Caspar Berry

Caspar Berry motivational change innovation risk expert at Great British Speakers

Caspar Berry, a professional motivational and keynote speaker started his career early on as the lead in the first series of Byker Grove on BBC1 alongside Ant and Dec. He went on to read Economics and Anthropology at Cambridge and, after aiming to become a professional film writer – he was able to have his first screenplay produced by Film Four in his final year.

At the young age of twenty-three, Caspar was writing for Columbia Tri Star and Miramax. Merely two years later however he decided he needed a change in his life, which led him to Las Vegas where he became a professional poker player.

Caspar spent three years playing professionally and made a good living by using his wits against some of the best-known poker players. After his years in Vegas, he returned to the UK in 2002. Here he co-founded Twenty-First Century Media and built it into the fastest growing audiovisual media company in the North East of England.

While at twenty-first-century media he began his career as a speaker and catalyst for new thinking within business about risk-taking and decision-making. In 2008 he decided to sell Twenty-First Century Media to Bob Geldof’s media giant, Ten Alps.

He became a trainer for a company called The Mind Gym in 2005 who schooled him in the essential skills of delivery and facilitation. He then went at it on his own to become one of the best-known business speakers in the UK. He has delivered over 600 speeches over the last six years, for over 200 companies around the world.

His presentations focus on the need to embrace uncertainty and taking calculated risks in order to get ahead and achieve success. They are not sector specific and are therefore perfect for any training day or conference where new ideas need to be discussed or debated. He is very inspirational and stimulates change with his upbeat and energetic style.



The “original and genuine since 2005” in 45/60/90 minute forms.

It looks at the definition of a decision and the definition of a risk and asks how we make all our decisions and whether we could make them differently or better.

It identifies and defines the origins of fear of failure and concludes by advocating a technique to embrace this fear in order to motivate us to make more courageous decisions as a result.


This new speech communicates a powerful and effective message about with a how we approach life and how lucky we all really are.

It references Steven Covey’s circles of influence and control and a whole host of other subject areas – from the lottery to the holocaust – to motivate people to change the focus of their thinking away from that which is disempowering towards that which is proactive and galvanizing.


The processes of both innovation and creativity require hundreds of failures in order to create each success. AND more importantly, companies that innovate in this way are better equipped to survive long term change than those that do not.

Caspar uses the metaphor of Darwinian evolution to show that most brilliant system of adaptation to change – evolution – fails millions of times in order to create, unwittingly, the one mutation that facilitates the survival of the species.

In a world of continual change, thriving is not enough, we must now constantly adapt to survive.


What do great leaders do when they make decisions?

Caspar does not claim to be a great leader in fact he makes the point that it is very difficult to make truly great decisions because they must inevitably run the risk of personal sacrifice which is – by definition – terrifying for us all.

Ultimately, this speech looks at what courage and bravery are and uses material like the 7/7 testimonies (that is the extraordinary selflessness of a few random, normal people caught up in a disaster) to ask whether we all have courage within us and that in fact leaders are not born or made but the product of circumstance and humanity.


In many ways, one of Caspars most fascinating and emotional of all his new creations and – like all of them – highly relevant to business today.

It starts by examining the scientific source of uncertainty before looking at its effect on us all economically, psychologically and culturally.

It incorporates, Black Swans and principles of feedback and fractal mathematics before coming to a stunning conclusion: that a certain world would be a boring one! In fact, we realise when we conceive of this, that the decision-making process itself is about the constant engagement with uncertainty and it is this which gives us our very meaning as human beings.

We understand that – self-actualisation itself, that is the fulfilment of our potential on this planet – can only come from exposure to the greatest uncertainty. It is the way in which we rise to the challenge of the unknown that defines who we are!


Caspar uses this speech to see just how powerful our intuition is before applying that concept to all sorts of other areas of life most notably, obviously, poker and business.

It references Malcolm Gladwell’s Blink but takes the principles further by placing “judgement” – into the context of the decision-making process as a whole.

It shows people how to when intuition is good – like when Fangio uses it to avoid death – and when it is bad – like when we make very bad assessments of how safe it is to sunbathe. Crucially, like all the speeches, it shows us how we can make better decisions in the future, through anecdote, finding and fact.


This speech looks in more detail at all the other emotional distortions to which we fall a victim, all the time.

We’re scared of flying when the most dangerous part of any flight is the car journey to the airport and we’re all terrified of a terrorist attack when we’re 1000 times more likely to die of stroke.

This speech not only exposes many of the decisions we rationalise in business to be bunkum but it touches on the decisions that we make in life all time which don’t serve any of us very well at all.

Based on the science of behavioural economics, there is a health component to this (about how reckless apparently “risk averse” people are when it comes to diet) which ties in very neatly with other wellness concepts.


This speech is about why we do what we do?

Specifically, this speech is aimed at people who have to motivate and influence others (ssalespeopleand managers) in order to communicate the kinds of things which stimulate our subconscious mind to do things differently.

Why does the addition of mint chocolates with a bill increase the size of the tip?

Why are we more inclined to believe a man in a white coat?

What on earth is it that motivates people even more than money?

What does a bluffer do to make themselves more convincing? And how can we guard against them?

Drawing on a popular body of work at the moment which is known by many (but read by few) this speech makes the subject funny and engaging.


Google, SONY, Diageo, HP, Ogilvy, Accenture, Network Rail, Zurich, Audi, Shell, Sainsbury’s, Siemens, Western Union, British Airways, AIA, GASSCO, CISCO, Rothschilds, ESSO, Visa, Pepsico, Barclays, Orange, NEC, BSkyB, Sage, HSBC, Castrol, BP, Citigroup, RBS, Deutsche, Deloittes, BT, IBM, Tesco, O2, Roche, Morgan Stanley, BSkyB, & AXA, AON, BAA, Ebay, KPMG, G4S, Bank of Canada, Premier Foods, E.ON, Paypal, Procter & Gamble, ASDA, E & Y,

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