Neil Mullarkey

Comedian, Actor and Improviser

Neil Mullarkey is a unique communication expert. He was Centenary President of the famous Footlights and is best recognised from his performances in Whose Line Is it Anyway, I’m Sorry I Haven’t A Clue, QI and two Austin Powers movies.

"Agility is the new currency in business, and it can be taught!"

Topics

Host and Awards
L. Vaughan Spencer
Think Communication. Think Collaboration. Think Agility
Communication Skills
Teamwork

Languages

Neil presents in English.

How he presents

Neil is shockingly spot-on, interacting beautifully with his audiences. His oily charm overcoming any shyness, while his brilliant word-play and electric charm ensure there is never a slow moment or awkward silence.

Publications

2017
Seven Steps to Improve Your People Skills
2010
Don't Be Needy Be Succeedy: The A to Zee of Motivitality

Talk to us about Neil Mullarkey

In Detail

Neil still performs with the Comedy Store Players, Europe’s top improv troupe, which he co-founded in 1985 with Mike Myers. Since 1999 Neil has been bringing the skills of theatre and especially improv to public and private sector organisations large and small across the globe. His clients include Baker & Mckenzie, Microsoft, WPP, KPMG, Saatchi & Saatchi, Vodafone, Ernst & Young, PA Consulting, Unilever, Google, the BBC, Volvo, ITV, the NHS and many business schools. He trained in executive coaching at Ashridge Hult Business School. He has coached top leaders in financial and professional services, publishing and the third sector. Neil is a regular speaker at the London Business Forum and a Visiting Lecturer at Cass Business School. Neil studied Economics and Social and Political Sciences at Cambridge.

What he offers you

Neil is highly accomplished in the field of management training, having run many workshops and hosted conferences for private and public organisations using improvisational theatre to enhance people’s skills in communication, leadership and creativity. He helps people and organisations, struggling with the ‘loneliness of command’, to change and expand their perceptions, and improve internal and external communication in the process.