Andrew Bayly

Highly versatile facilitator and trainer.


Andrew Bayly is a trained actor (a graduate of the Victorian College of the Arts School of Drama) with an MBA, who works as a C-level change consultant, designing and facilitating workshops and coaching in all aspects of commercial communication, leadership, engagement and strategy implementation. Many years ago, he was a professional comic performer. He possesses a unique skill set for organisational change and communication work that is valued by his clients.

He loves his work. “I really would do this for a hobby, but they’re willing to pay me.”

Current work

Andrew is conversant with current issues in competitive economics/strategy (including complex financial matters) and has demonstrated expertise in the area of business leadership and organisational behaviour. This ensures he can effectively drive and facilitate (i) rigorous conversations about commercial matters and (ii) connect with people to help them understand and drive genuine, productive change.

Andrew brings together his rich understanding of organisational leadership and human behaviour to help large groups connect, discuss and learn, and to help small groups develop sound approaches to key decisions and behavioural change.

On most projects, Andrew either works alongside a single executive, or temporarily joins an executive team to design communications and conversations that engage and drive change and results.

Andrew is a very engaging (and results-focused) workshop designer/facilitator/interactive keynote speaker on topics of positive leadership, teamwork, engagement and motivation in organisations (all evidence-based, including references to best recent re-search, whilst also including some laugh-inducing, and educational, improv exercises). He also coaches individual executives to improve their presentation, communication, engagement and change skill sets.

Previous experience

Acting: Andrew is energetic and engaging on his feet, with a CV that includes professional performing credits. He has acted in three feature films, including the 1998 AFI Best Film “The Interview”, and was an ensemble cast member of the hit TV comedy “Thank God You’re Here” for three years. Andrew founded and, for a decade, performed with Troupe du Jour – Australia’s highest profile comic improv troupe serving the corporate market. This skill set has led him to regular MC duties at major conferences.

Education: During 2014, Andrew completed his second masters degree – a Master of Applied Positive Psychology, full-time, at the University of Melbourne, with first class honours in all subjects.

Measures of Performance: Across his career Andrew has enjoyed repeat project design and facilitation engagements at seven of the Top 20 ASX listed companies (i.e. these organisations have chosen to use him again). Through 2011-2, Andrew facilitated a positive leadership program for a highly educated, 1,000 strong management team at a global consulting firm, and achieved a 98% approval rating across a series of more than 50 3-hour workshops. He has also been retained for five years or more on repeat communications or change projects by: (i) a (global award-winning) project management team at a major financial organisation; (ii) a major-brand distribution and retailing organisation, teaching and coaching presentation skills for executives and managers; and (iii) ongoing organisational change and business improvement communication/facilitation projects for the local operations of a global agricultural firm.

C-Suite team: In 2013, Andrew’s highlights included a series of projects with the C-suite team of a $1bn turnover organisation, implementing a Vision and Behaviours piece to support its 250-strong extended leadership team at the commencement of a detailed organisational change program. Discovery work revealed that the top 100 team first needed to be brought on board. Their commitment to their joint leadership project was measured, and a one-day workshop designed to change their thinking and equip them for task. The proportion of executives who believed in the program and felt ready to drive it increased from 28% to 71%, and the proportion ambivalent or opposed to the program reduced from 23% to 2%. This measured “change readiness” is a key to any successful change program, and it is at the heart of Andrew’s skill set: What views do we need to influence? To what end? How will we do it effectively?