Jamil Qureshi
At the top, performance is rarely constrained by skill. It is constrained by how leaders think and behave under sustained pressure, when the cost of error is high and decisions are made in public. Most organisations have built capability; far fewer have built the psychological discipline that converts capability into consistent results when it matters.
Jamil Qureshi helps senior leaders and teams perform under sustained pressure, applying the disciplines that took elite athletes to world number one.
Full Profile
Why organisations work with Jamil Qureshi
- Six individuals to world number one, five Ryder Cup captains advised, 22 golfers ranked inside the world top 50. The track record in elite sport is operationally specific, not rhetorical.
- He has designed and embedded long-running change programmes at scale: Lloyds Banking Group’s ‘Journey to World Class’, the Post Office’s separation from Royal Mail, and Marks & Spencer. He has run transformation inside organisations, not only spoken about it.
- He translates the psychology of sustained pressure from environments where the cost of failure is public and immediate (Premier League, Ryder Cup) into boardrooms where it usually is not.
- One of a small number of external psychologists invited to study astronauts on the 2008 NASA Space Programme. The framework has been pressure-tested in domains most speakers can only describe.
Biography highlights
- First-ever official psychologist appointed to the European Ryder Cup team by captain Ian Woosnam in 2006; has since worked with five Ryder Cup captains.
- Has worked with 22 golfers ranked inside the world top 50, with Premier League players from Liverpool, Manchester United, Manchester City and Chelsea, with Formula 1 drivers David Coulthard and Eddie Irvine, and with members of the 2009 England Ashes-winning cricket team.
- Designed and delivered board-level leadership and change programmes for Coca-Cola, Hewlett Packard, Emirates Airlines, Cisco, GSK, and Lloyds Banking Group.
- Author of The Mind Coach, published by Penguin, on the psychological foundations of personal and professional performance.
- One of a small number of external psychologists invited to study astronauts on the 2008 NASA Space Programme.
- Listed by GQ Magazine among the most influential figures in British sport (2009); named in The Daily Mirror’s top 100 coaches in the world (2023).
Biography
At the 2006 Ryder Cup at the K Club, Europe beat the United States by a record-equalling margin. Captain Ian Woosnam had done something no Ryder Cup captain had done before: he appointed an official psychologist to the team. That psychologist was Jamil Qureshi.
Sport had been treating mindset as decisive for years. Most boards still treat it as a soft skill, even as senior leaders increasingly face the conditions of elite athletes: sustained scrutiny and very narrow margins for error. Qureshi has spent two decades closing that gap. He has helped six individuals reach world number one in their sport, advised five Ryder Cup captains, and worked with 22 golfers ranked inside the world top 50. Premier League players at Liverpool, Manchester United, Manchester City and Chelsea sit on the same client list as Coca-Cola, Hewlett Packard, Emirates Airlines, Cisco, GSK and Lloyds Banking Group.
In business, the work goes well beyond keynotes. Qureshi designed and embedded leadership and change programmes for Lloyds Banking Group’s ‘Journey to World Class’, the Post Office’s cultural separation from Royal Mail, and Marks & Spencer. Through Covid he ran extensive work with global leadership teams at SAS, GSK, Janssen, NHS England and Protiviti as they reset around remote and hybrid leadership.
His book, The Mind Coach, published by Penguin, sets out the psychological foundations he applies in both worlds. Skill gets people to the top. What keeps them there, and what determines whether the team around them performs when it matters, is something organisations rarely build deliberately. That is what Qureshi is asked in to do.
Key speaking topics
- Performance psychology in business
- High-performing teams
- Leadership under sustained pressure
- Mindset and behavioural change
- Cultural change and transformation
- Translating elite sport into business performance
- Hybrid and remote leadership
Ideal for
- Boards and CEO leadership teams setting expectations for performance under sustained pressure
- Sales and commercial leadership teams where individual mindset shapes pipeline outcomes
- HR and L&D directors building leadership programmes that need psychological substance, not theory
- Senior leadership conferences where elite-sport credibility opens the room
Audience outcomes
- Specific behaviours for performing under sustained pressure, drawn from how elite athletes actually train
- A sharper view of where individual mindset constrains team output, and what to do about it
- Language for leaders to talk about psychology without it sounding soft
- A more honest read on the gap between intent and execution in their own teams
Talks
What separates the people who deliver under pressure from the people who don’t, drawn from work with athletes who became world number one.
Key takeaways:
- The behavioural patterns that distinguish elite performers from talented underperformers
- Conditions for sustained performance, and why motivation alone almost never produces it
- Practical work on the self-imposed limits that quietly cap senior leadership careers
How leaders create the conditions in which teams choose to commit to change, instead of merely comply with it.
Key takeaways:
- The difference between commitment and compliance, and why most change programmes confuse them
- What ownership looks like inside a team, and how leaders build it without losing pace
- How to lead transformation without exhausting the organisation in the process
A focused look at how high-performing teams operate, drawn from elite sport and applied to senior business teams.
Key takeaways:
- The conditions that elite teams put in place that ordinary teams do not
- How candour and accountability become how the team actually operates day to day
- What senior teams can borrow from sport about role clarity and feedback under pressure
Videos
Testimonials
Fees
| EUR | GBP | USD | |
|---|---|---|---|
| Home Country | Under €12000 | Under £10,000 | Under $15000 |
| Asia Pacific | €12000 to €40000 | £10,001 - £35,000 | $15000 - $50000 |
| Europe | €12000 to €40000 | £10,001 - £35,000 | $15000 - $50000 |
| Middle East & Africa | €12000 to €40000 | £10,001 - £35,000 | $15000 - $50000 |
| South America | €12000 to €40000 | £10,001 - £35,000 | $15000 - $50000 |
| United Kingdom | Under €12000 | Under £10,000 | Under $15000 |
| US East Coast | €12000 to €40000 | £10,001 - £35,000 | $15000 - $50000 |
| US West Coast | €12000 to €40000 | £10,001 - £35,000 | $15000 - $50000 |
| Virtual | Under €12000 | Under £10,000 | Under $15000 |