high achievers in sport, business and politics. In presentations Alastair explains what to do when you come under pressure: “Challenge your basic assumptions, put yourselves in your opponent’s shoes, devise a tight plan from the centre... and then pursue it with aggression.”

Tom served as the foreign policy advisor to Blair, Brown and Cameron, before becoming British Ambassador to Lebanon (at the age of 36). He is now the Principal of Hertford College, Oxford as well as serving on the Global Tech Panel, promoting the UK creative sector, leading work on the future of learning, and working with business to get millions into education. He's also led influential reviews of the FCO and UN. His insider's view of modern international relations, Naked Diplomacy: Power & Statecraft in the Digital Age is the bestselling book on diplomacy ever written by a British author. Tom considers the 21st century survival skills we need as states,...

Professor of Management Practice at London Business School Lynda is considered one of the world's authorities on people in organisations and is one of the UK’s leading business advisors working with companies across the world. Formerly the Chief Psychologist for British Airways, Lynda explains people strategy, how to get the best out of groups, and why some teams seem to have an energy others lack.

The former Chief Executive of the Recruitment & Employment Confederation and also HR Director at Royal Mail, Kevin delivers challenging, practical advice on how to make the most of the often overlooked HR functions within an organisation. He looks at how to attract, retain and develop employees, how to create better leaders, get the most from millennials, and whether AI really is the threat to workers people seem to believe.

Having run a range of digital and internet businesses in the US, Margaret has turned to analysing where leadership in organisations so often goes wrong. Ignoring potential problems, failing to encourage or develop talent, building a culture of isolation and internal competition; all are commonplace issues that could easily be addressed. As in her bestseller Wilful Blindness and her acclaimed TED speeches, Margaret simply and effectively considers what makes a great leader.

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