Justin Hughes

Justin works as a strategic adviser to senior leadership teams on building high-performance cultures. Clients range from global corporations (e.g. 3M, Microsoft) to public sector (e.g. UN, Bank of England, NATO) and world championship-winning sports franchises (e.g. Mercedes F1). He is particularly interested in the impact of organisational design, culture and governance on risk management and performance.

  • Strategic adviser to senior leadership teams
  • Global corporate experience with $100m P&L
  • Former fighter pilot and Executive Officer of the Red Arrows (250 displays)
  • Author, The Business of Excellence (Bloomsbury, 2016)

Justin’s first career was as a military pilot. He graduated as top cadet of his officer training and went on to fly the Tornado F3 air defence fighter. He has taken part in both training and operational deployments all over the world, and was qualified to lead any scale of mission in any theatre. Justin was subsequently selected for the Red Arrows, where he served for 3 years on the team, becoming the Executive Officer and performing over 250 displays worldwide including 3 international tours. Justin has presented at hundreds of management meetings, conferences, academic forums and dinners worldwide. Media coverage includes The London Evening Standard, Director Magazine, The Daily Telegraph, BBC Breakfast and BBC Business Live.

Justin has an MBA with Distinction from London Business School, a BSc (Hons) in physics from the University of Bristol and an MSt with Distinction in International Relations from the University of Cambridge. He planned a thesis on pandemics but thought nobody would be interested(!), and instead analysed the threat posed by cryptocurrency to the international financial order; he is currently sitting on a return of 1000%; unfortunately he only bought $30.

Example Speaking Subjects

  • Building high-performance organisations
  • Building the high-performance virtual team
  • Leading change
  • Uncertainty, complexity and agility
  • Decision-making under ambiguity
  • Culture, leadership and priorities
  • Unconscious bias – the elephant in the risk management room
  • Governance and leadership in the 21st century
  • The learning organisation