Talks and workshops
Talks and workshops about what actually works
I speak about leadership, hybrid working, collaboration and how people are actually doing in a digital workplace. I also facilitate workshops, for leadership teams and for whole teams. The talks come out of things I’ve done, not things I’ve read. The workshops start from your situation. And I’d rather not leave the room until every decision has a name and a date against it.
Danish and English · at your place, at the conference, or online
- Hybrid and remote leadership
- Inspirational leadership
- Wellbeing in a digital workplace
- AMPLIFY
- Team workshops
- Commercial structure
- AI that pays for itself
Three ways in
What people book me for
I’ve done plenty of both, and quite a lot of helping a change along from inside the room.
01 · Team workshop
Change, and a team that works better together
A facilitated day with the people who’ll have to live with the change, or do the work it takes. We get the objections out where everyone can see them, make room for what people actually know, translate the decision into what it means for each role, and agree the way forward.
02 · Leadership team
A leadership team that needs to agree, or to gel
The strategy exists, but nobody can say what it means for them on Monday. Or the group itself needs a better footing before it can work well together. I’ve facilitated both, and I’m good at getting people to say what they actually think.
03 · Talk
An audience that needs waking up
Thirty to ninety minutes for a kick-off, a leadership meeting or a conference, on one of the four topics below. Concrete, built on things I’ve actually done, and always with something people can try on Monday.
From the room
The Lederne conference tour
In 2022 I got to speak about hybrid leadership at several of Lederne’s events around Denmark. I’ve sharpened it a lot since, at talks large and small, and in web conferences in both languages.
Workshops
A few of the workshops
I run a fairly wide range of these. Some for the leadership team on its own, others with the manager and the team in the same room. All five share a backbone: a conversation beforehand so I understand your situation, a day built around what you need, and something in writing you can send round the next morning.
01
Half day · 6 to 20 people
A direction everyone agrees on
The strategy is written, but few people can tell you what it means for their own week, or what it would really take to get there. We spend the day going from ambition to priorities, and we look at the potential and the problems both. You leave with one story everyone can tell, three to five priorities, and a name against each.
02
Half to full day · the whole team
Getting the team behind it
The decision is made, and now you want people with you rather than merely resigned to it. Resistance you can hear is resistance you can work with, and whatever would otherwise get said in the corridor is much cheaper to hear while everyone is in the room. You leave with the objections answered, a plan for the next stretch, and an agreement on what the leadership will do differently too.
03
Half to full day · leadership team or commercial team
The money nobody has picked up yet
The biggest opportunities are rarely the ones already on the whiteboard. This day is about getting the unspoken ones into the open: customers you never talk to, value you don’t charge for, things nobody has looked at properly, and effort that costs more than it returns. Only once they’re all on the table do we prioritise. You leave with them written down and agreement on which way you go from here.
04
Full day · leadership team, or teams carrying a commercial number
Commercial structure and mindset
Selling happens, but rarely the same way twice, and you only see the gap once the quarter is gone. We look at the structure, the rhythm and the behaviour together: the pipeline review, the forecast, how often you meet, the tools that are meant to help people sell, and what the team wants to be known for. You leave with the rhythm written down and clear agreement on who owns what.
05
Half day · a team or a leadership team
The AI projects that actually pay
AI is in use all over the building, and still nobody can point at a project that has actually paid for itself. We turn that round: business first, enthusiasm second. Where does the value sit in your own work, and only then, what should the technology take off your hands? You leave with the work mapped, three to five projects worth doing the maths on, and an honest list of the ones that aren’t.
If you want it
Insights Discovery underpinning the day
If the team is new, or the trouble is the working relationship itself, the day can be built on Insights Discovery. I hold several certifications in it and used it a lot as a manager. The profiles themselves come from a certified partner, and we fold them into the job if you want them. If you already use something else, let’s talk.
Around the day
What happens before and after
Most of the value sits outside the hours we spend in the room together. That’s why the preparation is in the price and not an extra.
01
A conversation first
An hour with whoever owns this. What should be different afterwards, who’ll be in the room, and what is nobody saying out loud yet.
02
Building it round you
I build the day around your situation and the words you use. The exercises stay the same. The examples are yours, alongside a few of mine.
03
The day
I facilitate and I keep the pace up. Whatever gets decided is written down as it happens, not reconstructed a week later.
04
What you’re left with
After a workshop you get the write-up in a form you can forward: the decisions, the owners, the dates. A short follow-up after 30 days is included.
Topics
What I’m speaking about right now
These four come up most often. They’re the places where I’ve had the job myself and have something practical to draw on.
- Hybrid and remote leadership: how a team that isn’t in one place still works like one.
- Inspirational leadership: what makes people give more without being pushed into it.
- How to build a team that performs and still wants to be there. Based on AMPLIFY: seven things that separate a commercial team which keeps delivering from one that burns out. The framework is mine, and there’s more at commercialmindset.dk.
- Wellbeing in a digital workplace: why it doesn’t look after itself once the work is spread across screens and time zones.
Another site
Hybrid working lives on hybridledelse.dk
Hybridledelse is my own initiative, and that’s where the topic belongs, with six ready-made talks, leadership programmes and material. Same Jesper, same calendar, different place to read about it.
Why me
I’m not a professional speaker
First and foremost I’m an experienced international commercial leader, and that’s what I bring into the room. Sixteen years of it: ten leading at Microsoft, six in my own company, including a year running things inside a Danish SaaS business going through change. For seven of those years my teams were spread across eight European markets.
What makes me comfortable facilitating a change isn’t only that I’ve read the theory on resistance. It’s that I’ve stood in it as a manager while the numbers still had to land. The examples in the room are mine, including the ones that didn’t work.
What I trained in
- EMCC Certified Coach, Level 3
- Insights Discovery
- Situational Leadership II
- Leadership and collaboration programmes for Danske Bank, KMD, Topdanmark, AbbVie, TV2, Siemens Gamesa, DSB, Accenture and Danmarks Nationalbank among others, most of them through hybridledelse.dk
95 and 96
out of 100 on employee satisfaction, the highest in the division, in the same years we were growing fast
8
European markets, with the teams spread across them
16 years
of leading: ten at Microsoft and six in my own company, including a year running things inside a Danish SaaS business
Prices
What it costs
The prices include the preparation. I don’t bill by the hour, because what you’re buying is what’s left afterwards, not the time I spent building the day.
Talk
From DKK 20,000
Excluding VAT · 30 to 90 minutes
- A conversation about your situation first
- One of the topics above
- Danish or English, in the room or online
Tailored talk
From DKK 28,000
Excluding VAT · built on your own material
- Interviews, or material from you
- Your own examples and numbers in the talk
- Danish or English, in the room or online
Workshop, half day
DKK 38,000
Excluding VAT · preparation included
- The conversation first, and designing the day
- Facilitating the whole thing
- Decisions, owners and dates in writing
A full day, several groups, or a series of sessions is priced by agreement.
Outside Greater Copenhagen, travel is added at the Danish state rates, bridge and ferry included. If I need to be there before lunch and it’s more than a two-hour drive, a local hotel goes on the bill too.
If you’re an association, a school or a cause where the budget looks nothing like this, write to me anyway. I say yes to some things because they’re the right things.
Common questions
What people ask first
How many can take part?
A talk has no upper limit. A workshop works best with 6 to 20, because everyone has to get a word in. If there are more of you, we split you into groups.
Can we have it in English?
Yes. I led international teams in English for seven years, and both talks and workshops run in either language.
Can it be online?
Yes. A talk works fine online. A workshop needs building differently, and we sort that out in the conversation beforehand.
Can we book through an agency?
Yes. My profile is with Foredragsportalen. Write to me directly and we can just talk.
We think we need more than one day
Then a talk probably isn’t what you should buy. Have a look at Commercial Business Review if you want a proper read on the business first, or write to me and we’ll work it out.
Next step
Book a talk or a workshop
Tell me briefly what the occasion is, how many of you there are, and what should be different afterwards. I’ll come back with a suggestion for what the day could look like.