Jeremy Keeley

Jeremy Keeley

Associate

Jeremy has worked with Møller since 2005 providing input on our programmes and is an experienced  facilitator and executive coach with particular expertise in leadership development, leading collaborative change and team-building. He often works with cross cultural and global groups where English is the common business language and has done significant work in Europe, Africa, Asia and the USA. He has clients across the wide spectrum of organisational life and sectors, including blue chip, SME, charity and public service.

Professional Experience

Jeremy graduated (B.Comm in Accounting & Commercial Law) in 1981, is a qualified accountant (FCMA), with 11 years in various senior line positions (Steinmeuller, Rank Xerox, Albright & Wilson and KPMG) before becoming a consultant with KPMG in 1992 and creating his own independent business in 1995. He co-founded the not-for-profit organisation Sadler Heath in 1999, which he still runs.

For four years, Jeremy was a Non-Executive Director of the Academy of Executive Coaching.

Jeremy is accredited to use Myers Briggs Personality Assessment tool, MBTI and DISC behavioural tool. He is also accredited by Human Insight to use their AEM cube tool which measures an individual’s and a team’s ability and inclination to handle complex change.

He runs developmental programmes (either in-house or open) on such aspects of leadership as:

  • facilitation & collaboration
  • leading change
  • coaching
  • managing conflict
  • emotional intelligence
  • Inter-cultural understanding.

Jeremy also works with a number of senior executives on their personal development on a 1:1 basis. Their details are strictly confidential but they range from senior directors of FTSE 100 companies, through leaders of major charities and social entrepreneurs, to young high-flying executives. As part of this, he supports a number of “top talent” programmes in significant international organisations. He supervises some professional coaches.
He also has considerable experience of large scale business and cultural change programmes including major system implementations, cost reduction programmes and business transformation programmes.

Jeremy has worked with clients from a variety of industries and include Aviva, Balfour Beatty, Barclays, The BBC, Bird & Bird, Boehringer Ingelheim, British Council, BT, Cable & Wireless, Collinson Group, Deutsche Telekom, Directgov/Cabinet Office, DMGT, DWP, Ernst & Young, GlaxoSmithKline, Harrods, ICAP, KPMG, Linklaters, Lloyds Bank, Logica/CGI, London Underground, Mars, Marsh, Mercedes, Moss Bros, NHS, NSPCC, O2, Oxford Instruments, Oxford University and Oxford University Press, Pearson, Pepsico, Princes Trust, PWC, Red Cross, Reed Smith, SAB Miller, Siemens, Sharp, Shell, Smith & Nephew, SONY, T-Mobile, Transport for London, TUI, UBS, Unilever, Wellcome Trust, Westminster City Council, WWF, VISA and Zurich.

Recent assignments

  1. Team coaching with a newly formed global technology leadership team of a FTSE 50 plc, helping the team to enhance its performance as a leadership team in a challenging and rapidly changing digital environment following a significant reorganisation.
  2. Working with a partnership between a major pharmaceutical and one of the world’s leading supporters of social enterprises, in enabling social entrepreneurial thinking to help in the innovation within the organisation. This also involves facilitating leaders from around the world while they experience the end-to-end system of health in a remote tribal area of India.
  3. Working with 20 global technology leaders in a leading media organisation as the organisation undertakes a complete transformation in approach including moving from predominantly print to predominantly digital – helping the leaders develop their ability to lead people through change in an uncertain, challenging and ambiguous context.
  4. Facilitating a Viral Change process significantly changing behaviour in a global publishing and educational/learning organisation and facilitating a similar process for a global pharmaceutical on how they roll out a “speak up” culture in service of their Diversity & Inclusion agenda.
  5. Working with the top 40 HR leaders in a global pharmaceutical on determining how they will transform the HR function of the organisation.
  6. Co-facilitating a leadership development programme for 24 young leaders as part of a new ongoing programme, expected to be run annually, in conjunction with Churchill College, Cambridge University, the Sandhurst Trust and other prestigious organisations.
  7. Coaching leading Chinese graduate interns around the world both individually and in teams as part of a long term online leadership development programme. This includes providing them with training on coaching principles and approach.