Mark Gallagher

Managing Director of CMS Motor Sport Ltd, Business and Motivational Speaker, media commentator on Formula One, co-owner of Status Grand Prix

Mark Gallagher is a prolific public speaker on a range of business topics relating to experience gained while working in senior management roles within Formula One auto racing over the last 30 years.  Today he is co-commentator and senior Formula One analyst for the BBC in the UK as well as founder and CEO of Performance Insights.

  • Mark Gallagher`s Keynote Speaker Fee This reflects Mark Gallagher`s U.S. Speaking Fee

    $10,001 - $20,000

  • Languages Spoken

    English

  • Travels From

    United Kingdom (UK)

  • Mark Gallagher`s Keynote Speaker Fee This reflects Mark Gallagher`s U.S. Speaking Fee

    $10,001 - $20,000

  • Languages Spoken

    English

  • Travels From

    United Kingdom (UK)

Suggested Keynote Speaker Programs

Team Work

Formula One™ requires competitors to develop world -class team work, seamless collaboration with key partners and an unwavering focus on delivery.   The team work starts months, sometimes years, before the race; from factory-based staff working with key ...

Formula One™ requires competitors to develop world -class team work, seamless collaboration with key partners and an unwavering focus on delivery.

 

The team work starts months, sometimes years, before the race; from factory-based staff working with key suppliers to design, manufacture and develop a Formula One car featuring leading edge, aerospace technology, right through to the pit crew at the race track tasked with changing all four wheels during a three second pit stop.

 

As a high technology sport, Formula One requires the teams to fully integrate their human and technical assets. The objective is to ensure that these sophisticated vehicles are not only produced to meet the demanding performance levels required to battle for the FIA Formula One World Championship™ but also feature the safety and reliability which are first order requirements to protect the driver and ensure the race is finished.

 

The team culture that pervades Formula One teams is a vital ingredient to achieve success. These teams employ many hundreds of staff and work with dozens of key technical partners, all working towards the immoveable deadlines of 20 Grands Prix across the globe. The relentless quest for improvement never ceases.

 

All teams in the sport utilise high technology, attract significant revenues and combine to create the show that F1 has become. The leading competitors demonstrate a degree of team work and collaboration which can only be described as truly world-class.

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Leadership

Good leadership is pivotal to the success of any organisation. The complex nature of modern Formula One™ teams means that their leaders have to possess a wide range of skills, enabling them to manage the demands of a high technology manufacturing business, combined with ...

Good leadership is pivotal to the success of any organisation. The complex nature of modern Formula One™ teams means that their leaders have to possess a wide range of skills, enabling them to manage the demands of a high technology manufacturing business, combined with building a multi-national team capable of achieving world-class sporting success.
Formula One’s Chief Executive Officer, Bernie Ecclestone, created the business model that has seen this sport become a global business phenomenon with multi-billion dollar revenues and 20 highly prestigious events taking place in the Americas, Europe, Middle East and Pacific Rim.
Aside from his leadership, the sports’ top teams have witnessed the skills of Ferrari’s Jean Todt, McLaren’s Ron Dennis and the brilliance of Red Bull’s Deitrich Mateschitz in unleashing the potential of the previously uncompetitive Jaguar Racing team; the dominant Red Bull Racing team of 2010 and 2011.
Leadership is also a recognised quality of the top drivers in Formula One, from the late Ayrton Senna to the most successful driver of all time, Michael Schumacher, who demonstrated great internal leadership during his dominant years at Ferrari.
One of the most important attributes of leadership is the ability to empower staff, giving team members the opportunity to thrive, develop, innovate and ultimately develop leadership skills of their own; a key factor in determining those teams who unlock their talents and reach the heights of success.

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Client Centricity

A Formula One™ team has to be a customer-focused business like any other, winning, sustaining and growing customer relationships in order to develop a profitable business able to invest in its future.   Client centricity is critical, for when multinational...

A Formula One™ team has to be a customer-focused business like any other, winning, sustaining and growing customer relationships in order to develop a profitable business able to invest in its future.

 

Client centricity is critical, for when multinational companies and brands support an F1 team in its endeavours, the necessity to provide a 24 x 7 service, 52 weeks of the year means that the 20 Grands Prix events become the tip of the iceberg. To the uninitiated, the races may appear to be the focus for the teams and their customers – the sponsors. In reality customers demand a 360 degree provision which delivers excellence at all times.

 

For the benchmark teams in F1, long-term success has been created through the successful delivery of customer-centric strategies aimed at ensuring that, whether the team wins the race or finishes last, the customers always come first and their goals are achieved.

 

Formula One has entered a customer-centric age. It is often driver appearances at corporate events, featuring F1 show cars at trade shows and exhibitions and team endorsement – via technical case studies or the wider activities that help customers to brand-build and win business – that determine the success or failure of the team-customer relationship.

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Motivation

How do you motivate people to go that extra mile, to do whatever is necessary to get the job done, often in the face of adversity whether it be a seemingly impossible deadline, limited resources or against formidable opposition?   Naturally the work of a ...

How do you motivate people to go that extra mile, to do whatever is necessary to get the job done, often in the face of adversity whether it be a seemingly impossible deadline, limited resources or against formidable opposition?

 

Naturally the work of a Formula One™ team must in itself seem ‘motivating’ because team personnel are involved in a sexy, global sport with the eyes of the world upon it – a magnet for the rich, the famous and the glamorous.

 

The reality is that 85% of personnel in a Formula One business are factory based and simply work in a high technology engineering company. They never travel to races to enjoy their moment of fame, glamour and prestige, so genuine motivation to succeed is vital as the race team relies on their co-workers back at base to lay the foundations for success. There is no point in the team working hard at the race track on the far side of the world, only to phone HQ in Europe as a result of some issue and discover that everyone’s gone home.

 

Developing personnel, understanding their inner motivations, cultivating team spirit and creating an atmosphere within which the job always gets done, the deadlines always met, and goals constantly pursued; this is the requirement, whether in Formula One or any other business.

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Innovation

We live in a time of relentless technological development. Innovation is essential for any business to flourish, whether through innovations in the products or services offered to customers, step changes in the technologies and processes used by the company, or empowering ...

We live in a time of relentless technological development. Innovation is essential for any business to flourish, whether through innovations in the products or services offered to customers, step changes in the technologies and processes used by the company, or empowering staff to use their creativity in the quest for greater efficiencies and performance.

 

Technical innovation lies at the heart of Formula One™ as the teams seek improvements to vehicle and team performance season to season, race to race, embracing new ideas in their battle against both the competition and the restrictions upon them by the sports governing body. As the teams innovate to improve performance, their opposition watches carefully, copying ideas, enhancing them where fresh opportunities are pinpointed.

 

Innovation has also been key in Formula One’s approach to risk management, utilising technologies to ‘innovate to zero’ the likelihood of driver, personnel or spectator fatalities.

 

It has also been seen in the manner in which teams have developed their businesses, taking lessons learned in one area and applying them elsewhere. It comes as no surprise to see Formula One innovations employed in businesses, from automotive to defence, or in sports including cycling and sailing.

 

Whether it is a paddle-shift operated gearbox eliminating the need for the driver to take his hand off the steering wheel to change gear, or employing high speed data, audio and video streaming so that race strategy can be determined real-time from the far side of the world, Formula One is constantly pushing at the edges of the innovation envelope.

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Change Management

Change is always with us, and in the business of Formula One™ the teams forever have to manage change whether as a result of external or internal forces. The sport is closely regulated by its governing body, the FIA, and each year new rules and regulations are agreed ...

Change is always with us, and in the business of Formula One™ the teams forever have to manage change whether as a result of external or internal forces.

The sport is closely regulated by its governing body, the FIA, and each year new rules and regulations are agreed and applied to the teams, necessitating changes to the F1 cars, the processes involved in competing or the technologies employed.

For 2014, for example, the FIA has introduced a step change in powertrain regulations, necessitating an estimated 35% reduction in fuel consumption, the creation of sophisticated hybrid systems and the requirement for F1 cars to be powered by electricity alone when in the pit-lane – all within the context of maintaining performance.

The ban on tobacco sponsorship and advertising

passed by the European Union in 2003 and implemented on July 31st 2005 ended the single largest source of revenue for the Formula One industry, necessitating a top-down change in the commercial model of the sport and a new approach to winning and sustaining customers.

As a result of the change in commercial model, the sport had to learn how to win customers heavily influenced by topics including corporate governance, corporate social responsibility and sustainability. Formula One had to change.

Although utilising a tiny amount of fossil fuels, the fact that the sport does burn valuable resource led to a need to alter its messaging. Hence the ban on tobacco sponsorship led directly to the FIA’s quest to make the sport more appealing to brands sensitive to the needs and preferences of its customers.

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About Keynote Speaker Mark Gallagher

Mark Gallagher is a prolific public speaker on a range of business topics relating to experience gained while working in senior management roles within Formula One auto racing over the last 30 years.  Today he is co-commentator and senior Formula One analyst for the BBC in the UK as well as founder and CEO of Performance Insights.

Mark’s management career in Formula One included more than a decade on the management board of the highly successful Jordan Grand Prix team, running the world famous Cosworth engine business and establishing the commercial arm of Red Bull Racing which went on to become 4-times World Champions.  During his career he has worked with many of the sport’s leading drivers, including former World Champion drivers Ayrton Senna, Michael Schumacher and Mika Hakkinen.

Mark’s career in Formula One started in 1983, spending seven years working in the media and as a consultant to Philip Morris International before joining Eddie Jordan’s fledgling Grand Prix team in 1990 and joining the team’s management board. He became part of the newly created Red Bull Racing management team in 2004, and was invited to lead Cosworth’s return to Formula One as an engine and technology supplier in 2010, overseeing its supply of one-third of the teams on the starting grid.

Along the way he founded Status Grand Prix, which won the 2009 Motorsport World Cup of Motorsport and became a race-winning team in junior formulae as well as competing in the Le Mans 24 Hours sport car race.  He helped developed the new hybrid petrol-electric engine regulations introduced into Formula One in 2014, and recently published his second book – ’The Business of Winning – Strategic Success from the Formula One track to the Boardroom’.  Between 2005 and 2009 Mark was motor sport consultant to Disney Pixar on CARS and CARS II.

 

Testimonials

Mark’s presentation was tailored to fit our business and conference theme, the delivery was professional, highly motivating and extremely interesting for our large international audience. Mark received excellent feedback from all delegates.

Vice President Global Sales

Marriott Hotels International Ltd

Mark brought the glitz of Formula 1™ racing right back to the basics of business and the fundamental role powerful teamwork, at all levels, plays in an enterprise’s success. A compelling, insightful and inspiring story for all personnel in any organisation!

Managing Director

HEINEKEN Ireland

Having heard him speak at an EADS Engagement Forum in Paris I asked Mark to speak at our Leadership Conference for Airbus in the UK. He was able to combine his experiences of F1, leadership and engagement in a humorous and enlightening way that really connected with the audience.

General Manager and Human Resources Director

Airbus

Mark Gallagher was really an inspiration. He is a fantastic speaker with great examples from F1 which also offered additional value for our work. It was just ‘spot-on and motivating

Associate Director

Deutsche Post

Your presentation on the Power of Change was both stimulating and entertaining… your passion for the subject matter was infectious!

UK Sport

 

Thank you for your wonderful presentation. Your insights on the team work and motivation were truly exceptional

British Airways

 

I have never heard or enjoyed a better speech and I’ve never seen a BT audience applaud a speaker like that before.

Your ability to convey the excitement of F1 combined with all the difficulties and frustrations we all face, was masterful.

The Specialist Company

 

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