Kundeoplevelse og marketing

Why organisations work with Alice Beer Her investigative background on Watchdog gives organisations a rare outside-in account of how consumer-facing practices look to a sceptical, informed journalist – a perspective no internal audit can replicate. Her reporting on household white goods safety contributed directly to product recalls and raised the issues in parliamentary debate; she can show organisations concretely how consumer issues escalate when companies fail to respond. She works as a consultant with major high street brands on consumer fairness – meaning she understands the brand side of the relationship as well as the investigative side, and can identify where practice diverges from expectation. As Consumer Editor on This Morning since 2014, she explains product safety, household finance, and fair trading to millions of mainstream viewers weekly – a skill directly relevant to organisations that need to communicate clearly on difficult consumer topics in the public domain. She contributes to Good Morning Britain, Sky News, and national newspapers including the Daily Mail, Sunday Express, and Sunday Mirror – giving her a current, working understanding of how consumer stories are selected, framed, and amplified by the media. Biography highlights Co-presenter, BBC One’s Watchdog, alongside Anne Robinson – seven years of undercover consumer investigations, 1992–1999 Consumer Editor, ITV’s This Morning, from 2014 to the present day Regular contributor, ITV’s Good Morning Britain and Sky News Guest columnist, Daily Mail, Sunday Express, and Sunday Mirror Presenter: BBC series Healthcheck, Face Value, Holiday, The Heaven and Earth Show, and financial quiz Show Me the Money; Channel 5’s Hot Property; LBC Breakfast Radio Show Co-author, A Contented House with Twins (with Gina Ford), published by Random House Reporting on household white goods safety prompted product recalls and raised the issues in parliamentary debate Biography When a consumer investigation lands on a brand, the question is rarely whether the organisation broke the law. It is whether it treated customers fairly – and whether it understood the difference. For more than three decades, Alice Beer has investigated that distinction on national television. On BBC One’s Watchdog from 1992 to 1999, Beer co-presented alongside Anne Robinson, taking undercover reporting briefs that exposed major industries for the way they handled consumer complaints. Her investigations into household white goods safety contributed to product recalls and raised the issues in parliamentary debate. That is not commentary; it is consequence. Since 2014, Beer has been Consumer Editor on ITV’s This Morning, regularly explaining product safety, household finance, identity theft, and fair trading to millions of viewers. She contributes to Good Morning Britain and Sky News, and has written for the Daily Mail, Sunday Express, and Sunday Mirror. Her ability to translate regulatory complexity into plain, actionable language is a professional skill built across decades of public-facing journalism. Beyond broadcasting, she works as a consultant with major high street brands – helping them align their consumer-facing practices with what customers actually experience, rather than what boardrooms assume. Organisations that engage her gain a perspective built on three decades of examining the same gap from the other side of the camera. Key speaking topics Consumer rights and fair trading Brand accountability and public trust Product safety and regulatory compliance Household finance and personal financial protection Investigative journalism and how consumer stories are built Consumer communication and media-facing risk The brand–consumer relationship in a transparent marketplace Ideal for Senior marketing, brand, and customer experience leaders at consumer-facing organisations Legal, compliance, and product safety teams in retail, financial services, and utilities Communications and PR directors managing consumer-facing brand reputation Retail, financial services, and consumer goods sector conferences Audience outcomes A clearer understanding of how consumer issues are investigated and why certain organisational behaviours attract journalistic scrutiny Sharper awareness of the gap between a brand’s self-perception and how it is experienced by consumers Practical insight into the product safety and fair trading obligations that most frequently generate complaints and escalate into public attention A working sense of how to communicate with consumers on complex financial and product issues in ways that build rather than erode trust Concrete examples of how the media selects and frames consumer stories – and what organisations can do before a story reaches broadcast

Why organisations work with Dr Alison Edgar MBE The intrapreneurship methodology addresses a specific organisational failure: talent hired to think and then trained to execute. It gives teams ownership inside the existing structure without asking for a reorg. Operator before author. She built her career inside Yell during the Yellow Pages collapse, founded her own training business in 2011, and advises UK government on small business policy. The frameworks on stage were built for a business she was running at the time. The work sits in the mechanics of accountability. The Intrapreneur Mindset and her Big Balls® prioritisation framework give managers a shared language for ownership and follow-through that outlasts the keynote. Designed to land in mixed rooms. Leaders, managers, and front-line teams leave a session with the same vocabulary and the same expectations, which matters when a change programme needs to move through every layer of the business. The back-story does work that a CV can’t. Clydebank council flat, undiagnosed dyslexia, no school qualifications, MBE in 2020, honorary doctorate in education from Bournemouth University in 2024. Senior leaders and front-line staff end up listening to the same talk for different reasons. Biography highlights Founder and Managing Director of SMASH IT!® Training. Appointed MBE in 2020 for services to small business. Awarded an Honorary Doctorate in Education by Bournemouth University, 2024. Author of Secrets of Successful Sales (WHSmith Top Ten business book; named by The Independent in 2019 among the top business books written by a woman) and SMASH IT! The Art of Getting What YOU Want. Named one of the UK’s Top 10 Business Advisers by Enterprise Nation; TEDx speaker; business expert on The Apprentice: Unfinished Business; regular contributor to BBC Breakfast and BBC Radio. Clients include Sky, Discovery Channel, EasyJet, the NHS, the European Commission, Louis Vuitton Moët Hennessy, CBRE, Specsavers, Currys, St James’s Place, Porsche and Renault. Biography Most change programmes are written to land in the boardroom. The work of making them stick sits three layers below, in the everyday decisions that keep standards consistent when the strategy slides have been filed away. That gap is where Alison Edgar does her work. SMASH IT!® Training was founded after twenty-five years in corporate sales at BT and Yell. The Yell years were the formative ones. She watched Yellow Pages, once a fixture in almost every UK home, lose its market because the leadership chose not to react to Google. Before that came an earlier career managing hotels in Cape Town and Sydney. The training business grew into something broader than sales. At the centre of the work today is the Intrapreneur Mindset: Edgar’s term for what it looks like when employees think and decide like owners inside a large organisation. The Big Balls® framework sits alongside it, giving managers a prioritisation language for work that all feels equally urgent. Clients include Sky, Discovery Channel, EasyJet, the NHS, the European Commission and Louis Vuitton Moët Hennessy. The credibility behind the frameworks is unusually well-documented. She was named one of the UK’s Top 10 Business Advisers by Enterprise Nation, appointed MBE in 2020 for services to small business, and awarded an honorary doctorate in education by Bournemouth University in 2024. Two books sit on the record: Secrets of Successful Sales, named by The Independent in 2019 among the top business books written by a woman, and SMASH IT! The Art of Getting What YOU Want. She is a regular BBC contributor, including as a business expert on The Apprentice: Unfinished Business, and is quoted across The Telegraph, The Guardian and The Sunday Times. The practical test of any speaker for a serious organisation is what survives the following Monday. Alison Edgar is booked repeatedly by Sky, the NHS and the European Commission because the language she gives a room keeps showing up in meetings weeks later. Key speaking topics Leadership accountability Leading change and change fatigue Intrapreneurship and ownership culture Standards and everyday execution Customer experience and service culture High-performance teams Sales leadership and commercial behaviour Ideal for Senior leaders accountable for consistent performance across transformation programmes. CHROs and CPOs building accountability and standards in hybrid or multi-site organisations. Commercial and sales leaders looking to raise conversion through team behaviour without expanding headcount. Organisations running large all-hands or leadership off-sites where the same message needs to reach the C-suite and the front line. Audience outcomes A working definition of accountability that lives in everyday behaviour and survives the next restructure. The Big Balls® prioritisation framework applied to real work, so teams stop treating every task as equally urgent. A shared language across leaders, managers and front-line staff for ownership and consistent standards. Intrapreneurship tools that let employees act like owners inside the existing structure. Language and tools for handling change fatigue, including what to do when a team has already checked out of the next transformation.

Why organisations work with Aljan de Boer A structured research model, not trend commentary. TrendsActive’s trend model draws on two decades of social science research – psychology, sociology, anthropology – to convert cultural signals into strategic implications. Audiences receive a framework, not a list of observations. Direct access to what 400+ CMOs are actually doing. As Community Director at the Institute for Real Growth, de Boer works inside a practitioner network of senior marketing leaders navigating the same pressures he describes. His insight is tested against real decisions, not desk research. The IRG Growth and Impact Studies as evidence base. His talk on humanized growth draws on two large-scale global studies produced by IRG in partnership with the Saïd Business School, University of Oxford – giving commercial teams a peer-reviewed foundation for strategies that go beyond shareholder primacy. Translation from complexity to commercial action. Where other trend speakers describe what is happening, de Boer’s focus is on what organisations should do about it – specifically for brand strategy, customer understanding, and growth planning at C-suite level. Named-brand consulting experience behind the research. TrendsActive’s client list includes Disney, Vodafone, and Hugo Boss – organisations where the same analytical approach has been stress-tested against real strategic choices. Biography highlights Head of Inspiration, TrendsActive – Netherlands-based trend consultancy applying social science to brand and business strategy Community Director, Institute for Real Growth – leads CMO leadership programme and connects a global community of 400+ senior marketing leaders IRG Impact Study, produced in partnership with Saïd Business School, University of Oxford – foundational research underpinning his humanized growth framework Board member, Dutch Platform of Innovative Marketing, for close to a decade Regular speaker and moderator, Dutch Marketing Awards; three-time winner, Best of MIE Senior Lecturer (Hoofddocent), Iris Academy; advisory and teaching roles in marketing and trends Biography Brands lose relevance not because their products deteriorate, but because the people they serve quietly change around them. Aljan de Boer has spent the past two decades helping commercial leaders see that shift before it becomes a crisis – using social science, not sentiment analysis, as the primary instrument. As Head of Inspiration at TrendsActive, de Boer works with a methodology that draws on psychology, sociology, and anthropology to decode fundamental changes in how people think, trust, and make decisions. The consultancy’s client list runs to major international brands across consumer, financial services, and technology sectors. Its trend model is designed not to describe what is fashionable but to identify what is structurally different about the human context organisations are operating in. Alongside his work at TrendsActive, de Boer serves as Community Director at the Institute for Real Growth, where he leads a global CMO leadership programme and connects a practitioner network of more than 400 senior marketing leaders. The IRG’s work – including its Growth and Impact Studies, developed in partnership with the Saïd Business School at the University of Oxford – provides the empirical backbone for his argument that durable commercial growth requires creating value for colleagues, customers, communities, and capital markets simultaneously. He calls this humanized growth; the research quantifies why it outperforms narrower models. The result is a speaker who brings an evidence base to questions that typically attract only opinion: what is actually changing in consumer behaviour, why geopolitical and generational pressure shifts brand expectations at a structural level, and what a marketing or commercial leadership team should concretely do next. Key speaking topics Sociocultural trends and brand strategy Humanized growth and multi-stakeholder value creation Consumer behaviour under economic and geopolitical pressure Generation Z and generational change Future-proofing organisations through social science ESG and sustainability as commercial strategy The polycrisis and its implications for business Ideal for CMOs and senior marketing leadership teams Chief Commercial Officers and growth strategy leaders Executive committees preparing for medium-term strategic planning Corporate conference programmes focused on brand relevance, customer strategy, or commercial resilience Audience outcomes A structured framework for identifying which sociocultural shifts are commercially significant, and which are noise Clearer understanding of the specific psychological, sociological, and generational forces reshaping customer and employee expectations Language and evidence for making the case internally for human-centred growth strategies, grounded in the IRG research base Sharper perspective on what Generation Z’s formative context – climate anxiety, political polarisation, pandemic – means for brand and product strategy A practical lens for translating societal complexity into near-term decisions on brand positioning, customer engagement, and organisational priorities

Why organisations work with Amar Latif He has spent twenty years running an inclusion business that makes commercial sense. Traveleyes pairs blind and sighted travellers worldwide and has twice been voted Best Accessible Holiday Company at the British Travel Awards, in 2019 and 2020. His corporate CV gives him credibility with a board. Before founding Traveleyes he was Head of Commercial Finance at BT, and he makes the commercial case for inclusion in the language a board expects to hear it in. The lived experience is specific and substantial. Amar has retinitis pigmentosa and lost 95% of his sight by 18, and has spent his career building and running an organisation inside that constraint. Mainstream media recognition earns audience attention before he speaks. Regular BBC presenter, first blind contestant on Celebrity MasterChef UK, and appointed OBE in the 2023 King’s Birthday Honours for services to the visually impaired and entrepreneurship. Biography highlights Founder and Chief Executive of Traveleyes, the world’s first commercial tour operator pairing blind and sighted travellers on group holidays worldwide; established 2004. Appointed OBE in the 2023 King’s Birthday Honours for services to the visually impaired and entrepreneurship. President of The Ramblers, Britain’s largest walking charity, since April 2023; patron of SeeAbility and of the Rafiki Thabo Foundation. Inaugural recipient of the Stelios Disabled Entrepreneur Award (2007), presented by Sir Stelios Haji-Ioannou in partnership with Leonard Cheshire Disability. Presenter across BBC and Channel 4, including Beyond Boundaries, River Walks (Royal Television Society Yorkshire Best Single Documentary, 2019), Travelling Blind, Pilgrimage: The Road to Istanbul, How to Get Fit Fast; first blind contestant on Celebrity MasterChef UK (2020). BSc (Hons) Mathematics, Statistics and Finance, University of Strathclyde; former Head of Commercial Finance at BT. Biography Traveleyes was founded in 2004 on a single commercial insight: that blind and sighted travellers could be paired on the same group holiday, with sighted guests receiving discounted travel in exchange for describing what they see. Twenty years later, the company has twice been voted Best Accessible Holiday Company at the British Travel Awards, and the insight has held up. Amar Latif built the business after leaving a role as Head of Commercial Finance at BT. The route from commercial finance into inclusive travel is unusual, and it gives him the language to make the commercial case for inclusion to a board. The authority on resilience comes from a specific set of circumstances. Amar has retinitis pigmentosa and had lost 95% of his sight by 18. After a BSc in Mathematics, Statistics and Finance at the University of Strathclyde, he trained as an accountant and worked his way up to Head of Commercial Finance at BT before founding Traveleyes. A parallel broadcasting career runs across BBC One, BBC Two and Channel 4, including Beyond Boundaries, Travelling Blind, Pilgrimage: The Road to Istanbul, How to Get Fit Fast, and his appearance as the first blind contestant on Celebrity MasterChef UK. He was appointed OBE in the 2023 King’s Birthday Honours for services to the visually impaired and entrepreneurship, and serves as President of The Ramblers, Britain’s largest walking charity. Key speaking topics Inclusive leadership Disability inclusion as commercial strategy Entrepreneurial resilience Risk and decision-making under constraint Customer experience in underserved markets Purpose-driven organisations Ideal for Chief People Officers, CHROs and heads of diversity, equity and inclusion Boards and executive teams building the commercial case for inclusion Entrepreneurship and innovation forums Customer experience and service design leaders Audience outcomes A commercial case for inclusion built to hold up in a board or CFO conversation Specific examples of how inclusion shapes service design and customer experience in underserved markets A reset on how to think about risk when there is no stable precedent A narrative that changes how senior audiences talk about inclusion back in the business

Why organisations work with Amy Thomson A founder who has actually built and sold in consumer markets twice, once in brand communications with Nike, Microsoft and Instagram as clients, and once in femtech with a venture-backed app and a Penguin-published book underneath it. Specific operating knowledge of category creation in stigmatised territory: how to position, fundraise, and market around hormonal health without the wellness-industry shortcuts that erode trust. A published Penguin title grounded in research from gynaecologists, endocrinologists and nutritionists, which means consumer health and pharma teams get a speaker with editorial credibility, not just a founder pitch. A first-person account of hormonal burnout as a CEO that resonates with leadership audiences, then connects to a commercial argument about why workforce health is being misread by employers. Biography highlights Founder and CEO, Moody Month, awarded “Top Female Health App” by Apple Author, Moody: A 21st Century Hormone Guide, Penguin Founder, SEEN brand agency, clients including Nike, Microsoft, RBS, Instagram and Diageo; sold to Captivate Group Co-founder, Future Girl Corp, with Sharmadean Reid, partnered with Google and Diageo Sociology, Goldsmiths, University of London Keynote engagements include Apple HQ and Vogue Biography Most consumer health products built for women have been designed without a serious commercial thesis attached to female physiology. Thomson started Moody Month to close that gap, building a venture-backed app that tracks hormonal and mental health across the menstrual cycle. Apple named it “Top Female Health App” and featured it on the App Store Today Tab. Her route to femtech was operational. She founded SEEN at 23, a brand and content agency working with Nike, Microsoft, RBS, Instagram and Diageo, before selling the company to Captivate Group. A hormonal burnout, driven by years of high-intensity client work, forced her to stop. The decision to study what had happened to her body became the foundation for Moody and for her Penguin book, Moody: A 21st Century Hormone Guide, which draws on gynaecologists, endocrinologists and nutritionists rather than wellness orthodoxy. That dual track, agency exit then femtech category creation, gives her a particular usefulness to consumer health, FMCG and pharma teams trying to build credibly in physiology markets. She has co-founded Future Girl Corp with Sharmadean Reid, partnered Google and Diageo into that programme, and raised institutional capital around a product category most investors still find awkward to underwrite. The commercial argument she makes is concrete: hormonal health is a consumer market that has been mispriced by incumbents and underserved by wellness branding. For leadership audiences, the burnout story carries a sharper edge than the wellness circuit typically allows. It is told by a founder who walked away from a profitable agency, rebuilt around a physiological problem her own body forced her to take seriously, and then commercialised the answer. Key speaking topics Femtech and women’s health as a commercial category Consumer brand building in stigmatised markets Founder-led category creation Hormonal health, data and machine learning Raising venture capital as a female founder Burnout, physiology and executive performance Ideal for CMOs, brand directors and consumer innovation teams in FMCG, pharma and health Investor audiences in femtech, digital health and consumer technology Founder programmes and scale-up leadership networks Boards and leadership teams reviewing workforce health beyond standard wellbeing programming Audience outcomes A working commercial frame for women’s health as a consumer category, not a CSR line A founder’s account of fundraising in stigmatised markets, with the patterns that move investors A first-person view of hormonal burnout at CEO level and what it changed about her operating model A clearer read on why hormonal data is becoming a serious input for consumer product and workforce health

Why organisations work with Andrea Iorio Operator credibility from inside a platform business: five years running Tinder across Latin America, where consumer-tech decisions had to be made under real commercial pressure, not theorised about. A published, peer-reviewed thesis on the AI-human boundary. Between You and AI (Wiley) made the USA Today bestseller list and gives him a defensible point of view that maps to a three-part framework executives can use. Four-language, multi-market authority. He writes the MIT Technology Review Brasil column, hosts NVIDIA Brazil’s official podcast, and lectures on the MBA at Fundação Dom Cabral, while delivering keynotes to Fortune 500 audiences in English, Portuguese, Spanish, and Italian. A working CX and digital-transformation playbook drawn from his time as Chief Digital Officer at L’Oréal Brazil, useful for any consumer-facing organisation rebuilding its phygital journey. A delivery cadence at Fortune 500 scale. Repeat clients include Abbott, Bayer, Cargill, Dow, IBM, Roche, Syngenta, and Tetra Pak. Biography highlights USA Today bestselling author of Between You and AI: Unlock the Power of Human Skills to Thrive in an AI-Driven World (Wiley). Author of two #1 Amazon Brazil bestsellers in People Management and Leadership: 6 Competências para Surfar na Transformação Digital and O futuro não é mais como antigamente. Former Head of Tinder, Latin America (5 years) and Chief Digital Officer, L’Oréal Brazil. MBA professor at Fundação Dom Cabral. Columnist at MIT Technology Review Brasil; host of NVIDIA Brazil’s official podcast. Economics, Bocconi University (Milan); MA International Relations, Johns Hopkins SAIS (Washington, DC). Biography AI capability is no longer the scarce resource inside large organisations. Human judgement is. Between You and AI, the Wiley book that put Andrea Iorio on the USA Today bestseller list in 2025, makes that case for senior teams trying to convert pilots into operating advantage. The argument runs along three axes: cognitive, behavioural, and emotional. Each carries a practical set of skills that AI tools cannot supply on their own. The operator credentials behind that argument are unusual for someone now working primarily as an author and educator. Iorio spent five years as Head of Tinder for Latin America, then served as Chief Digital Officer at L’Oréal Brazil. Both roles forced commercial decisions about consumer technology under real revenue pressure, not the conference-room version of digital transformation. The academic platform sits alongside. He teaches on the MBA at Fundação Dom Cabral, writes the MIT Technology Review Brasil column, and hosts NVIDIA’s official Brazil podcast. His first book in Portuguese, 6 Competências para Surfar na Transformação Digital, set out a framework of six competencies, from cognitive flexibility to digital altruism, that became the most-read leadership title on Amazon Brazil. Clients book him for Fortune 500 keynotes in English, Portuguese, Spanish, and Italian. The roster includes Abbott, Bayer, Cargill, Dow, IBM, Roche, Syngenta, and Tetra Pak. The work that follows the keynote is usually a board-level conversation about which human skills the organisation now needs to build, fast, alongside its AI deployment. Key speaking topics Artificial intelligence and human skills Digital transformation and leadership Customer-centricity and phygital experience Innovation culture Future of work in the age of AI Ideal for Boards and CEOs setting the human-skills agenda alongside an AI roadmap. CHROs and learning leaders redesigning capability programmes for an AI-augmented workforce. CMOs and CX leaders rebuilding the customer journey across digital and physical touchpoints. Latin America regional executive teams of multinational consumer and B2B businesses. Audience outcomes A three-part framework for the cognitive, behavioural, and emotional skills that matter most when AI enters the workflow. A concrete set of decisions about which managerial behaviours to keep, change, or retire in an AI-augmented operating model. Reference examples from Tinder, L’Oréal, and other consumer-facing businesses that have rebuilt the phygital customer journey. A working definition of innovation culture that distinguishes managed practice from creative theatre.

Why organisations work with Andrew Lloyd Gordon He brings a working academic’s grasp of behavioural science into the room where pricing, positioning and campaign calls actually get made, rather than leaving it at theory. His Google Digital Academy and “We Are Squared” training work gives him a current, practitioner-grade read on how digital marketing is actually taught and executed inside the platforms buyers depend on. His Warwick teaching post on the business MSc at WMG means his material is tested on senior post-graduate students, not only conference audiences, which sharpens the frameworks before they reach a client room. He has delivered to commercial, public-sector and charitable buyers at the same level of specificity – Cabinet Office, Vodafone, Lloyds, Dyson, the NHS, University of Cambridge – so the behavioural-science argument holds up outside the usual marketing-conference audience. Biography highlights Assistant Professor, WMG, University of Warwick, teaching on the post-graduate business MSc. MSc Business Psychology (Distinction), Coventry University; BA (Hons) Psychology, University of Liverpool; Organisation Studies, Warwick Business School. Trainer on Google’s “We Are Squared” digital marketing programme and member of Google’s Digital Academy training team. Client work with the UK Cabinet Office, Vodafone, Lloyds, Dyson, Hitachi, Hearst Magazines, the NHS, Universal Music, Kings College London, UCAS and the University of Cambridge. Signature keynote topics include customer psychology, the psychology of pricing, marketing-led growth and innovation adoption. Speaks internationally across the UK, USA, Middle East, Europe and the West Indies, to audiences ranging from 30 to 3,000. Biography Buying decisions are not made on the spreadsheet side of the brain. Price sensitivity, brand preference, the decision to try something new, the decision to stay with a supplier – these sit in territory that behavioural science has spent four decades mapping. Most commercial functions have not caught up. That gap is the working material of Andrew Lloyd Gordon’s career. He is a business psychologist with an MSc from Coventry, undergraduate psychology from Liverpool and organisation studies from Warwick Business School, and he holds an Assistant Professor post at WMG, University of Warwick, teaching on the post-graduate business MSc. The academic grounding is real; the output is commercial. His practitioner credentials sit next to the academic ones. He is a trainer on Google’s “We Are Squared” digital marketing programme and a member of Google’s Digital Academy training team, which keeps his material close to how digital acquisition is actually executed inside the platforms most organisations rely on. Client work spans the UK Cabinet Office, Vodafone, Lloyds, Dyson, Hitachi, Hearst, the NHS, Universal Music, Kings College London, UCAS and the University of Cambridge. The argument he makes to senior commercial audiences is narrow and useful. Pricing, persuasion, innovation adoption and customer retention are psychological problems before they are channel problems, and teams built around funnels and attribution models routinely miss this. His keynotes walk leaders through the specific behavioural mechanisms – how price is perceived, how influence actually works, why new products stall on launch – and translate them into decisions marketing and product teams can take the next morning. Key speaking topics Customer psychology and the science of influence Behavioural pricing Marketing-led business growth Innovation adoption inside organisations Digital marketing strategy Applied behavioural science for commercial teams Ideal for CMOs, marketing directors and commercial leaders rebuilding how their teams think about customer decision-making. Pricing, revenue and product leaders who need a behavioural-science lens on pricing architecture and positioning. Innovation and transformation leads launching new propositions into sceptical internal and external audiences. Senior leadership teams in regulated or public-sector contexts where persuasion and adoption matter as much as the policy itself. Audience outcomes A working vocabulary for the behavioural mechanisms that drive customer choice, with named principles rather than anecdotes. Specific questions to take back to pricing, marketing and product teams about where psychology is being ignored in current practice. A sharper read on why well-resourced campaigns and launches underperform, and what to change first. Practical examples drawn from Google training and FTSE-scale client work, not laboratory studies alone.

Why organisations work with Andrew McMillan He ran customer experience for the John Lewis department store division across 26 UK shops, so he speaks from inside one of the most studied service cultures in British retail, not from a framework bought off a shelf. His central argument is operational, not motivational: customer experience is an output of employee engagement and leadership behaviour, and any programme that treats it as a frontline training problem will fail. He has tested the thesis outside retail, with Shell, Air France, United Airlines, Toyota, Barclays, Mercedes-Benz, RBS and NHS foundation trusts among the organisations he has advised through Engaging Service. He chaired Revo’s Customer Experience Committee for seven years, which gives him a sector-wide view of what separates shopping centres, high streets and service organisations that keep customers from those that do not. He is useful in the room with senior leaders because the conversation turns quickly to values, hiring, internal communication and manager behaviour, which is where service actually breaks. Biography highlights 28 years with the John Lewis Partnership, culminating in responsibility for customer experience across the department store division and its 26 UK shops. Founder of Engaging Service, a consultancy on employee engagement, customer experience and the leadership that links the two. Chair of the Customer Experience Committee at Revo from 2010 to 2017, overseeing the growth of the ACE Awards to more than 100 shopping centre entrants. Judge and adviser for the Customer Focus Award at the Lloyds Bank National Business Awards from 2015. Advised named organisations including Shell, Air France, United Airlines, Toyota, Barclays, Mercedes-Benz, RBS, Rightmove, MoneySuperMarket and the Law Society. During his tenure, John Lewis department stores were recognised for customer experience by Which?, Verdict and Retail Week. Biography Service cultures that customers notice are not built on the shop floor. They are built in hiring decisions, in what managers are promoted for, in what the organisation tolerates on a difficult Tuesday. Andrew McMillan spent nearly three decades inside a business that understood this, and now spends his time explaining to other organisations why their service programmes are not working. He joined the John Lewis Partnership as a management trainee at Brent Cross, led selling teams across several branches, headed a department at the Oxford Street flagship, and ran the department stores’ internal intelligence team before taking responsibility, from 2000, for customer experience across the entire department store division. That meant 26 shops and tens of thousands of customer-facing partners. During his tenure, the business was recognised for customer experience by Which?, Verdict and Retail Week. In 2012 he founded Engaging Service and has since worked with more than 40 organisations, among them Shell, Air France, United Airlines, Toyota, Barclays, Mercedes-Benz, RBS, Rightmove, MoneySuperMarket, the Law Society and several NHS foundation trusts. The work is consistent across sectors: diagnose the gap between the experience leaders say they want and the culture they are actually running, and rebuild the link between the two. He chaired Revo’s Customer Experience Committee from 2010 to 2017, growing its ACE Awards to over 100 shopping centre entrants, and has judged the Customer Focus Award at the Lloyds Bank National Business Awards since 2015. The through-line is practical: in an economy where product parity is the norm, the companies customers stay with are the ones whose people want to be there. Key speaking topics Customer experience as an output of culture Employee engagement and service performance Leadership behaviour and organisational values Building and sustaining a service culture at scale Retail and shopping centre customer experience Purpose, values and frontline behaviour Translating the John Lewis Partnership model to other sectors Ideal for CEOs, COOs and boards reviewing why customer experience investment is not producing the promised lift CHROs and heads of employee engagement connecting people strategy to commercial outcomes Customer experience, service and operations leaders in retail, financial services, hospitality, transport and healthcare Shopping centre and retail property leadership working on tenant mix, placemaking and visitor experience Audience outcomes A sharper view of why customer experience programmes fail when they are run as training rather than as culture change Specific, named examples from inside John Lewis of how engagement, leadership behaviour and service performance reinforce each other Practical questions to take back to their own organisation about hiring, manager behaviour and internal communication A clearer sense of where service sits in the operating model, and which leadership decisions actually move the needle

Why organisations work with Andy Milligan Seven books across Kogan Page and Financial Times imprints, including Bold (CMI Management Book of the Year, e-book category, 2012) and On Purpose with Shaun Smith, give him a documented track record on brand-led growth that consultants without published evidence cannot match. He works the full chain from purpose to promise to operational delivery, which is rare. Most advisors stop at strategy or stop at touchpoint design. He has spent thirty years on the connection between them. Client work spans Nissan, McLaren, Barclays, Unilever, FIFA, IHG, Roche and WWF across Japan, South Korea, Singapore, the USA and Europe. The breadth of categories and geographies means his examples land with audiences in heavily regulated, consumer, and B2B sectors equally. His starting position is that brand lives in employee behaviour before it lives in customer perception. For leaders trying to align a fatigued workforce behind a customer promise, that is the more useful framing. Biography highlights Founding partner of The Caffeine Partnership, the UK brand and growth consultancy he co-founded in 2006. Began his career at Interbrand in London; ran the firm’s Singapore office and later led its Internal Brand Management practice. Co-author of On Purpose (Kogan Page, 2015) and Bold: How to be Brave in Business and Win with Shaun Smith. Bold won the CMI Management Book of the Year award in the e-book category in 2012. Co-author of Myths of Branding with Simon Bailey (Kogan Page, 2017; second edition 2022). Fellow of the Royal Society of Arts; media commentator for BBC, Sky and CNN on brand issues. Biography Brand is an operating discipline, not a marketing one. That has been the thesis of Andy Milligan’s work since his time at Interbrand in the 1990s, where he ran the Singapore office and later led the firm’s Internal Brand Management practice. The argument is now unfashionable enough to be useful again: customers do not experience strategy decks, they experience employees, products and service moments. In 2006 he co-founded The Caffeine Partnership, a brand and growth consultancy that has advised Nissan, McLaren, Barclays, Unilever, FIFA, IHG, Roche, WWF and Thai Airways across Japan, South Korea, Singapore, the USA and Europe. The work moves between purpose definition, customer experience design and employee engagement, treated as one connected problem rather than three departmental ones. The same argument runs through seven books. Uncommon Practice and See, Feel, Think, Do with Shaun Smith examined the link between corporate culture and brand experience. Bold: How to be Brave in Business and Win won the CMI Management Book of the Year in the e-book category in 2012. On Purpose (Kogan Page, 2015) set out a practical framework for translating purpose into a branded customer experience. Myths of Branding with Simon Bailey, now in its second edition with Kogan Page, dismantles the assumption that brand work is a logo problem. Milligan is a Fellow of the Royal Society of Arts and comments regularly for BBC, Sky and CNN. The reason senior teams bring him into commercial growth conversations is straightforward: he has spent thirty years arguing that organisations get the customers their employees deserve, and he can show them where the gap is. Key speaking topics Brand-led business growth Customer experience strategy Employee engagement and brand Purpose and commercial strategy Brand culture and organisational alignment Marketing and brand myths Ideal for CMOs, CCOs and brand directors aligning marketing with operational delivery CHROs and CPOs connecting employee engagement to customer outcomes CEOs and boards repositioning a business around a sharper purpose Customer experience and transformation leads moving from strategy to execution Audience outcomes A clearer view of where brand promise and customer experience are diverging in their own organisation A working definition of purpose that can be tested against employee and customer behaviour, not slogan Named case examples across consumer, financial services, automotive and sport that translate to the audience’s category A short list of brand myths their leadership team is probably still operating under

Why organisations work with Angelica Cheung She built Vogue China from zero to the definitive voice in Chinese luxury over 16 years as founding editor-in-chief, which gives her a deeper read on how Chinese taste actually moves than almost any operating executive a board could hire. She now sits on both sides of the table, as Venture Partner at HongShan (formerly Sequoia Capital China) and as strategic adviser to Gildo Zegna for Asia, so her view is priced against real capital and real operating decisions. She holds board seats at Zegna Group, AMI Paris, We11Done and Four Seasons Hotels and Resorts, a rare spread across European luxury, emerging Asian design and global hospitality that lets her compare what is working across categories. She is Asia Ambassador for the British Fashion Council and a recurring judge on the LVMH Prize, ANDAM, Woolmark and British Fashion Awards, which means she is reading the next generation of brands before they land. She was inducted into the BoF 500 Hall of Fame in 2019, an editorial recognition by Business of Fashion of long-run influence on the global industry, not a one-year listing. Biography highlights Founding editor-in-chief of Vogue China, 2005 to 2020, launching the title and leading it for 16 years. Venture Partner at HongShan (formerly Sequoia Capital China), covering consumer and lifestyle investments. Strategic Adviser to the CEO of the Ermenegildo Zegna Group for Asia. Board Director at Four Seasons Hotels and Resorts, appointed January 2026, representing Cascade Investment. Board positions at Zegna Group (NYSE), AMI Paris and We11Done. Asia Ambassador of the British Fashion Council; BoF 500 Hall of Fame inductee, 2019. International Advisory Board, Durham University Business School. Biography China’s luxury market is one of the most studied and least understood commercial environments in the world. Angelica Cheung has spent more than two decades inside it, first as the editor who defined how Chinese readers saw global fashion, then as an investor and board director shaping how global brands enter the market. She launched Vogue China in September 2005 for Conde Nast and ran the title for 16 years until stepping down in December 2020. The first issue sold out its 300,000 print run and was reprinted twice, and she went on to become the editorial interlocutor most global houses relied on when they had to read Chinese taste, generational shifts and cultural nuance. In 2021 she joined HongShan, formerly Sequoia Capital China, as Venture Partner covering consumer and lifestyle, and was appointed Strategic Adviser for Asia to Gildo Zegna, CEO of the Ermenegildo Zegna Group. She now holds board seats at Zegna Group, AMI Paris, We11Done and Four Seasons Hotels and Resorts, the Four Seasons appointment announced in January 2026. Her credentials in the wider industry match the operating work. She is Asia Ambassador of the British Fashion Council, a judge on the LVMH Prize, ANDAM, International Woolmark and British Fashion Awards panels, a member of Durham University Business School’s International Advisory Board, and a BoF 500 Hall of Fame inductee since 2019. Key speaking topics China’s luxury and premium consumer Brand building in the Chinese market Generational shifts among Chinese consumers Culture-led strategy for global consumer brands Consumer and lifestyle investment in Asia Global luxury growth strategy Fashion industry leadership Ideal for CEOs and CMOs of global luxury, premium fashion and beauty groups Consumer brand boards considering entry, expansion or repositioning in China Hospitality and lifestyle leadership teams managing Chinese outbound and domestic demand Investors and corporate development teams allocating to Asian consumer Audience outcomes A clearer read on where Chinese luxury and premium demand is actually moving, from the people and platforms driving it A working view of how global brands are winning or losing with Chinese consumers right now, grounded in named brands and specific moves A sharper question set for their own China strategy, from positioning through to channel and talent A sense of what investors and boards are pricing into Asian consumer bets, told from someone doing both

Why organisations work with Ann Handley She built two of the businesses that defined modern digital marketing, ClickZ and MarketingProfs, so her advice on content operations comes from running them, not theorising about them. Everybody Writes, now in a second edition, gives commercial teams a single shared standard for how the company writes to customers, prospects and employees. She has spent 15+ years shaping the agenda at the MarketingProfs B2B Marketing Forum, which gives her a working view of what is actually moving the pipeline for B2B marketers right now. Her Total Annarchy newsletter, read fortnightly by more than 51,000 marketers, is itself the case study: subscriber-driven, voice-first, low-volume, high-trust. IBM named her among the seven people shaping modern marketing; that recognition reflects influence on how the discipline is practised, not just commented on. Biography highlights Chief Content Officer, MarketingProfs (600,000+ subscribers; annual B2B Marketing Forum). Co-founder of ClickZ, an early authority in digital marketing news and commentary. Wall Street Journal bestselling author of Everybody Writes; co-author of Content Rules; works translated into 19 languages. Named by IBM as one of “the 7 people shaping modern marketing,”; cited by Forbes as a top thought leader. Writes Total Annarchy, a fortnightly newsletter with 51,000+ subscribers. Contributing writer to Entrepreneur, Inc., Mashable, Huffington Post and the Wall Street Journal. Biography Most marketing functions have a content problem they have decided to call a strategy problem. They publish more, segment harder, automate further, and the writing still sounds like everyone else’s. Ann Handley’s working argument is that the words are the product, and that an organisation’s marketing is only as serious as the sentences it is willing to put its name to. She has tested that argument inside the businesses she helped build. As co-founder of ClickZ and Chief Content Officer of MarketingProfs, she has spent two decades running marketing operations rather than narrating them, and the MarketingProfs B2B Marketing Forum has become one of the few places where senior B2B marketers go to compare notes on what is actually working. Her book Everybody Writes, a Wall Street Journal bestseller now in a second edition, gives commercial teams a shared operating standard for marketing writing. Content Rules, her earlier title with C.C. Chapman, did the same job for the wider content stack. Both have been translated into 19 languages and are used inside marketing organisations as training material, not coffee-table reading. What sets her work apart at the keynote level is the refusal to treat content as a category. IBM placed her among the seven people shaping modern marketing because she keeps pulling marketing back to the part of the job that is hardest to fake: writing something a customer would actually want to read. Key speaking topics Content marketing strategy Marketing writing as a commercial discipline B2B marketing and demand generation Brand voice and editorial standards Email and newsletter strategy Customer experience through content Storytelling for business Ideal for CMOs and heads of marketing are rebuilding content operations for measurable commercial outcomes Heads of brand, communications and content responsible for editorial standards across teams B2B marketing leaders working on demand generation and customer engagement Founders and commercial leaders whose growth depends on the company sounding like itself Audience outcomes A clearer working definition of what good marketing writing looks like inside their own organisation Specific tests for whether a piece of content earns the attention it asks for A view on how to run content as an operating function, not a campaign output Concrete examples of B2B and B2C brands using writing and editorial voice to win commercially A more honest read on what their current marketing sounds like to a customer

Why organisations work with Anna Bance First-mover operator in luxury fashion rental. She built the category in 2009, before “circular” was a retail strategy term, and has spent over a decade running the unglamorous infrastructure behind it. Direct line of sight on what rental does to a balance sheet. Inventory turns, dry-cleaning economics, customer acquisition costs and breakage rates are answered from experience, not from a McKinsey deck. Credibility on both sides of the luxury question. Former Head of UK PR at Hermès, then founder of a platform that puts luxury brands into a rental model many of them initially resisted. Backed by Global Founders Capital, the Rocket Internet associated fund of Oliver Samwer, with Girl Meets Dress one of its maiden investments. A useful proof point on commercial substance, not just narrative. Articulate on the consumer shift behind the model: experience economy, sustainability pressure, and the limits of “buy something new every season” as a retail proposition. Biography highlights Co-founder and CEO, Girl Meets Dress, since 2009 Former Head of UK PR, Hermès, and PR for Temperley London BA (Hons) Fashion Promotion, London College of Fashion Early-career editorial roles at The Telegraph, Harper’s Bazaar and InStyle First institutional funding from Global Founders Capital, the Oliver Samwer fund Recognition includes Drapers Etail Innovation Award, NatWest Fashion Entrepreneur of the Year, Specsavers Everywoman in Retail, and a Management Today 35 Under 35 cover Biography Girl Meets Dress launched in 2009, before “circular fashion” was a retail board agenda item. The proposition was simple, the operations were not: rent designer dresses online, return them, repeat. Anna Bance built the company from inside the luxury PR world, where she had been Head of UK PR for Hermès, and where she had watched designer wardrobes sit unworn for most of their useful life. The harder part of the story is what comes after the idea. Rental at scale is a logistics business dressed as a fashion brand: dry cleaning, inventory rotation, repair, sizing accuracy, customer acquisition against a category most consumers had to be taught existed. Global Founders Capital, Oliver Samwer’s fund, named Girl Meets Dress as one of its maiden investments, and the business spent the next decade proving the unit economics of rental in a category designed for ownership. That operator vantage point is what makes her useful to retail and consumer leadership teams. The argument for circular commerce is well understood at this point. The argument that needs sharper voices is the operational one: where rental margins actually come from, why some categories work and others do not, what the brand consequences are when a luxury house lets its product enter a secondary access model, and how consumer behaviour around occasion-wear is shifting under experience economy pressure. Recognition has followed the build, not the pitch. Drapers Etail Innovation Award, NatWest Fashion Entrepreneur of the Year, Specsavers Everywoman in Retail, a Management Today 35 Under 35 cover. The work that earned them is still running. Key speaking topics Circular fashion and rental as a retail model The operational economics of access over ownership Luxury brand strategy in a secondary-use market Female founders and scaling a category-defining business Consumer behaviour in the experience economy Sustainability as commercial strategy, not marketing Ideal for Retail, fashion and consumer goods leadership teams reassessing wholesale and DTC models Brand owners and CMOs in luxury weighing entry into rental, resale or subscription Sustainability and strategy leads who need the commercial case for circular, not the ethical one Female founder networks, VC-backed scale-up audiences and entrepreneurship programmes Audience outcomes A sharper read on which retail categories rental works in and which it does not Honest numbers on what circular fashion does to inventory, margin and customer acquisition A clearer view of where luxury brands stand to gain or lose by entering rental A founder-level account of building a category before its time, and the operational cost of doing so