For executive committees, leadership teams and company conventions: applied neuroscience for leaders, and AI that actually gets deployed. Talks are given in French.
Annual company conventions, management seminars, executive committees and extended leadership teams, leaders' network evenings. Mid-market companies.
If you are a chief executive, a general secretary, an HR director or the organiser of an internal event, and you are looking for a speaker who does more than deliver an opening address, you are in the right place.
Three things separate this from the usual opening address.
Most speakers talk about the brain, or about AI. Very few do both in the same slot, and nobody links them as explicitly to how a mid-market leader actually decides.
You leave with a two-page debrief note, delivered to the organiser within five working days. It sets out what was said, what your teams reacted to, and three concrete lines of action for the weeks that follow.
If you want to go further after the event, individual work with the CEO, a day with the leadership team, an AI assessment inside the company, that is possible. If you do not, the talk stands on its own. The choice is yours.
Every talk starts from the same ground: understanding how the brain works in order to decide, lead and carry people better. Pick the family that matches what you are facing right now.
For executive committees, leadership teams and leaders’ networks who have to decide under pressure.
Why the best leadership teams still make absurd decisions, and how neuroscience accounts for it.
An hour to understand how your brain decides when everything is shaking, and how to help it rather than endure it.
Resilience as collective mechanics, not as an individual posture.
Handing over capital is a matter for the notary. Handing over power is a matter for the brain: identity, fear of loss, need for control. This talk deals with what legal structuring never settles.
For leaders and HR directors deploying AI without losing their teams on the way.
How a leader decides between launching an AI use case, waiting, or delegating the decision to the IT lead. A decision framework, not a technology demonstration.
AI saves time, but it can also blunt critical thinking, tire attention and create a quiet dependency. How do you keep minds sharp while you deploy it?
Reorganisations, new tools, AI projects: teams absorb one change after another and buy-in runs dry. The problem is not motivation, it is a saturated brain.
For managers and events that want to put energy and clear thinking back into their teams.
How your managers read the weak signals in their teams, and what they miss when they are under pressure themselves.
Mental preparation, managing fatigue, recovering quickly after failure. Transposed directly to a leader’s daily work.
Our brain holds on to the negative more easily than the positive. The good news is that it can be trained. A lively talk, full of humour, on understanding your emotions and getting them on your side.
Ludovic Savariello. Engineer, graduate of École Centrale. Twenty-five years as an entrepreneur, from start-up to mid-market. Executive neurocoach since 2017. Published author with Robert Laffont in March 2024.
Co-founder, with Camille Lacourt, of the JUMP@ programme that trains leadership teams in sustainable mental performance.
Understanding your audience, what is at stake for you right now, the tone expected. Output: a short brief that aligns expectations.
In your plenary room or at an event venue. Interactive format.
What was said, what landed, three concrete lines of action for the weeks that follow. The note is yours.
Quotes translated from the original French.
Honestly, the feedback was very positive. Participants particularly appreciated your approach: accessible, concrete and full of humour. You got substantial messages across without ever lecturing anyone, and many recognised themselves in the situations you described.
The theme of mental load really resonated with the daily reality of our franchisees, our branch managers and the head office teams. Several told me they left with simple keys they could put into practice, and above all with the desire to step back a little more. That was exactly the objective we were after.
In 2025, for the launch of SMABTP's new strategic plan, Grandir Ensemble, I wanted to bring the 200 people in our Greater Paris region a rational, personal and often overlooked approach to self-knowledge.
The aim was for each of them to handle their emotional responses better and to become familiar with how our brain works, in order to manage stress and perform better individually, and therefore collectively.
Learning to prepare and focus like an elite athlete could only benefit everyone: leaving with new tools for a new challenge, in a supportive setting.
Launch of the Grandir Ensemble strategic plan, 2025, 200 employees.
In French. An English delivery can be discussed for an international audience, but it is not the standard offer: say so at the framing call so the decision is made early.
Allow four to six weeks at least between signature and the event, to make room for the framing call and for adapting the subject to your audience.
Yes, that is the purpose of the framing call. Industry, B2B services, e-commerce, healthcare: the mechanics of leadership decisions are shared, the examples are not.
A lapel microphone, a foldback speaker if the room holds more than 150 people, a screen if you want visuals, which are optional. Nothing else.
Yes, with prior agreement written into the quote. The footage belongs to you.
It makes no difference to the talk. The AI subject is handled at leadership level, not at technical level.
A talk sometimes opens a next step. With no pressure:
If the question is individual work with the leader, see executive neurocoaching, a yearly engagement that includes an AI assessment inside the company.
If the question is the collective work of the leadership team, see the leadership team programme, co-run with Camille Lacourt around the JUMP@ method.
Thirty minutes to go through your audience, your timing and the subject. No obligation.
