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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.

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’.

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.

Gerald worked in international finance in London, Hong Kong and Switzerland. He has since published The Tangled World and Two Speed World, exploring the impact of both explosive and gradual change. In presentations he shows how we misunderstand risks and have too narrow a view of models and decision making. With no perfect solutions and many ‘known unknowns’, we are often influenced by context and instinctive biases rather than rational analysis.

8 million people watched live as the Austrian BASE jumper made history: he became the first human to break the sound barrier without the assistance of a vehicle. In so doing he also broke the record for the highest manned balloon flight and highest skydive. With remarkable film clips Felix shows the planning, preparation and teamwork that made it all possible. Sharing his exhilaration, he sees his story as proof that “the only limit is the one you set yourself.”

Whether in leading a team or negotiating, risk plays a role in all our lives. The former professional poker player (and advisor on Casino Royale) shows how to distinguish between a calculated risk and a reckless gamble. He believes there’s a long way between the edge of our comfort zone and the acceptable limits of risk in almost any organisation. Offering practical insights into the science of decision-making, Caspar helps combat the fear of short term failure. Poker School: Even if one or two guests start off not recognising a flush or a full house, the former actor and Las Vegas poker pro will soon acquaint them with all the whys and wherefores you need to outwit your opponents at T...

Once UN High Representative in Bosnia, Bildt challenges Europe and the US to find a common vision to meet the threat to world order. Now that we are endangered by weak states and shadowy structures, how can we prevent a clash between fundamentalists and reformers within a civilisation becoming one between civilisations?

Ian Blair introduced structural reforms in the Met’s 53,000-strong workforce, and led the police service in the wake of the London bombings. He considers a range of threats (from Internet crime to foreign and home-grown terrorism, corruption and drug abuse), and examines the corresponding risk registers. On a different note Ian also analyses crisis management, from 7/7 to Deepwater Horizon, and the challenge of dealing with ‘difficult’ people.

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