Forretningsstrategi og vækst speakers

Why organisations work with Thomas Barta He shows organisations where their next growth comes from and, just as importantly, how to get risk-averse teams to actually pursue it. His McKinsey work training over a thousand internal leaders on driving change without formal authority is the engine of his method: growth needs people who can move an organisation they do not control. The behaviours he teaches are drawn from the largest dataset of its kind, more than 68,000 leadership assessments of what separates leaders who shift company performance from those who do not. His McGraw-Hill book with Patrick Barwise of London Business School, The 12 Powers of a Marketing Leader, gives the work a research spine rather than another opinion on growth. As leadership dean of the McKinsey and Marketing Academy CMO Fellowship, he prepares senior leaders for the step up to running a business, which keeps his view of growth leadership current. Biography highlights Former partner, McKinsey & Company; advised more than two dozen Fortune 500 organisations across 14 industries and 45 countries. Co-author with Patrick Barwise of The 12 Powers of a Marketing Leader (McGraw-Hill). CEO, Marketing Leadership Institute; founder of the Marketing Leadership Masterclass. Leadership dean, CMO Fellowship, run by The Marketing Academy with McKinsey. Honorary Fellow of The Marketing Society. Contributor to Forbes, Marketing Week, Nikkei and the Adobe blog; speaker at events for Adobe, Google, IBM, SAP, Oracle, Amazon and the Financial Times. Biography Most large organisations are structured to protect what already works. That is exactly why so many of them miss the next wave: over half the Fortune 500 from the year 2000, Kodak and Nokia among them, no longer exist. Thomas Barta’s work addresses the gap between the people who can see a growth opportunity and the far smaller number who can move an organisation to back it. His method rests on the largest study of its kind. Built on more than 68,000 leadership assessments, conducted with Patrick Barwise of London Business School, it identified the behaviours that separate leaders who shift their company’s trajectory from those who do not. That research became The 12 Powers of a Marketing Leader, published by McGraw-Hill. The behavioural engine came earlier, at McKinsey. As a partner he led growth transformations across 14 industries in 45 countries for more than two dozen Fortune 500 organisations. He was also dean of the firm’s highest-rated internal programme, where he trained over a thousand leaders on one problem: how to drive change when you have responsibility without formal authority. That is the daily reality of anyone trying to start something new inside a large company. He runs the Marketing Leadership Institute, serves as long-standing leadership dean of the McKinsey and Marketing Academy CMO Fellowship, and is an Honorary Fellow of The Marketing Society. An MBA from London Business School sits alongside a Master’s in Organisational Psychology from INSEAD, which is why his keynotes work less as strategy lectures and more as a practical account of how growth actually gets started, championed, and funded inside organisations that would rather play safe. Key speaking topics Finding and acting on new sources of growth Growth leadership and organisational entrepreneurship Driving change without formal authority Why incumbents lose relevance and how to stop it Customer-led growth Marketing leadership and CMO effectiveness Ideal for Executive teams looking for their next source of growth, not just defending the core CEOs and CGOs who want growth owned across the business rather than parked in one function CMOs and senior marketers stepping up to broader commercial and board-level roles Senior leadership offsites and growth or innovation programmes at large organisations Audience outcomes A clear method for spotting growth opportunities their organisation is currently structured to miss. A practical way to get peers and senior leaders to back a growth bet when the lever sits outside your control. The behaviours that research links to leaders who move company performance, not just manage their remit. A read on how to create permission for sensible risk so good ideas stop dying in committee.

Why organisations work with Abishur Prakash He defined the geopolitics-of-technology field early and keeps naming what comes next. His 2016 book Next Geopolitics set out a scenario framework for state competition over AI and robotics that boards are now living through. His latest, The Great Fracturing, maps the broken order they operate in today. He gives executives a working vocabulary for the new operating environment. Concepts he coined, including Vertical Globalization, Geopolitics of AI and Business Iron Curtain, name dynamics that buyers can otherwise only describe in fragments. His work at the Center for Innovating the Future has been cited by the World Economic Forum, Brookings, the Foreign Policy Research Institute, and the UAE Ministry of Foreign Affairs, signalling that policymakers and corporates draw on the same analysis. He briefs in two registers. He has testified to the Senate of Canada and writes regularly in CNBC, Nikkei Asia, BBC, Politico, Fortune and the WSJ, so he is fluent with both heads of state and operating executives. He runs an advisory firm, The Geopolitical Business, that is built specifically for corporate decision-makers, not academic audiences. The reading frame is always: what does this mean for your next investment, supplier, market or product launch. Biography highlights Founder and CEO of The Geopolitical Business, a Toronto-based advisory firm. Author of six books, including his latest, The Great Fracturing: How Geopolitics Is Breaking the World (2026), The World Is Vertical, and Next Geopolitics Volumes One and Two. Former geopolitical futurist at the Center for Innovating the Future; represented CIF in testimony to the Senate of Canada in 2017. Work cited by the World Economic Forum, Brookings Institution, Foreign Policy Research Institute, and the UAE Ministry of Foreign Affairs. Bylines and commentary in CNN, BBC, CNBC, WSJ, Nikkei Asia, Reuters, Politico, Fortune, The Telegraph, Scientific American and SCMP. Coined frameworks now used in corporate strategy discussions: Next Geopolitics, Vertical Globalization, Geopolitics of AI, Business Iron Curtain. Biography The intersection of state power and corporate strategy is where most boardroom assumptions are now breaking. Export controls on chips, sanctions regimes that shift quarterly, severed supply corridors and AI rivalry between Washington and Beijing are no longer macro context. They sit on the operating P&L. Abishur Prakash has been mapping this terrain since 2013, when he first set out the case that geopolitics and technology had become a single field. Six books built that argument in stages. Next Geopolitics Volumes One and Two used scenario-based chapters to show how AI, robotics and biotech would force governments and companies into new postures. Go.AI examined the state-level race for artificial intelligence advantage. The Age of Killer Robots looked at autonomy in defence. The World Is Vertical: How Technology Is Remaking Globalization argued that the flat, integrated world of the 1990s and 2000s is being replaced by a layered, segmented one in which corporates choose blocs rather than markets. His latest book, The Great Fracturing: How Geopolitics Is Breaking the World, widens the lens from technology to the whole order. It traces how trade, ideology, connectivity and alliances are breaking into rival systems, reshaping everything from capital flows to how AI is deployed. His vantage point is built on both policy and corporate exposure. As a futurist at the Center for Innovating the Future, his work was cited by the World Economic Forum, Brookings and the UAE foreign ministry, and he testified to the Senate of Canada in 2017. He now runs The Geopolitical Business, a firm built to convert that analysis into decisions for executives, central banks and investors. His commentary appears regularly in CNBC, BBC, Nikkei Asia, the WSJ, Politico and Fortune. What boards take from him is not a worldview, but a working method. Concepts he coined, Vertical Globalization, Geopolitics of AI, Business Iron Curtain, give leadership teams a vocabulary for things they were already feeling on supply, capital and market access. The output is concrete: which corridors are closing, which blocs are forming, where the next sanction or subsidy is likely to land, and what that means for the next investment cycle. Key speaking topics Geopolitics of technology and AI US-China strategic and technology competition Vertical Globalization and the end of flat-world supply chains Sanctions, export controls and the Business Iron Curtain Scenario planning for boards and investors Long-range geopolitical foresight Bloc formation and the future of trade corridors The fracturing of the global order Ideal for Boards, CEOs and CSOs setting strategy across multiple geopolitical blocs CFOs and treasury leaders running capital allocation under sanctions and currency volatility Heads of supply chain, procurement and manufacturing footprint Investors, central banks and policy leaders responsible for long-horizon risk Audience outcomes A clearer reading of how state-level technology rivalry is reshaping their specific industry Named frameworks for describing geopolitical change inside their own strategy process Sharper questions for the next board, investment committee or supply review A view of which corridors, blocs and choke points to watch over the coming cycle Confidence to act on geopolitical risk before it becomes a balance-sheet event

Why organisations work with Adam Braun He is a working CEO, not a retired one. Clarasight’s carbon planning software is in active commercial deployment with clients representing over $1 trillion in market capitalisation, so his content reflects current operating reality. He has built three organisations across three categories: a nonprofit started with $25 that grew to hundreds of schools globally, a venture-backed education startup acquired by WeWork, and a B2B sustainability platform. The pattern recognition across founder modes is rare. His “Build For Where The World Is Headed” framework gives leaders a teachable structure for anticipating change and committing capital before consensus forms, rather than another model for reacting after the fact. His Pencils of Promise origin story translates cleanly into a corporate room. Audiences leave with a specific argument about how individual conviction scales into institutional outcomes, evidenced by a real organisation, not an analogy. He pairs commercial credibility with a published, bestselling book on purpose-driven leadership, which means leadership development and culture briefs can be served by the same speaker without a register switch. Biography highlights CEO and Co-Founder of Clarasight, carbon planning and intelligence software, formerly Climate Club Founder and Chairman of Pencils of Promise, a nonprofit started with $25 that has built schools across Ghana, Guatemala, Laos and Nicaragua Co-Founder and CEO of MissionU, acquired by WeWork in 2018; subsequently served as a senior executive in the WeGrow business New York Times and Wall Street Journal bestselling author of The Promise of a Pencil, Simon & Schuster Selected by the World Economic Forum as one of the original ten Global Shapers; named to Business Insider 40 Under 40 and Wired’s “50 People Who Are Changing the World” Brown University graduate; began his career at Bain & Company Biography The hard part of strategy is not seeing change. It is committing capital and people before the change is obvious to competitors. Most operating cultures are built to do the opposite. Adam Braun has spent his career sitting in that gap as a founder. Pencils of Promise began with $25 and grew into a nonprofit operating schools across Ghana, Guatemala, Laos and Nicaragua. MissionU, the income-share-agreement college alternative he co-founded, was acquired by WeWork in 2018, where he then served as a senior executive in the WeGrow business. Clarasight, his current company, sells carbon planning software into enterprise clients representing more than $1 trillion in market value. That arc gives him an unusual operating vocabulary. He has launched a category from zero capital, raised venture funding and exited through acquisition, and is now running a B2B SaaS business in a buyer-relevant category. The framework he teaches, “Build For Where The World Is Headed,” is the synthesis of those three founder modes into a structure leaders can use to evaluate where to deploy effort before the market rewards it. His book The Promise of a Pencil, a New York Times and Wall Street Journal bestseller published by Simon & Schuster, gives the same argument a leadership-development register. He was an original World Economic Forum Global Shaper, has been named to Business Insider 40 Under 40 and Wired’s “50 People Who Are Changing the World,” and built his early career at Bain & Company after graduating from Brown. Key speaking topics Entrepreneurship and founder leadership Building organisations for future operating conditions Innovation under uncertainty Corporate sustainability as commercial advantage Purpose-driven business strategy Social entrepreneurship and scaled impact Ideal for Founders, CEOs and executive committees setting growth or transformation agendas Heads of strategy, innovation and sustainability shaping medium-term capital decisions Leadership development programmes for high-potential operators and emerging executives Conferences focused on entrepreneurship, scale-up leadership, or corporate climate strategy Audience outcomes A working framework for committing to direction before market consensus forms A founder’s view of how scaled impact actually compounds, drawn from three different ventures A practical read on where corporate sustainability becomes commercial advantage rather than reporting overhead A renewed argument for individual agency inside large organisations, evidenced rather than asserted

Why organisations work with Adam Morgan Morgan coined the challenger brand concept in a named, commercially researched framework – the eight challenger credos in Eating the Big Fish – giving organisations a specific strategic vocabulary that has been in active use across global marketing for over two decades. His most recent research project, The Extraordinary Cost of Dull, quantifies in IPA-backed data what strategic sameness actually costs a business: dull communications require up to 2.6× the media spend of interesting ones to generate the same commercial result – a figure that reframes brand strategy as a finance conversation. Where most brand strategists stop at positioning, Morgan extends the argument to internal culture: The Pirate Inside addresses the behavioural and organisational conditions needed to sustain a challenger strategy over time. A Beautiful Constraint gives leadership teams a practical method for treating budgetary and structural limitations as strategic inputs rather than blockers – directly applicable to any growth brief operating under resource pressure. His work sits at the junction of brand strategy, marketing effectiveness, and organisational behaviour – a combination that is unusually rare in a single practitioner. Biography highlights Founder and Chair of eatbigfish, the international challenger brand consultancy Author of Eating the Big Fish (Wiley, 1999; 2nd ed. 2009) – international bestseller, translated into eight languages; coined the term “challenger brand” Author of The Pirate Inside (Wiley, 2004) and co-author of A Beautiful Constraint (2015, with Mark Barden) Former Joint European Planning Director, TBWA\Chiat\Day; TBWA clients included Apple, Absolut, and Sony PlayStation Co-creator of The Extraordinary Cost of Dull – multi-partner research with Peter Field, System1, the IPA, and Dr Karen Nelson-Field Speaker at Cannes Lions International Festival of Creativity 2023 and 2024 Host of the Let’s Make This More Interesting podcast (eatbigfish) Consultancy clients have included IKEA, Unilever, Lexus, and PepsiCo Biography Adam Morgan spent the formative years of his career at TBWA\Chiat\Day, the agency behind Apple’s relaunch, Absolut, and Sony PlayStation. When he left to found eatbigfish in 1997, his question was specific: how do brands with fewer resources than the market leader compete – and win? Eating the Big Fish, published in 1999, answered that question with a named framework: eight challenger credos drawn from research into forty brands that had grown rapidly against dominant incumbents. The book introduced the term “challenger brand” to a global marketing audience, became an international bestseller in eight languages, and established a body of research – The Challenger Project – that has continued to evolve through four further books and three decades of consultancy work. The most recent extension of that work is The Extraordinary Cost of Dull, a research collaboration with Peter Field, System1, the IPA, and Dr Karen Nelson-Field. Analysing IPA Effectiveness Databank data, the project quantifies what strategic sameness costs organisations at the P&L level: brands running dull communications need up to 2.6 times the media investment of those running interesting ones to achieve equivalent commercial returns. The finding moves brand strategy from a marketing conversation into a boardroom one. What makes Morgan’s perspective directly useful to senior leaders is the consistency of the underlying argument across all three registers – strategy (Eating the Big Fish), culture (The Pirate Inside), and resource constraint (A Beautiful Constraint). The thesis is the same in each case: ambition and specificity of point of view are not optional extras for challengers. They are the mechanism. Key speaking topics Challenger brand strategy Differentiation and market positioning Growth under resource constraint The commercial cost of strategic sameness Brand culture and internal challenger behaviour Marketing effectiveness and creative impact Constraint as competitive advantage Ideal for CMOs and marketing leadership teams responsible for brand growth and differentiation CEOs and strategy directors in organisations competing against dominant category incumbents CFOs and senior leadership teams seeking to connect brand investment to commercial return Brand and innovation teams operating under budget or resource pressure Audience outcomes A working definition of challenger strategy – and a clear way to assess whether it applies to their organisation’s current position Familiarity with the eight challenger credos as a practical diagnostic and planning tool A data-backed understanding of what strategic sameness costs in media spend terms, and how to use that argument internally A framework for identifying where organisational constraints can be reframed as strategic advantages rather than blockers Specific behavioural markers of a challenger culture – and how to diagnose whether their organisation has them

Why organisations work with Adrian Joseph He has run an AI and data function of roughly 1,600 people inside a FTSE 100 company, so his advice to boards reflects what it takes to deliver at that scale, not what a strategy deck suggests. He sits on the boards of Direct Line, Allwyn and Great Ormond Street Hospital, giving him a current view of how AI lands in insurance, gaming and healthcare rather than a single-sector perspective. As an Expert Member of the UK AI Council he contributed to the National AI Strategy, so he reads regulation and policy as someone who has been inside the room, not as an outside observer. He holds an OBE for services to equality and diversity in business and was named the UK’s most influential minority ethnic technology leader by the Financial Times and Inclusive Boards, which sharpens his credibility on the workforce side of AI transformation. His career path through Google, EY and BT gives audiences a rare triangulation: the hyperscaler view of what the technology can do, the consulting view of how to sell change internally, and the operator view of what actually breaks. Biography highlights Former Chief Data and AI Officer, BT Group, leading approximately 1,600 data and AI professionals. Former Senior Partner and Head of UK Data and Analytics for Financial Services at EY. Over ten years in senior leadership roles at Google across cloud, digital and data science. Non-Executive Director at Direct Line Insurance Group, Allwyn UK and Great Ormond Street Hospital NHS Foundation Trust. Expert Member of the UK Government’s AI Council and former Non-Executive Director at the Home Office. OBE for services to equality and diversity in business; named the UK’s most influential BAME technology leader by the Financial Times and Inclusive Boards. Biography Running an AI and data function of 1,600 people inside BT Group taught Adrian Joseph OBE what most board conversations about AI miss. The commercial case is not won in the model. It is won in the operating model, the talent pipeline and the patience of the leadership team to let value compound. That operator’s view is what he brings into the room. Before BT, he spent over a decade at Google in senior cloud, digital and data science roles, then led the UK Data and Analytics practice for Financial Services at EY as a Senior Partner. The path gives him three lenses on the same problem. Hyperscalers built the infrastructure. Consultancies sold the transformation story. Incumbents have to actually run the thing in production under regulatory scrutiny. He currently holds non-executive director roles at Direct Line Insurance Group, Allwyn UK, the National Lottery operator, and Great Ormond Street Hospital for Children NHS Foundation Trust, and sits on the Technology Advisory Board at NatWest Group. As an Expert Member of the UK Government’s AI Council he contributed to the National AI Strategy, and served as a Non-Executive Director at the Home Office from 2015 to 2020. He was awarded an OBE in the 2019 New Year’s Honours for services to equality and diversity in business, and the Financial Times and Inclusive Boards named him the UK’s most influential Black, Asian and ethnic minority technology leader. That recognition is not decoration on the CV. It sharpens his argument that the AI advantage large organisations seek is inseparable from who they let build and govern the systems. Key speaking topics Enterprise AI strategy and commercial return Responsible AI and governance Data and AI operating models at scale Digital and cloud transformation in regulated industries AI policy and the National AI Strategy Diversity and inclusion in technology leadership Board-level oversight of AI risk Ideal for CEOs, CFOs and boards under pressure to show commercial return from AI and data spend Chief Data Officers, CIOs and CTOs building or restructuring AI and data functions Financial services, insurance, healthcare and public sector leaders navigating AI in regulated environments CHROs and transformation leads addressing the talent and inclusion dimension of AI adoption Audience outcomes A sharper line between AI activity that produces commercial return and AI activity that produces slides A realistic view of what an AI and data operating model looks like at enterprise scale, from someone who ran one Current reading of UK AI policy and regulation from inside the AI Council and National AI Strategy work Practical signals for boards on where to probe AI risk, governance and delivery maturity Language for connecting AI capability to workforce, talent and inclusion strategy

Why organisations work with Aimee Connolly She has grown a cosmetics brand from one product to more than 100, and from a founder-led startup to around EUR 32.6 million in revenue in 2024 without external investment, giving her a concrete view on capital discipline most consumer founders do not have. She has worked every stage of modern beauty distribution in person: independent pharmacies, Boots, Brown Thomas, Dunnes Stores, Selfridges, airport retail, direct-to-consumer and standalone stores in Kildare Village, Belfast and London. Her team has scaled from her alone to more than 100 staff across Ireland and the UK, which makes her credible on the operational and cultural shifts a founder has to make to stop being the bottleneck. She is preparing a US launch for Q4 2026 and speaks openly about how AI is being used inside the business to lift productivity and support that expansion, which is unusually specific for a consumer-brand founder. Her awards are from credible named bodies (EY Entrepreneur of the Year Ireland 2021 in the Emerging category, IMAGE PwC Businesswoman of the Year 2025, UCD Alumni Award in Business 2025), so her authority does not rest on a single category or year. Biography highlights Founder and CEO, Sculpted by Aimee; founded the business at age 23 while finishing her degree. Scaled the brand to EUR 32.6 million in 2024 revenue, 47% year-on-year growth, with more than 100 staff and over 500 stockists across Ireland, the UK and the Middle East. Retail footprint includes Boots, Brown Thomas, Dunnes Stores and Selfridges, plus own-brand stores in Kildare Village, Belfast and London. EY Entrepreneur of the Year Ireland 2021, Emerging category. IMAGE PwC Businesswoman of the Year 2025; Young Businesswoman of the Year 2022; Business and Finance Elevation Award 2024. University College Dublin Alumni Award in Business 2025; BComm International (first-class honours), UCD. Founder of Sculpted: The Academy, a professional training business for makeup artists. Biography Sculpted by Aimee did not exist in 2016. By 2024 it was turning over EUR 32.6 million, growing 47% year on year, and sitting on shelves in Boots, Brown Thomas, Dunnes Stores and Selfridges. It got there without outside investors. That single fact changes the conversation about what a bootstrapped consumer brand can realistically do inside a category dominated by multinationals. Aimee Connolly built the business at 23, while finishing a first-class BComm International at University College Dublin. The first product was a three-pan sculpting palette, which is where the name came from. The range is now past 100 SKUs, the team past 100 people, and the retail footprint covers Ireland, the UK and the Middle East, with own-brand stores in Kildare Village, Belfast and London and a US launch planned for the fourth quarter of 2026. Her credibility on growth is not theoretical. She has lived each transition that breaks most consumer founders: from practitioner to operator, from single-market to multi-market, from independent stockists to listings with Boots and Selfridges, from founder-led decisions to a structured team. She has been named EY Entrepreneur of the Year Ireland in the Emerging category, IMAGE PwC Businesswoman of the Year 2025, and received the University College Dublin Alumni Award in Business 2025. What she brings into a room is unusually specific for a consumer founder: the mechanics of self-funded scaling, retail buyer relationships, product discipline under rapid range expansion, and, more recently, how AI is being embedded inside the business to support the US move. She is the operator buyers want when the brief is how to grow without losing the brand, and without giving it away. Key speaking topics Scaling a self-funded consumer brand Founder to CEO transition Retail and omnichannel strategy in beauty Direct-to-consumer and e-commerce growth International market entry AI in operations and brand building Building and retaining a high-growth team Ideal for Founders and CEOs of consumer and beauty brands preparing for a step-change in scale. Retail, buying and category leadership teams looking at how challenger brands are winning shelf space. Women’s leadership and entrepreneurship programmes in large corporates. Marketing and e-commerce leadership teams in founder-led or founder-adjacent businesses. Audience outcomes A concrete sense of what self-funded scaling actually demands, from working capital to retail terms. A clearer view of the decisions that break founders at the EUR 10 million to EUR 50 million transition. Practical perspective on how a challenger brand gets and keeps listings at Boots, Brown Thomas and Selfridges. A grounded read on where AI is genuinely moving the needle in a consumer business today. Renewed confidence in the case for patient, brand-led growth over capital-heavy expansion.

Why organisations work with Albert Read He ran Conde Nast Britain through the most disruptive decade in publishing, taking titles such as Vogue, GQ and Wired through a shift from print to multi-platform commerce. The lessons translate directly for any business whose product was built for an earlier distribution model. His book The Imagination Muscle (Hachette, 2023) makes a specific argument: imagination is a faculty that can be trained, measured against output, and embedded in how teams work. It gives a leadership audience something more useful than a creativity pep talk. He built and launched Conde Nast operations in China, India and the UAE, which gives him concrete experience of exporting a creative business into new commercial and regulatory environments. As a Senior Advisor to the Milken Institute and External Advisor to Bain and Company, he is engaged by serious institutions for strategic counsel, not as a celebrity author. He is the rare speaker on creativity who has actually carried operating P and L responsibility for creative businesses at scale, which makes the argument credible in a CEO or board setting. Biography highlights Managing Director, Conde Nast Britain, 2017 to 2024. Oversaw British Vogue, GQ, Wired UK, Vanity Fair, Tatler, Conde Nast Traveller, Glamour, House and Garden and World of Interiors. Executive Chairman, The Evening Standard, from September 2024. Author, The Imagination Muscle: Where Good Ideas Come From (Hachette, 2023). Senior Advisor, Milken Institute. External Advisor, Bain and Company. Launched Wired UK in 2009 and led Conde Nast market launches in China, India and the UAE. Classics, New College, Oxford. MBA, INSEAD. Contributor to The Spectator, The Telegraph and The Times of London. Biography For most of the past two decades, the question facing legacy media businesses has been the same one now reaching every other industry. The product was designed for one distribution model, the audience moved to another, and the response cannot be a slower version of what already exists. Albert Read spent twenty-five years at Conde Nast inside that question, and as Managing Director of Conde Nast Britain from 2017 to 2024 he was the executive accountable for the answer across British Vogue, GQ, Wired, Vanity Fair, Tatler, Conde Nast Traveller and the rest of the UK portfolio. His operating record covers the parts of reinvention that are easy to claim and hard to do. He launched Wired in the UK, took Conde Nast into new digital products, conferences, awards and education, and led the company’s market launches in China, India and the UAE. In September 2024 he was appointed Executive Chairman of The Evening Standard, taking on the title’s shift from daily to weekly. His book, The Imagination Muscle: Where Good Ideas Come From, published by Hachette in 2023, argues that imagination is not a temperament but a faculty that can be trained, exercised and built into how an organisation works. Spanning examples from cave painting to Steve Jobs, it gives senior leaders something more practical than the usual creativity literature: a way of thinking about creative output as a discipline that responds to environment, observation and routine. Read is a Senior Advisor to the Milken Institute and an External Advisor to Bain and Company. He read Classics at New College, Oxford, holds an MBA from INSEAD, and has written for The Spectator, The Telegraph and The Times of London. He is the son of the novelist Piers Paul Read and grandson of the art critic Sir Herbert Read, founder of the Institute of Contemporary Arts. Key speaking topics Creativity and imagination as commercial discipline Leadership through digital disruption in legacy businesses Brand reinvention at scale Human creativity in the age of artificial intelligence Entrepreneurial culture inside large organisations The new responsibilities of the modern leader Ideal for CEOs and executive teams in legacy businesses facing structural reinvention CMOs, brand and content leaders responsible for creative output at scale Innovation, R and D and strategy leaders building creative capability inside large organisations Boards and leadership offsites looking at the human counterweight to AI investment Audience outcomes A working definition of imagination as an organisational capability that can be developed, not a personality trait you either have or do not. Concrete examples from Conde Nast and beyond of how creative businesses survived and grew through digital disruption. A sharper view of where AI extends human creative capacity and where it crowds it out. Specific habits, environments and decisions that make teams more inventive without losing operational discipline.

Why organisations work with Albrecht Enders His Solvable framework – Frame, Explore, Decide – gives leadership teams a replicable method for complex decisions, not a diagnostic template. It addresses the two failure modes his research identifies most consistently: solving the wrong problem, and deciding without adequate stakeholder input. His academic work on discontinuous change, published in Administrative Science Quarterly and the Academy of Management Journal, explains why established firms with strong strategies still get disrupted – and what the firms that adapt successfully did differently. This gives his executive work a research foundation most strategy practitioners cannot draw on. His specific argument – that stakeholder engagement must be embedded throughout a decision process, not appended at the end – is a named, testable position that directly challenges how most senior teams structure their strategy work. He brings both sides of the strategy question: his IMD research and teaching work on how organisations should decide, and his consulting work with organisations including Siemens, Vodafone, Deutsche Bank, Novartis, and Thyssen Krupp on what that looks like under real operating conditions. Biography highlights Professor of Strategy and Innovation at IMD; former Dean of Programs and Innovation Co-author of Solvable: A Simple Solution to Complex Problems (Pearson, 2022), co-authored with Arnaud Chevallier; proposes the Frame, Explore, Decide methodology for complex problem-solving Research published in Administrative Science Quarterly, Academy of Management Journal, Academy of Management Review, and Research Policy Contributor to Harvard Business Review, MIT Sloan Management Review, and the Financial Times EFMD Excellence in Practice Gold Award (2014); Academy of Management BPS Division Glueck Best Paper Award (2011 and 2013) Co-director of IMD’s Complex Problem Solving and Transition to Business Leadership programs Former consultant, Boston Consulting Group (Cologne); board member, Agathon AG Biography The decisions that define an organisation’s direction are rarely the ones with clean answers. They involve competing stakeholder priorities, incomplete information, and environments that may not resemble anything the leadership team has navigated before. Albrecht Enders, Professor of Strategy and Innovation at IMD, has spent two decades studying why these decisions go wrong – and building the tools to improve them. His core argument is structural. Most leadership teams separate the act of deciding from the act of engaging the people who will be affected. They analyse, choose, then communicate. Enders’ research shows this sequence is both intellectually and politically costly: involving key stakeholders throughout a decision process produces better choices and creates the sense of fair process that drives implementation. His book Solvable (Pearson, 2022), co-authored with Arnaud Chevallier, translates this into a three-step method – Frame, Explore, Decide – designed to stop executive teams from jumping to solutions before they have properly defined the problem. His academic research, published in Administrative Science Quarterly, the Academy of Management Journal, and Research Policy, focuses on the specific question of how established firms respond to technological discontinuities. This work explains not just that incumbents struggle with disruptive change, but why the structural and behavioural conditions inside large organisations make poor responses predictable – and what distinguishes the firms that adapt. It gives his practitioner work an empirical foundation that strategy consulting alone does not provide. At IMD, Enders co-directs the Complex Problem Solving program and the Transition to Business Leadership program, and served as Dean of Programs and Innovation until 2020. Before joining IMD, he spent three years at the Boston Consulting Group in Cologne, working on strategy development and reorganisation across financial services, energy, and industrial goods. He sits on the board of Swiss precision toolmaker Agathon and is a founding member of the E4S (Enterprise for Society) executive committee, the sustainability initiative launched jointly by IMD, the University of Lausanne, HEC Lausanne, and EPFL. Key speaking topics Strategic decision-making processes Managing discontinuous and technological change Complex problem-solving frameworks Top-team strategy development Incumbent response to disruption Corporate strategy in uncertain environments Stakeholder engagement in strategic decisions Ideal for C-suite and executive leadership teams reviewing or rebuilding their strategy processes Chief Strategy Officers and corporate strategy functions navigating market discontinuities Senior leaders in established industries facing disruption from new technologies or entrants Executive education and leadership development programmes at board and senior management level Audience outcomes A structured understanding of where strategic decision-making processes typically break down – and the specific interventions that address each failure point Familiarity with the Frame, Explore, Decide methodology from Solvable and how to apply it to live organisational problems Insight into the research evidence on why incumbents underperform in discontinuous environments, and which organisational conditions predict better responses A reframed view of stakeholder engagement – not as communication management, but as an integral part of building a better decision Practical tools for structuring strategy conversations with senior teams that produce both better choices and greater commitment to implementation

Why organisations work with Alessandra Dabul A board chair and M&A lawyer who has spent three decades inside cross-border deals, so her ESG perspective lands as governance and diligence content, not as advocacy. President of the Board at Gavea Angels and board member at AmCham Brasil, giving her a working line of sight into how investors and corporates in Latin America are actually pricing ESG into capital decisions. Brings the rare combination of IBGC corporate governance certification with executive education in Sustainable Capitalism at UC Berkeley Law and Sustainable Business Strategy at Harvard Business School, applied to live private and public company boards. Speaks fluently in English and French to international audiences, with deep specificity on the Brazil and broader Latin American context that most global ESG speakers cover only thinly. Founding partner of two Brazilian firms focused on M&A and family business governance, which gives her credibility on succession, owner transitions, and the ESG questions that surface during ownership change. Biography highlights Founding partner of Pereira, Dabul Advogados and of RCA Governanca e Sucessoes, both Brazil-based firms. President of the Board at Gavea Angels, one of Brazil’s longest-standing angel investor networks. Board member at AmCham Brasil and member of Women Corporate Directors Brazil Chapter. Former director at Deloitte and senior manager at KPMG, with prior leadership at EY in southern Brazil. Masters and PhD in Economic Law and Social and Environmental Law; IBGC corporate governance certification. Executive education in Sustainable Capitalism and ESG at UC Berkeley Law, and in Sustainable Business Strategy at Harvard Business School. Biography Most boards in emerging markets are still treating ESG as a reporting exercise. The directors who have lived through cross-border M&A know the cost of that posture. Diligence opens up environmental liabilities, governance gaps, and labour exposures that were invisible in the management deck, and the deal repricing happens in the room. Alessandra Dabul has spent close to thirty years inside that room. She built her career advising European, North American, and Canadian corporates entering Brazil through acquisition, first as a director at Deloitte and senior manager at KPMG, with earlier leadership at EY, and now as founding partner of Pereira, Dabul Advogados and of RCA Governanca e Sucessoes. The second firm reflects the part of her practice focused on family business succession, where ownership transitions surface governance and ESG questions that cannot be deferred. Her board work runs in parallel. She is President of the Board at Gavea Angels, one of Brazil’s longest-standing angel investor networks, and a board member at AmCham Brasil. She holds IBGC corporate governance certification and has completed executive education in Sustainable Capitalism at UC Berkeley Law and Sustainable Business Strategy at Harvard Business School. The combination matters because the substance of ESG governance, as she frames it, is whether the board can defend a capital allocation, a deal, or a succession decision when it is questioned by an acquirer, a regulator, or a limited partner. That is the conversation she brings into the room: ESG as a discipline of decision, tested against the realities of M&A, board accountability, and investor capital in a Latin American market that does not yet have the regulatory scaffolding of Europe, but increasingly has the scrutiny. Key speaking topics ESG governance for boards and investment committees Sustainable business strategy in emerging markets Corporate governance and board effectiveness Cross-border M&A and post-acquisition integration in Latin America Family business succession and ownership transitions Angel investment and early-stage capital in Brazil Ideal for Boards and audit committees of multinationals with Brazilian or Latin American operations Chief sustainability officers and general counsel managing ESG diligence and reporting Private equity, venture capital, and angel investor networks pricing ESG into deal flow Family business owners and family office leadership facing succession or governance reform Audience outcomes A clearer view of the specific ESG questions that surface in cross-border M&A diligence, and how to answer them at board level. A working framework for distinguishing ESG narrative from ESG governance, with examples from Brazilian and Latin American board practice. Practical reference points on how angel investor networks and corporate boards are integrating ESG into capital decisions today. A grounded perspective on family business succession, including where ownership transitions create governance risk.

Why organisations work with Alessandro Lanteri The CLEVER Framework and the Innovation Pyramid are named, peer-reviewed tools – not proprietary consulting models – giving leadership teams a shared analytical language for strategy in technology-disrupted markets that can be used well beyond the event itself. His PhD in Philosophy and Economics from Erasmus University Rotterdam brings disciplinary rigour to AI ethics and strategic decision-making that management-trained advisors rarely provide; his arguments sit at the intersection of decision theory, ethics, and competitive strategy – a combination that is demonstrably scarce in this speaker category. Two commercially published books – CLEVER (Amazon #1 bestseller in Italy and the UK) and Innovating with Impact (The Economist Books, 2023) – confirm that his frameworks have been validated by mainstream leadership audiences, not just academic peer reviewers. Teaching engagements at Saïd Business School (Oxford), London Business School, and ESCP mean his content has been stress-tested against senior executive cohorts in multiple institutional contexts before it reaches the conference stage. His TEDx talk “Why Driverless Cars Need Philosophers” – over 200,000 views – demonstrates an ability to make the ethics and competitive logic of emerging technology land with audiences who are not technical specialists, which is precisely the audience most organisations need to bring along. Biography highlights Full Professor of Strategy and Innovation, ESCP Business School (Turin campus) Author of the CLEVER Framework (CLEVER: The Six Strategic Drivers for the Fourth Industrial Revolution, Amazon #1 bestseller in Italy and the UK) and the Innovation Pyramid (Innovating with Impact, The Economist Books, 2023, with Ted Ladd) Contributing writer to Harvard Business Review, MIT Technology Review, World Economic Forum Agenda, and Forbes TEDx speaker – “Why Driverless Cars Need Philosophers” (TEDxHultAshridge), over 200,000 views Executive education faculty, Saïd Business School (University of Oxford) and London Business School PhD in Philosophy and Economics, Erasmus University Rotterdam; MSc in Economics, Bocconi University Biography The gap between technology adoption and competitive strategy is one of the most consistent failure points in corporate innovation – organisations make significant investments in AI, digital platforms, and emerging technologies without the strategic architecture to turn those investments into competitive position. Alessandro Lanteri’s body of work is a direct response to that problem. Lanteri is Full Professor of Strategy and Innovation at ESCP Business School, where his research and teaching focus on how organisations compete in environments shaped by technological disruption. He also contributes to executive education at Saïd Business School (University of Oxford) and London Business School. His PhD in Philosophy and Economics from Erasmus University Rotterdam gives his strategic frameworks an analytical foundation that is uncommon in management education – his thinking on AI ethics, decision-making under uncertainty, and competitive logic draws on disciplines that sit well outside the standard strategy canon. His two books give organisations structured tools for navigating this terrain. CLEVER: The Six Strategic Drivers for the Fourth Industrial Revolution, an Amazon #1 bestseller in Italy and the UK, identifies the deep forces reshaping competitive advantage in technology-driven markets and provides a diagnostic framework for leadership response. Innovating with Impact – co-authored with Ted Ladd and published in the Economist Edge series – introduces the Innovation Pyramid, a model that sequences the cultural foundations, methods, and strategic themes organisations need to move from isolated innovation experiments to systematic, measurable impact. His practitioner writing appears in Harvard Business Review, MIT Technology Review, the World Economic Forum Agenda, and Forbes. A TEDx talk on the ethics and strategic implications of autonomous AI decision-making has been viewed over 200,000 times – evidence of an unusual capacity to make complex arguments about technology and strategy accessible to the leadership audiences that most need to hear them. Key speaking topics Innovation strategy and competitive advantage The CLEVER Framework and the Fourth Industrial Revolution Artificial intelligence and business strategy The Innovation Pyramid: from innovation experiments to strategic impact Digital transformation and emerging technologies AI ethics and responsible technology adoption in organisations Strategic foresight and scenario planning in uncertain markets Ideal for Strategy directors and C-suite leaders defining competitive positioning in technology-disrupted markets Corporate innovation and digital transformation leads Executive education cohorts at business schools and senior leadership development programmes Boards reviewing innovation governance and technology investment strategy Audience outcomes A named, structured framework (CLEVER) for diagnosing how AI, digital platforms, and emerging technologies affect their specific competitive environment A step-by-step model (the Innovation Pyramid) for building the organisational cultures, processes, and strategic themes needed for consistent, high-impact innovation Clarity on which technology investments are likely to yield strategic advantage – and the diagnostic tools to distinguish those from investments that produce activity without impact A framework for approaching AI and digital transformation through a competitive strategy lens, rather than a purely technical one Practical methods for aligning innovation activity with long-term strategic positioning

Why organisations work with Alex Brummer Five decades of front-line financial reporting, from the 1976 sterling crisis to the 2008 banking collapse to the post-Brexit settlement, give audiences a working memory of how financial crises actually unfold. A named position of record. As City Editor of the Daily Mail he writes the paper’s daily view on business, markets and the economy, which means organisations get an author whose arguments are already in public circulation. Book-length theses backed by serious publishers. Bad Banks on financial system fragility and The Great British Reboot (Yale University Press, 2020) on UK economic strategy give audiences a coherent argument, not a survey. Specific expertise on pensions and long-term savings, the subject of The Great Pensions Robbery, which matters to any organisation running a material defined benefit liability or rethinking retirement provision. Award weight from credible bodies: Wincott Senior Financial Journalist of the Year, British Press Awards Financial Journalist of the Year, Overseas Press Club of New York for US coverage. Biography highlights City Editor of the Daily Mail since May 2000, writing the paper’s daily commentary on business, markets and the economy. 26 years at The Guardian in senior roles including US Financial and Washington Correspondent, Financial Editor, Foreign Editor and Associate Editor. Author of seven books including The Great British Reboot (Yale University Press, 2020), Bad Banks (2014), Britain for Sale (2012) and The Great Pensions Robbery (2011). Wincott Prize for Senior Financial Journalist of the Year (2001); British Press Awards Financial Journalist of the Year (1999); Overseas Press Club of New York (1989). Honorary Doctor of the University, University of Bradford (2014). Columnist for New Statesman; contributor to The Spectator and Jewish Chronicle; chair of the Jewish News editorial board. Biography The 1976 sterling crisis, the 2008 banking collapse and the post-Brexit argument over UK industrial strategy have one thing in common. The same journalist covered them from inside a working newsroom, in real time, for a general reader. Since May 2000, that newsroom has been the Daily Mail, where Alex Brummer is City Editor. The role means writing the paper’s daily view on business, markets and the economy, turning movement in the FTSE, the Bank of England and global capital markets into a clear argument rather than a data dump. Before that he spent 26 years at The Guardian, including ten years as US Financial and Washington Correspondent covering three presidential elections, then Financial Editor, Foreign Editor and Associate Editor. The books map the territory he speaks from. Bad Banks (2014) traced the post-2008 banking system’s unresolved fragility. Britain for Sale (2012) set out the costs of foreign ownership of British industrial assets. The Great Pensions Robbery (2011) examined the unwinding of UK retirement provision. The Great British Reboot, published by Yale University Press in 2020, argues how the UK can rebuild economic strength through research, technology and industrial reform. The recognition is from bodies that matter in the field: the Wincott Prize for Senior Financial Journalist of the Year, the British Press Awards for Financial Journalist of the Year, and the Overseas Press Club of New York for best foreign correspondent in the United States. Bradford awarded him an honorary doctorate in 2014. Key speaking topics UK economic outlook and industrial policy Banking stability and systemic financial risk Pensions, savings and long-term capital Foreign ownership of UK assets and national economic security Global markets and macroeconomic trends Post-Brexit economic strategy Ideal for Boards and CEOs in financial services, asset management and banking needing an informed macro read alongside strategic decisions CFOs and treasury leaders exposed to rate, currency and pensions risk Policy forums, regulators and industry bodies across financial services, infrastructure and pensions Conferences needing a City Editor-grade host or moderator across business, economics and markets Audience outcomes A clearer read on how UK economic policy, banking regulation and market conditions intersect with their own sector Named historical reference points, from the 1976 sterling crisis to 2008 and beyond, for interpreting current financial stress A sharper frame on the pensions and long-term savings question facing UK employers A working journalist’s view on what is actually driving coverage and sentiment around their industry An argument, not a survey, on where the UK economy is heading and what that implies for strategy

Why organisations work with Alex Depledge She has built, scaled and exited a venture-backed UK consumer marketplace, and is currently advising the Chancellor of the Exchequer on entrepreneurship policy. Few speakers can hold both a founder’s lens and a policy lens at once. She speaks to boards from inside the boardroom. Her FTSE-100 seat at Persimmon and NED role at Goodlord mean her advice on innovation, governance and growth is grounded in current PLC reality, not consultancy abstraction. She frames the gender funding gap and the women-in-tech question with hard numbers and self-implicating honesty rather than the standard talk-track, which is why programme committees book her for conversations they want to feel more honest than usual. She has a working view, formed through Hassle.com and Resi, on why corporates struggle to copy start-up behaviour, and what they can realistically take from it. She talks about regulation, sharing economy policy and UK scale-up barriers as a current operator and current government advisor, which gives those sessions weight that retrospective speakers rarely match. Biography highlights First ever Entrepreneurship Advisor to the Chancellor of the Exchequer, appointed by Rachel Reeves in June 2025. Independent Non-Executive Director, Persimmon PLC (FTSE 100), since May 2023; sits on remuneration and nomination committees. Founder of Resi.co.uk, the UK’s largest residential architectural practice, with over 10,000 home projects delivered. Stepped down as CEO in December 2025 and moved to the board. Co-founder and former CEO of Hassle.com, sold to Helpling in 2015 after Accel Partners-led funding. MBE for services to the Sharing Economy, 2016. Named in Computer Weekly’s 50 Most Influential Women in UK Tech and Debrett’s 500 Most Influential People; FT 30 Female Founders to Watch. Biography Most established companies want to behave more like start-ups and very few succeed. The reason is rarely a shortage of ambition. It is that the operating habits, the speed of decision and the comfort with risk that actually produce scale-up growth get filtered out by the systems large organisations use to govern themselves. Alex Depledge has lived on both sides of that gap and now advises across it. She co-founded Hassle.com in 2012 with Jules Coleman, took Accel Partners funding, expanded across Europe and exited to Helpling in 2015. The next year the same partnership launched Resi.co.uk, now the UK’s largest residential architectural practice with more than ten thousand projects delivered. She led Resi as CEO for nearly a decade before stepping back to the board in late 2025. Her current portfolio is what makes her unusual on a stage. She is the first Entrepreneurship Advisor to HM Treasury, appointed by Chancellor Rachel Reeves in June 2025 to work directly on the barriers UK companies hit when they try to scale. At the same time she sits as an independent non-executive director of Persimmon PLC, the FTSE-100 housebuilder, and joined Goodlord’s board in December 2025. That mix gives her audiences a rare combination of inputs: a founder who has banked an exit, a board member inside a UK plc, and a named voice in active conversation with the Treasury about why British scale-ups stall. She was awarded an MBE in 2016 for services to the sharing economy and writes and broadcasts regularly on entrepreneurship, technology policy and the gender funding gap. Key speaking topics Scale-up leadership and the founder operating mindset What large organisations can and cannot learn from start-ups UK entrepreneurship policy and barriers to scale Women, funding and structural bias in venture capital Innovation inside regulated and traditional sectors The future of work and platform-economy business models Proptech and the digitisation of legacy industries Ideal for CEOs, COOs and strategy leaders in incumbent businesses trying to behave more entrepreneurially Boards and Chairs commissioning sessions on innovation governance and growth CHROs and inclusion leads addressing gender, funding and pipeline questions in tech Industry conferences in property, financial services, professional services and government Audience outcomes A clearer read on which start-up behaviours scale into a corporate environment and which do not A current operator’s view of UK entrepreneurship policy and the live Treasury debate on scale-up barriers An honest framing of the gender funding gap that names structural causes rather than rehearsing the symptoms A board-level perspective on innovation as a governance discipline, drawn from FTSE-100 practice A real example of building, scaling and exiting a venture-backed UK consumer marketplace