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As a junior officer taking command of the ‘worst-performing ship in the Pacific Fleet’ Mike faced a daunting challenge and a test of his leadership. From his first day he looked at the ship from the crew’s point of view, empowering them, opening up lines of communication, and putting them at the core of the ship’s values. A year from him taking over the ship was rated as the best in the Navy. His lessons in culture, motivation and unity have spread beyond the military and into business, helping all organisations to be the best and prepare for the future.

Lucy led BBC HR during a turbulent period. She was responsible for employee relations, reward, training, development and redundancies. During her time the corporation adjusted to four new Directors General, the move to Salford, 30% reduction in management and the Savile scandal. Lucy’s decisions were exposed to frequent media and political scrutiny. In speeches she considers how to instil resilient leadership, break down silos and manage resistance to change.

Victor runs the not-for-profit health and social care provider. Rather than fundraising, all income comes from central and local government contracts. There’s now an annual turnover of £100m, and 2,500 people working with 100,000 individuals on drug and drink abuse, mental health, learning difficulties and long term unemployment. In his speeches Victor explores public health, diversity and social issues. He may also highlight the need for leaders to keep learning.

As Transport Secretary, Schools Minister and Head of the No.10 Policy Unit, Andrew has been an architect of public service reforms from academies to policing. He also prepared the plan for HS2, before leading a review of regional growth strategies. As Chair of the new commission, he is now assessing the UK’s future infrastructure needs. In presentations Andrew looks at change management and policy implementation in complex organisations – and difficult conditions.

The Chelsea and England striker is noted as a natural goalscorer and a leading talent in the women’s game. She’s won Premier League and FA Cups and played over 100 internationals. Off the pitch she’s a lawyer, having qualified in the US and working the City. She also hit the headlines with her stand against the discrimination, outdated behaviour and damaging culture within the England women’s coaching set up. As well as examining the lessons any organisation can learn from the failures within the FA, she also looks at the nature of a winning team and a winning mindset, and what good leadership looks like.

Having organised security for big national and royal events, Andrew was an obvious choice to take on the security of the London 2012 Olympics. Covering everything from on-site petty criminality to terrorism and large-scale cyber attacks, Andrew looks at the threats any organisation might now face and how they dealt with them during the ‘greatest show on Earth’.

Rasmus describes himself as a ‘high performance anthropologist.’ For his book The Gold Mine Effect, he explored Brazil’s ability to mass produce football superstars, and why so many champion runners hail from one Ethiopian village. The Co-Director of Football at Brentford FC has also written Hunger In Paradise, a look at how to sustain success, ward off complacency and develop new ideas before they become necessary. In speeches he looks at how to grow talent and create your own disruption.

Paddy learned to speak Mandarin and served in the SBS and Intelligence before entering Parliament and leading the Lib Dems for 11 years. He then served as the UN High Representative for Bosnia Herzegovina. In speeches he discusses the implications of a new multi-polar global power structure. As the first MP to have a computer in Westminster, he calls for faster, more responsive politics and the need to rebuild after May 7th.

When William took over at Phoenix High, the school was plagued by poor results and bad behaviour; it soon became a success story for others to follow. William has since advised on measures to reduce youth crime. In presentations he sets out the challenges of taking on a failing entity, identifying structural weaknesses and taking action: “The first task is to explain your intentions and win people’s belief, support and involvement.”

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