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Andrew has held two of the most sensitive and respected leadership roles in British public life. He ended a 30-year career in national security and intelligence by heading MI5, after which he served as Lord Chamberlain, the non-executive Chair and de facto head of the Royal Household. He explores the pressures of leadership, the tough decisions, and importantly, the importance of building a diverse, open team with accountable, values-driven leaders and shared, clear goals and purpose.
Lord Parker has served in two of the most sensitive, complex and respected leadership roles in British public life. A three-decade long career at MI5 saw him become Director General for seven years, after which he was appointed Lord Chamberlain, the non-executive Chair and de facto head of the Royal Household.
After rising through the ranks of the Security Service, including time as MI5’s Counter Terrorism Director, Andrew became Deputy Director General and then Director General of the service. His time in charge was marked by a focus on operational excellence, developing closer domestic and international partnerships, and modernising MI5’s working methods, particularly in response to rapid advances in technology. Whilst leading through crises and pressures, he consistently strengthened the Service’s mission-based drive, founded on clear, shared values and goals, and a determined commitment to practical inclusion. As a leader, he placed an emphasis on trust, accountability, honesty and integrity throughout, and on putting purpose and collaboration ahead of individual agendas. As Director General he also sought to directly balance security with accountability and building public trust, briefing and advising Prime Ministers, Home Secretaries, and Government boards and committees, including the National Security Council.
After becoming a Crossbench Peer, Andrew joined the Royal Household as Lord Chamberlain, a role with a 600 year history. The Sovereign’s most senior official, he balanced respecting and preserving an institution steeped in tradition and ceremony with making it suitable for, and more reflective of, the modern world. As such, he introduced a series of organisational changes and strategies around inclusion and diversity, governance, purpose and culture. In an operational context, Andrew oversaw the Royal Household’s delivery of historic events with global significance and scrutiny - the funerals of Prince Philip and of Queen Elizabeth II, the accession of King Charles III, and the Coronation of King Charles III and Queen Camilla. He also led the Household out of the Covid-19 restrictions, and steered it into a new reign and a new era with new priorities.
Andrew’s belief is that showing exemplary leadership and adherence to core values day-to-day is the best way to prepare for a crisis and navigate future difficulties. When challenges inevitably come your way, the best leaders and organisations look outwards rather than choosing insularity and closing ranks. He reflects on the necessity of building excellent teams, and how leaders need to resist confusing the importance of their role with their own ego. He also looks at the necessity of understanding diversity, and that the goal is not for homogeneity but for the understanding and respect for difference that releases the real value of mixed teams.
Away from public service, Andrew is a non-executive director at Babcock International, and is a member of the advisory board of data security firm Telicent. He is a Distinguished Fellow of the Royal United Services Institute, a Visiting Professor at Northumbria University, and has an extensive record of leadership coaching and mentoring.
