Markedsføring og branding

Why organisations work with Jon Carmichael He brings a single, verifiable feat that anchors every claim he makes about creative ambition: the 2017 “108” photograph, captured aboard Southwest Airlines flight 1368 after the captain secured FAA approval to perform five 180-degree turns mid-flight. The story has been covered by Good Morning America, the Wall Street Journal, USA Today and Inc., which gives the keynote external validation few inspirational speakers can match. He has presented at NASA’s Hubble Auditorium and at TEDxManchester, two audiences with low tolerance for thin material, which signals he can hold a room of senior or technical attendees. His “Eclipse Mindset” gives sales conferences, innovation summits, and culture events a non-corporate frame for talking about ambition, alignment, and risk without sounding like internal-comms language. Biography highlights Astrophotographer; sixteen years documenting corporate and political events. Photographed the 2017 total solar eclipse from 39,000 feet aboard Southwest Airlines flight 1368, image titled “108”. Has spoken at NASA’s Hubble Auditorium and at TEDxManchester to an audience of around 2,500. Eclipse work featured by Good Morning America, Wall Street Journal, USA Today, Inc., and Weather.com. Visual storytelling engagements with Twitter, Dell and ESPN; collectors of his fine art work include Sir Elton John. Unveiled the “108” image at a Twitter company event at the invitation of Jack Dorsey. Biography In August 2017, a commercial Southwest Airlines flight from Portland to St. Louis made five 180-degree turns at 39,000 feet so a single passenger in seat 1A could photograph a total solar eclipse over the Snake River. That passenger had spent two years mapping flight paths against the moon’s shadow, persuading an airline and a captain to accept the risk, and securing FAA approval the morning of the flight. The resulting image, titled “108”, is the spine of Jon Carmichael’s keynote work. Buyers do not commission him for technical photography. They commission him for what the project demonstrates about how teams attempt things that are not yet possible. The “Eclipse Mindset” he draws from the story is a practical frame, not a metaphor: identify the constraint, recruit unlikely partners, accept that the plan will change in execution, and prepare so that when conditions narrow to a two-minute window, the team can act. His credibility for serious audiences comes from where the work has been received. The image was covered by Good Morning America, the Wall Street Journal, USA Today, Inc. and Weather.com. He was invited to present at NASA’s Hubble Auditorium, with the talk broadcast to other NASA centres, and at TEDxManchester to roughly 2,500 attendees. Jack Dorsey invited him to unveil the photograph at a Twitter company event. For sales conferences, innovation kick-offs and culture moments where the brief is to lift the room without resorting to standard motivational fare, Carmichael offers a verifiable feat, a named project, and a usable frame, anchored by a story that audiences can recall and repeat months later. Key speaking topics The Eclipse Mindset Creativity and perspective shift Bold execution under constraint Visual storytelling Innovation through ambition Team alignment around a high-stakes vision Ideal for Sales conferences and annual kick-offs seeking a non-corporate opening or closing keynote Innovation, R&D, and product leadership offsites Culture, brand and marketing events CMOs and creative leadership audiences Audience outcomes A specific story they can quote, with named brands and dates, to anchor internal conversations about ambition A practical frame (“Eclipse Mindset”) for identifying which constraints are real and which are inherited Renewed appetite for projects that require unlikely partners and mid-execution adjustment A reminder that bold work is rarely solo: the eclipse image required an airline, a captain, a regulator, and years of preparation

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 Adolfo Fernandez Operator perspective from inside the two platforms reshaping global retail. He has led commercialisation strategy for Google Shopping’s mid-market segment and now Global Product Strategy and Operations for TikTok’s eCommerce advertising suite. A working framework for cross-border growth, drawn from running Google’s internationalization advisory practice for the mid-market. It addresses the question most growth-stage companies misjudge: when domestic plateau means it is time to enter a new market, and on what terms. Recognised by the World Economic Forum, which invited him into its Expert Network on Retail, Consumer Goods and Lifestyle, and Digital Communications. That credential signals depth that bureau platforms alone cannot. Comfort across three buyer registers: regulators and policy bodies (UN, WTO), executive education audiences (IE Business School, MIT), and corporate boards. Leaders get a speaker who can move between policy frame and operating frame without losing either. Delivery in English, Spanish, Italian and Portuguese, which makes him useful for European and Latin American leadership audiences that other Silicon Valley operators cannot reach without translation. Biography highlights Global Director of Product Strategy and Operations for eCommerce advertising at TikTok, based in San Francisco Former Google leader: Business Development Manager for Spain and Portugal, Global Program Manager for Internationalization advisory, and Google Shopping commercialisation strategy lead for the SMB segment World Economic Forum Expert Network member since 2019 in Retail, Consumer Goods and Lifestyle, and Digital Communications Speaker at more than 200 international conferences, including United Nations and World Trade Organization platforms Guest lecturer at IE Business School and MIT MA in International Management, IE Business School; BA in Business Administration, University of Santiago de Compostela Biography Most companies still treat international expansion as a sequencing problem: which market next, in what order, on what timeline. The harder question is platform-shaped. Discovery, conversion and brand association now run through a small number of global commerce environments, and the rules of entry differ across them. That is the terrain Adolfo Fernandez works in. He is currently Global Director of Product Strategy and Operations for eCommerce advertising at TikTok, where he leads product strategy, product marketing and go-to-market for the platform’s commerce advertising suite. The role sits at the centre of one of the most consequential shifts in consumer attention of the last five years. Before TikTok, he spent close to a decade at Google. He started as Business Development Manager for Spain and Portugal in 2015, then took over Google’s Internationalization advisory services for the mid-market in 2018, before moving to San Francisco to lead Google Shopping commercialisation strategy for the SMB segment. The arc gave him an unusual vantage on how mid-sized firms actually win, and lose, in cross-border digital commerce. His public-facing work has reached the UN and the World Trade Organization, executive audiences at IE Business School and MIT, and the World Economic Forum, which invited him into its Expert Network on retail, consumer goods and digital communications in 2019. He works in English, Spanish, Italian and Portuguese, which extends his reach into European and Latin American audiences that most Silicon Valley operators cannot serve directly. Key speaking topics Digital commerce and platform strategy International growth and market entry Retail technology and consumer behaviour Brand building in digital-first markets Innovation and product strategy Future of work in technology-led organisations Ideal for Boards and executive teams of mid-market and large companies planning international growth CMOs, commercial directors and digital leaders rethinking discovery, paid media and conversion economics Retail, consumer goods and lifestyle leadership teams reassessing platform dependency Executive education and leadership development audiences in Europe and Latin America Audience outcomes A clearer read on how Google and TikTok are changing the economics of consumer attention and commerce A practical lens for deciding when and how to enter new international markets A working distinction between innovation and creativity inside large organisations Specific examples of how digital-native brands have built relevance and speed without losing core values

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 Alex Hunter He ran Virgin Group’s global digital strategy and Sir Richard Branson’s personal digital presence. That is rare operator experience at the intersection of corporate brand and personal brand at global scale. As a founding-team member at Virgin America, he built the marketing campaign that won the airline public support during its certification process. His work was covered by Time, CNN and CNBC. His travel series Attaché has been named Travel Vlogger of the Year at the Travel Media Awards four separate times. He has had to build and keep a digital audience himself, which sharpens how he thinks about customer loyalty for the brands he advises. His client work spans Volkswagen, IKEA, Adobe, Shell, Salesforce, L’Oréal, Pepsi and McDonald’s. The pattern recognition he brings to a brand question comes from operating across categories where customer expectations look nothing alike. Biography highlights Former Global Head of Online for the Virgin Group, including oversight of Sir Richard Branson’s personal digital strategy. Founding-team member at Virgin America as Manager of Interactive Marketing. Work honoured with ad:tech and Webby Award recognition and covered by Time, CNN and CNBC. Creator and host of Attaché. Named Travel Vlogger of the Year at the Travel Media Awards in 2016, 2017, 2023 and 2024. Co-host of Layovers, an air travel and aviation podcast that has charted at number one in more than fifty countries. Venture Partner at Ignite Accelerator. Former trustee of UK alcohol education charity Drinkaware and advisor to the Prince of Wales’ Rainforest Trust on social media engagement. Speaker and advisor to organisations including Volkswagen, IKEA, Adobe, Shell, Salesforce, Twitter, L’Oréal, Pepsi, McDonald’s and the BBC. Biography Virgin runs across airlines, telecoms, music, trains, space travel and wellness, and the brand reads as a single personality in each. Getting that kind of consistency out of a global portfolio is a specific operational discipline. Alex Hunter spent years running it. As Global Head of Online for the Virgin Group, Hunter oversaw digital strategy across the entire brand portfolio and ran Sir Richard Branson’s personal digital presence. Before that he was a founding-team member at Virgin America, where his marketing campaign won the airline public support during certification and was covered by Time, CNN and CNBC. He has also worked the other side of the table, as a creator. His travel series Attaché has been named Travel Vlogger of the Year at the Travel Media Awards four times since 2016. His aviation podcast Layovers has charted at number one in over fifty countries. Both have required him to build and hold an audience himself, which is what the brands he advises are trying to do at scale. His client list runs through Volkswagen, IKEA, Adobe, Shell, Salesforce, L’Oréal, Pepsi and McDonald’s. What he gives each is a view shaped by running Virgin’s digital brand at portfolio scale and then earning his own audiences from zero. The first taught him that brand consistency is a daily editorial discipline. The second taught him that customer loyalty is won episode by episode and can be lost in one. Key speaking topics Brand strategy in a digital-first market Customer experience and loyalty Digital marketing and audience engagement Content, storytelling and brand voice Building brands at corporate scale and startup pace Customer expectations across industries Ideal for Chief Marketing Officers, Chief Brand Officers and Chief Customer Officers setting brand and loyalty agendas Digital, e-commerce and customer experience leadership teams Agency leadership and in-house creative teams briefing against enterprise clients Board and executive forums where brand reputation sits alongside revenue and risk Audience outcomes A sharper view of where their brand actually lives in a customer’s day, and where it does not The specific places digital investment earns loyalty and the specific places it wastes it A working definition of customer experience that separates noise from the decisions that move repeat business Examples from inside Virgin, Virgin America and his own Attaché audience of what consistency costs and what it earns

Why organisations work with Alex Payne A working operator’s read on the brand-influencer market through The Room, the marketplace business he co-founded in 2017, rather than commentary from outside the category. Ten-plus years presenting live for Sky Sports built the practical communication discipline he teaches to senior leaders: clarity under time pressure, listening on camera, holding a room. A safe pair of hands for high-stakes hosting at scale, with named credits including HSBC, Heineken, the World Rugby Awards and the NSPCC. One of British rugby’s most recognisable broadcast voices, useful for organisations whose audiences sit in or adjacent to that world. Biography highlights Led Sky Sports’ rugby union coverage for more than ten years and hosted the channel’s Rugby Club studio show. Presenter across Sky Sports News and Sky News, with additional credits in tennis and poker coverage. Co-founder of The Room, a marketplace tech business connecting brands and influencers, launched in 2017. Co-host of The Good, The Bad and The Rugby with James Haskell and Mike Tindall, a UK number-one Apple podcast with a 2024 book and live tour. Hosting credits for HSBC, Heineken, Help for Heroes, NSPCC, the World Rugby Awards and the RPA Awards. Biography The brand-influencer market still clears through relationships and gut feel more than through any agreed operating model. That is the gap Alex Payne walked into when he co-founded The Room in 2017, a marketplace tech business built to connect brands and influencers on terms both sides could measure. Before that, and still alongside it, he spent more than a decade as the lead presenter of Sky Sports’ rugby union coverage. He fronted the channel’s Rugby Club studio show and presented across Sky Sports News and Sky News, including tennis and poker assignments. The studio years gave him a working communication discipline that he now teaches to senior leaders. He co-hosts The Good, The Bad and The Rugby with James Haskell and Mike Tindall. The show debuted at number one on Apple Podcasts in the UK and has expanded into live arena tours and a 2024 book. His event-hosting roster includes HSBC, Heineken, Help for Heroes, NSPCC, the World Rugby Awards and the RPA Awards. Payne is most useful to organisations as a host who knows how influence works on the inside. He has built a business in the category, sat behind a camera through ten years of live broadcast, and run rooms for some of the largest sponsoring brands in British sport. Key speaking topics Brand and influencer marketplaces Communication under pressure Media training for senior leaders Sport, sponsorship and audience Live event hosting and moderation Ideal for Marketing and brand leaders rethinking influencer spend Sponsorship and partnership teams in sport, lifestyle and consumer brands Senior leaders preparing for media-facing moments Awards ceremonies, conferences and client events needing a credible host Audience outcomes A clearer view of how the brand-influencer market actually clears, from someone running a marketplace inside it. Practical adjustments to how senior leaders show up on camera and on stage. A working sense of what makes communication land in high-pressure live settings. For hosted events, a steady tempo and named credibility with sport-adjacent audiences.

Why organisations work with Alexandra Shulman She ran British Vogue for a quarter of a century across three recessions and the collapse of the print advertising model, and can speak with evidence about what protects a consumer brand’s authority through structural change. She has first-hand judgement on the fashion and luxury economy that organisations rarely access at this level, including on body image, diversity on the cover, and the commercial consequences of editorial choices. Her work on the Vogue centenary issue with the Duchess of Cambridge, documented by BBC Two, is a case study in how a legacy title uses a single moment to reset its cultural position. As a monthly Business of Fashion columnist and Mail on Sunday writer, she has a continuing, named public record on industry shifts, so audiences get a point of view grounded in current analysis, not reminiscence. Her three books, including the Sunday Times bestseller Clothes and Other Things That Matter, give her a body of published work on women, consumer culture, and the business of appearance that goes beyond the editor role. Biography highlights Editor-in-Chief, British Vogue, 1992 to 2017, the longest-serving editor in the title’s history. Editor of British GQ, 1990 to 1992, before moving to Vogue. CBE (2018) for services to fashion journalism; OBE (2005) for services to the magazine industry. Author of Inside Vogue: A Diary of My 100th Year (2016) and the Sunday Times bestseller Clothes and Other Things That Matter (Cassell, 2020), alongside two novels. Monthly columnist, The Business of Fashion, from 2017; regular columnist, The Mail on Sunday. Subject of the BBC Two documentary Absolutely Fashion: Inside British Vogue (2016). Strategic advisor to the online fashion marketplace Atterley. Biography British Vogue was a profitable but narrow title when Alexandra Shulman took it over in 1992. Over the next 25 years, she grew monthly circulation to around 200,000, ran the magazine through three recessions, and held its cultural authority as the advertising base of print magazines collapsed around it. When she left in 2017, she had edited more issues of British Vogue than anyone in its history. The commercial case for her voice starts there. The work was not only editorial. It was running a consumer brand at the top of a crowded category, deciding every month which photographers, writers, models and stories earned the cover, and taking the commercial consequences. Her 2009 open letter to fashion houses, pushing back on sample-size-only clothes and the implications for body image on the page, is one example of an editorial call with direct business and cultural weight. Since leaving Vogue, she has kept a continuing public record on the industry as a monthly columnist for The Business of Fashion and as a Mail on Sunday writer. Her books include the diary-memoir Inside Vogue: A Diary of My 100th Year, written around the magazine’s centenary, and Clothes and Other Things That Matter, a Sunday Times bestseller that reads the wardrobe as a way into questions about work, ambition, ageing, and the female consumer. She was appointed OBE in 2005 and CBE in 2018. She advises the online fashion marketplace Atterley. The BBC Two documentary Absolutely Fashion: Inside British Vogue filmed her in 2016 assembling the centenary issue with the Duchess of Cambridge on the cover, a piece of work now used as a reference point for how legacy titles use a single edition to reset their place in the culture. Key speaking topics Brand authority in consumer media and luxury Creative leadership and long-tenure editorial judgement The business of fashion and the luxury economy Women, work, and the culture of appearance Body image, diversity, and the responsibility of the page Reinvention after a long institutional career Ideal for CMOs and brand leaders in luxury, beauty, retail, and consumer media Boards and executive teams of cultural or heritage brands working through audience and format change CHROs and leadership development programmes focused on long-tenure creative leadership and succession Conferences on women in business, consumer culture, and the creative industries Audience outcomes A named insider’s read on how fashion and luxury actually make commercial decisions. A working definition of brand authority that holds up across a generational shift in media. A clearer view of the trade-offs between editorial point of view and commercial reach. A usable perspective on long-tenure creative leadership: how to stay current, when to change, when to hold. A frank account of reinvention after a defining role, drawn from her own post-Vogue work.

Why organisations work with Alexis Abramson A PhD in Gerontology from USC’s Leonard Davis School combined with 25 years consulting the product and marketing teams of L’Oréal Paris, Marriott, Walmart, and Procter & Gamble. The academic credential and the commercial track record rarely come together in the same person. Direct product build experience, not commentary. She helped launch the AARP Innovation Lab as Entrepreneur-in-Residence, built BMO Private Bank’s enCircle caregiving programme, and developed Century 21’s MatureMoves programme for agents selling into the boomer market. Two decades of quoted commentary in TIME, The Wall Street Journal, Forbes, Financial Times, and Entrepreneur, and hundreds of appearances on NBC’s Today, CNN, and MSNBC as the on-air expert on ageing and generational trends. The Emmy and Gracie Awards confirm she can explain a demographic shift in plain English. Ten years as a primary caregiver for her grandmother inform her work on caregiving as a workforce productivity issue. The material lands because she has lived it. Biography highlights PhD in Gerontology, University of Southern California’s Leonard Davis School of Gerontology Former AARP Entrepreneur-in-Residence; led the launch of the AARP Innovation Lab Developed BMO Private Bank’s enCircle caregiving programme, Century 21’s MatureMoves programme, and Delta Airlines’ mature-adult frequent flyer programme Consulted for L’Oréal Paris, Walmart, Marriott, Comcast, Northwestern Mutual, Procter & Gamble, Kimberly-Clark, Philips, Humana, Ameriprise, and Harvard University Featured in TIME, Forbes, The Wall Street Journal, Entrepreneur, Financial Times, and People; on-air expert for NBC’s Today, CNN, CBS, FOX, and MSNBC Emmy and Gracie Award-winning broadcast journalist Author of The Ultimate Longevity Guide, The Ultimate Caregiver, The 55+ Fact Book, STOP FRAUD, and Home Safety for Seniors Biography The 50+ consumer market is now the largest block of discretionary spending in most developed economies, and brands still misread it. Marketing teams design for a demographic that has not existed since the early 2000s. Product teams assume needs that never land. This is the territory Alexis Abramson has worked inside for 25 years. She trained first as a gerontologist at the University of Southern California’s Leonard Davis School, then moved into commercial consulting. Her client list includes L’Oréal Paris, Walmart, Marriott, Procter & Gamble, Kimberly-Clark, Comcast, and Northwestern Mutual. Her work is concrete. As AARP’s Entrepreneur-in-Residence she played a leading role in the launch of the AARP Innovation Lab. She built BMO Private Bank’s enCircle caregiving programme and developed Century 21’s MatureMoves programme for agents selling into the boomer market. She also shaped Delta Airlines’ frequent flyer programme for mature adults. Each required translating demographic research into a product a real customer would use. She is also the author of The Ultimate Longevity Guide, The Ultimate Caregiver, and STOP FRAUD, and an Emmy and Gracie Award-winning broadcast journalist. Hundreds of appearances on NBC’s Today, CNN, and MSNBC have built a skill most academics never develop. She can explain a demographic shift in two sentences an executive team actually remembers. Key speaking topics The longevity economy and 50+ consumer behaviour Multigenerational workforce dynamics Generational marketing strategy Product and service design for ageing populations Caregiving as a workforce productivity issue Demographic change as commercial opportunity Ideal for Marketing and brand leaders responsible for growth in mature or multigenerational consumer segments Chief Product Officers and product strategy teams designing for the 50+ market CHROs and people leaders running workforces with four or five generations in the room Board and C-suite teams setting strategy against long-horizon demographic change Audience outcomes A sharper read on where the 50+ consumer is actually spending, and where brands are consistently losing the sale Concrete examples of age-inclusive product and marketing design, drawn from her work with named brands A realistic view of caregiving as a workforce productivity issue with direct cost implications A framework for making the five-generation workforce a source of commercial advantage

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 Allyson Stewart-Allen She has worked with more than 260 businesses across 27 countries, including named clients such as BAE Systems, HSBC, Lufthansa, NBCUniversal, Shell, Burberry and Chanel, which means her advice is calibrated against live transatlantic deal flow rather than secondary research. Working with Americans, now in its second edition with Routledge, is the most specific practitioner handbook on US business culture from a non-American authority, and it gives organisations a shared reference point before she walks into the room. She is the first two-time winner of the European Foundation for Management Development Excellence in Practice Award, for programmes delivered with Lufthansa at London Business School and BAE Systems at Oxford Saïd, which is rare independent recognition of how her work lands in executive development. Her teaching affiliations at Saïd Business School (Oxford) and the Møller Institute (Cambridge) place her inside the senior-executive programmes her audiences attend; she speaks to issues she also teaches on. Her media track record, including BBC, CNN, Sky News, Financial Times, USA Today and Wall Street Journal, makes her a credible voice for high-profile internal events and externally facing client conferences. Biography highlights CEO and founder of International Marketing Partners Co-author of Working with Americans: How to Build Profitable Business Relationships (Routledge, second edition) First two-time winner of the European Foundation for Management Development Excellence in Practice Award, for programmes with Lufthansa (London Business School, 2009) and BAE Systems (Saïd Business School, Oxford, 2012) MBA from the Drucker School, Claremont Graduate University, where she studied under Peter Drucker; BSc International Business, University of Southern California Teaching affiliations with Saïd Business School (Oxford) and the Møller Institute (Cambridge) Regular commentator for BBC, CNN, Sky News, Financial Times, USA Today and Wall Street Journal Biography US market entry is one of the most consistently over-promised and under-delivered strategic moves a European or Asian company can make. Allyson Stewart-Allen has spent her career working on the other side of that problem. As CEO and founder of International Marketing Partners, she has advised more than 260 organisations in 27 countries on how to internationalise their brand, their sales approach and their leadership style without losing what made them work at home. Her grounding is unusual. An MBA from the Drucker School under Peter Drucker himself, a BSc in International Business from USC, and a London-based practice that has worked with Accenture, BAE Systems, Burberry, Chanel, HSBC, Lufthansa, NBCUniversal, SABMiller and Shell. The resulting point of view is specific rather than diplomatic: most companies fail internationally for reasons that were visible at the approval stage and deferred by the people in the room. Her book Working with Americans, co-authored with Lanie Denslow and published by Routledge in a second edition, is the practitioner text in its category. It remains the reference most widely used by European and Asian professionals trying to build durable commercial relationships with US counterparts. The programme work is comparable in scale: she is the first two-time winner of the EFMD Excellence in Practice Award, for leadership programmes with Lufthansa at London Business School and BAE Systems at Oxford Saïd. The teaching continues at Saïd Business School and the Møller Institute at Cambridge, alongside non-executive and advisory roles at the Chartered Institute of Marketing, the British Business Excellence Awards and the Chief of Staff Association. For organisations planning significant international moves, that combination is unusual: an operator with an academic footprint, a published author in the room, and a commentator whose voice their leadership team has already seen on the BBC or FT. Key speaking topics International growth strategy and market entry US market entry and transatlantic commercial culture Global brand building and brand internationalisation Corporate diplomacy and cross-cultural leadership Reputation strategy for globally facing organisations Building and running international teams Ideal for CEOs, CCOs and CMOs committing to US or multi-market expansion Boards and executive committees pressure-testing an international growth plan before approval Heads of international, regional presidents and business unit leaders operating across US, UK, EU and Asia Leadership development and talent functions designing programmes for globally mobile executives Audience outcomes A practical diagnostic of where a planned international expansion is most likely to fail, based on patterns from 260-plus client engagements Specific frameworks for US market entry and working across US-international commercial relationships, drawn from Working with Americans A sharper view of how global brand decisions translate into local commercial outcomes Reference points from named client programmes recognised by the EFMD, applicable to the audience’s own sector

Why organisations work with Amanda Wakeley She has lived the complete founder’s arc – from a self-funded Chelsea launch in 1990 to international retail distribution, a £1 million buyback from investors in 2009 to reclaim creative control, and ultimately administration in 2021. That full sequence, spoken about with candour, is a business case study that cannot be manufactured. Her client roster – Diana, Princess of Wales, Queen Rania of Jordan, Meghan Markle, Beyoncé, and Michelle Obama among them – is a direct, unanswerable proof of premium brand positioning. It gives her authority to discuss luxury aspiration in terms no white paper or case study can match. She offers a rare dual perspective on founder-investor dynamics: the 2009 buyback and the 2021 administration are two distinct data points on what happens when a founder’s vision and commercial structures diverge. For boards and investors in consumer brands, this is unusually instructive. Three British Fashion Awards and an OBE for services to fashion provide independently verifiable validation of her standing – relevant where audiences need assurance that the speaker’s authority is recognised beyond self-promotion. Having rebuilt her professional identity through podcasting, broadcasting, and speaking after brand closure, she brings a credible and specific account of reinvention that resonates with executives navigating their own pivots – professional, organisational, or strategic. Biography highlights Founded her eponymous luxury womenswear label in 1990; built international distribution through Harvey Nichols, Harrods, and more than 50 retailers across Europe, America, and the Middle East Three-time winner, British Fashion Award for Glamour OBE, 2010, for services to the fashion industry Co-chair of Fashion Targets Breast Cancer since 1996; the campaign has raised more than £16 million for Breast Cancer Now Sky News commentator, live coverage of the 2018 royal wedding of Prince Harry and Meghan Markle Host of the Style DNA podcast (Apple Podcasts, Spotify, British Airways in-flight entertainment); 4.5 million listeners across its first four seasons, now in its ninth season Biography A luxury brand is only as durable as the proposition holding it together. Amanda Wakeley launched her womenswear label in 1990 with a £20,000 loan from her father, having taught herself design while working for a New York retailer. She built the business into a flagship in Mayfair and a presence across Harvey Nichols, Harrods, and more than 50 retailers spanning Europe, America, and the Middle East. Three British Fashion Awards and an OBE for services to fashion followed. Her clientele – Diana, Princess of Wales, Queen Rania of Jordan, Meghan Markle, Beyoncé, Michelle Obama – was itself an argument about what premium positioning can achieve. The business encountered every pressure a founder can face. Acquired by external investors in 2000, Wakeley fought to maintain creative control before buying the label back for £1 million in 2009. COVID-19 dismantled the occasion-wear market the brand depended on. In May 2021, the company went into administration; liquidation concluded in December 2023. Wakeley has spoken with unusual candour about that experience – what she got right, what she would change, and what it reveals about the relationship between a founder’s vision and the commercial structures built around it. Since then, she has rebuilt her platform through broadcasting and media. Her podcast, Style DNA, launched in 2022 and reached 4.5 million listeners within its first four seasons, securing a place on British Airways in-flight entertainment. She remains co-chair of Fashion Targets Breast Cancer, the campaign she helped found in 1996, which has raised more than £16 million for Breast Cancer Now. What organisations receive from Wakeley is something that cannot be taught through a framework: three decades of building a premium brand under real commercial conditions, the full weight of what it costs to maintain creative control, and a frank account of what happens when external forces overwhelm even a well-established brand identity. The reinvention that followed is part of the argument. Key speaking topics Luxury and premium brand building Founder-investor dynamics and creative control Entrepreneurship and self-funded growth Brand reinvention and recovery after setback Personal branding and creative identity Female entrepreneurship and leadership The evolution of the British fashion industry Ideal for Founders, entrepreneurs, and brand leaders in luxury, premium, or lifestyle sectors grappling with growth, investment, or identity decisions Senior marketing and commercial leaders where brand differentiation is a strategic priority Audiences at women’s leadership forums, female entrepreneurship conferences, and diversity summits Executive teams and boards in consumer brands navigating reinvention, restructuring, or recovery Audience outcomes A clearer understanding of the trade-off between scaling a brand and preserving the founding distinctiveness that gives it value First-hand perspective on founder-investor dynamics – the decision points Wakeley faced, what she did, and what she would do differently A specific, candid account of navigating business failure and professional reinvention, grounded in named decisions rather than generic resilience messaging Practical insight into how luxury positioning is built and maintained through choices about distribution, clientele, and product range An understanding of how personal identity and professional brand intersect, and how to manage that intersection deliberately under pressure

Why organisations work with Ana Andjelic Her “aspirational economy” thesis that brand value is now built through social, cultural, and environmental capital rather than product features or advertising reach gives leadership teams a conceptually rigorous basis for repositioning brands in fragmented consumer markets, not just a set of tactics. She has delivered verified results at scale: the Banana Republic rebrand under her leadership produced a 27% year-on-year comparable sales increase, which means boards are not being asked to take a theory on faith. Her two Routledge-published books, combined with The Sociology of Business newsletter (ranked among Substack’s top 15 business publications), mean her framework is publicly available, continuously tested, and already in use by the marketing leaders her audiences need to influence. She brings C-suite brand experience across three distinct commercial contexts – global mass retail (Banana Republic, Esprit), contemporary luxury (Mansur Gavriel), and independent fashion (Rebecca Minkoff), making her diagnostic toolkit applicable beyond any single category or brand tier. A Columbia sociology doctorate and a senior career at agencies including Droga5 and Havas means she can diagnose what has broken in a brand’s relationship with culture and explain why, not just describe the symptoms. Biography highlights Chief Brand Officer at Banana Republic, rebrand delivered a 27% year-on-year comparable sales increase Former Global Chief Brand Officer at Esprit, led brand repositioning across Europe and market re-entry in North America and Asia-Pacific Author of two books published by Routledge: The Business of Aspiration and Hitmakers: How Brands Influence Culture Recognised three times by Forbes for CMO work, including Forbes CMO Next Publishes The Sociology of Business, ranked among the top 15 business publications on Substack Contributor to Harvard Business Review, Financial Times, Fast Company, The Guardian, Adweek, and Vogue PhD in Sociology and MA in Media Studies; senior agency experience at Droga5, Havas Media, and Spring Studios Biography Ana Andjelic spent two decades in C-suite brand roles, at Banana Republic, Esprit, Mansur Gavriel, and Rebecca Minkoff, while simultaneously building a body of intellectual work that explains why most brand strategy fails. The result is a perspective with unusual commercial credibility: she has made the argument at board level and then delivered the numbers. Her central thesis, developed in The Business of Aspiration (Routledge), is that modern consumers no longer signal status through wealth or possessions but through taste, curation, and values – what she calls social, cultural, and environmental capital. The organisations that understand this are not running better advertising. They are restructuring brand strategy around cultural influence: collaborations, creative communities, content, and what she identifies in her second book, Hitmakers: How Brands Influence Culture, as the systematic production of cultural hits. At Banana Republic, she translated this framework into a full brand repositioning that delivered a 27% year-on-year comparable sales increase. At Esprit, she oversaw the brand’s repositioning across Europe and its re-entry into North American and Asia-Pacific markets. Both assignments required her to make cultural arguments in commercial terms and to redesign the marketing function to deliver them. Andjelic holds a PhD in Sociology from Columbia University and a Masters in Media Studies. Her Sociology of Business newsletter is among Substack’s top 15 business publications. She contributes to Harvard Business Review, the Financial Times, Fast Company, and Vogue, and is a frequent expert source for the Wall Street Journal and Washington Post. Key speaking topics Brand strategy and repositioning Cultural influence and the aspirational economy Consumer aspiration and shifting status symbols Cultural hitmaking as commercial strategy The Creative Class and cultural audience segmentation Brand storytelling and narrative architecture Retail innovation and brand-driven growth Ideal for Chief Marketing Officers and Chief Brand Officers leading brand repositioning or category entry C-suite leaders in fashion, luxury, and retail responsible for connecting brand investment to commercial outcomes Strategy and brand teams in consumer-facing businesses seeking a model for cultural relevance that scales Boards and leadership teams reviewing brand value architecture, growth planning, or market re-entry Audience outcomes A working framework for understanding how social, cultural, and environmental capital now drive brand value and purchase decisions, and what that means for brand investment A practical model for redefining brand strategy as cultural influence, with organisational and operational implications Clarity on the role of cultural products, collaborations, content, entertainment, community, in building sustainable brand growth beyond advertising A method for segmenting audiences by their relationship to culture, including how the Creative Class functions as an amplification layer Tested examples of how cultural strategy translates into commercial results, including the conditions that made the Banana Republic repositioning work