Al Comeaux is a master storyteller who expertly weaves together scientific research, thought-provoking ideas, and practical takeaways into an unforgettable message for audiences of all backgrounds and sizes. Scroll down for a video sample of him in action and topics that he commonly speaks about, and easily start the booking process by completing the form at the bottom of the page. Al is ready to make an immediate impact on your organization and leaders today.
Al Comeaux was a hit as he kicked off our recent conference! He has an authentic and engaging style, which is supported by extensive research and practical experience. The audience appreciated the stories he related to drive home main points and used such phrases to describe his session as – “engaging and on point, actionable insights, and cohesive and compelling content.” In addition to strong content and delivery, Al was a pleasure to work with from start to finish. He did his homework to understand our event and audience, and customized to meet our needs. The audience especially appreciated his candor during the Q&A segment. Thank you, Al, for sharing your important message with our group.
Director, Conferences | LIMRA
Change is becoming part of everyone’s job. It starts with people wanting to change, which is not easy but essential. Al Comeaux brings a series of fresh perspectives on navigating change at work. Let him be your guide for leading your organization successfully through change.
Author, Imagine It Forward and Former Vice Chair, GE
Our clients and prospects were impressed by the very different dimension Al Comeaux brought to the topic of change in his recent virtual presentation. I can’t think of a more timely topic, even if it sometimes can be dry, but Al made it compelling, we all learned a lot, and we had fun, too. Al was really great to work with throughout the process and in the end, he brought all of us a lot of value. Thanks to Al for bringing such great thinking to the Sunwest community.
Crayton Webb, CEO and Owner, Sunwest Communications, Dallas
The 4 Ways to Win the Change
Given the estimated $3 trillion spent – and $2 trillion wasted – on organizational change efforts each year, how can leaders think about change differently? What do leaders at companies that win at change do vs the unsuccessful ones? In this signature keynote, Al finally brings an insider’s view, sharing how winning companies don’t try to get their people to change…they get their people to want to change. From getting our own hands dirty as leaders, to pulling our people through the change, and understanding the invaluable role that listening and modeling play, Al lays out how leaders can win their change efforts. Drawing on his vast experience of living, leading, and researching change from the inside during a 30+ year career as an executive at disruptive companies like Travelocity and large, established companies like GE and American Airlines, and through scientific research and storytelling, Al weaves together a compelling and practical case for a new way of looking at organizational change that is sure to reset leaders’ mindsets about change and set them up for success.
The Changing Future of Travel
If there’s one industry that sees greater change than any other—while changing how we see the world—it’s the travel industry. Al Comeaux is (likely) the only person in the world who has served as an executive at a travel supplier (American Airlines), travel agent (Travelocity), travel distributor (Sabre), travel technology provider (Sabre), and a manufacturer serving the travel industry (GE Aviation). He launched the oneworld alliance and disrupted the century-old travel agency business, among other achievements.
This gives him a unique view of the industry. Having seen from different angles how the industry has responded and changed as a result of numerous threats (wars, terrorism, pandemics, technology like the internet), he has a unique outlook on the short and long views of the industry. He’s also an avid and passionate traveler, having visited some 45 countries on six continents, so he also keeps up on the latest ins-and-outs of what travelers can expect as things change.
As the travel industry now looks to recover from the global COVID pandemic, Comeaux offers a well-informed and engaging look at the future of travel, and how it ties to the future of work as well as the future of our lives.
Leading Change During an Inflection Point
Principled: Bringing Heart to Drive Business Results
How do we as leaders get our people to drive fundamentally better business results than our competitors’ people? There is no silver bullet: Doing it requires us to pull many levers to affect the brain’s rational and emotional processors. We’re great at developing rational explanations for things, but neuroscience makes clear that emotion plays just as big a role. In this keynote, Al brings his 30 years in-seat as an executive at renown companies such as GE, Travelocity and American Airlines, to reach fellow executives on a different level and teach them how to appeal to our people’s hearts to drive better results. With stories that touch the brain and the heart, and with research from management, neuroscience, and social science, Al explains the importance of heart and the principles we must live and work by if we want motivated people who will consistently outperform.
Think Anew: Think Differently to Drive Change
Executives tend to focus on tactical excellence during change. Project management. Finance-related decisions. Technology choices. These things are important. But most change efforts fail. In this engaging keynote, Al brings his 30+ years in-seat as a corporate executive at noted companies such as American Airlines, GE and Travelocity, plus more than two decades researching successful and unsuccessful change initiatives to put our focus as executives on the one thing he’s found will beat us at change: our people. If our people don’t change, our organization doesn’t change. And our people don’t have to change. With that in mind, Al breaks out five different types of people and how we have to think about them during change. And he explains how the most important work we do is before we execute, by getting our people primed for the change. Because—as he’s seen from living, leading, and researching change—all the king’s project management and all the king’s technology prowess won’t buy us much if our people don’t want to change.