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Why organisations work with Andy Storch He has facilitated talent and leadership programmes for Salesforce, Oracle, Google, Toyota, Deloitte, EY, KPMG, Cisco, Sony, and Tiffany & Co., which means he has tested his career-ownership material against the most demanding corporate L&D functions in the market. He runs the room where his buyers meet each other. The Talent Development Think Tank conference, community, and podcast give him a working view of what CHROs and L&D leaders are actually trying to fix, before they brief a speaker. His thesis is concrete and actionable: career ownership is a learnable practice, not a slogan. Own Your Career Own Your Life breaks it into specific steps employees and managers can apply on Monday. His 2025 follow-up with Mike Kim, Own Your Brand, Own Your Career, gives organisations a practical handle on personal brand as a retention and internal mobility lever, not a LinkedIn exercise. He works equally credibly as a keynote, workshop facilitator, and community host. For talent functions running multi-day events, that flexibility is rare. Biography highlights Author of Own Your Career Own Your Life (2020) and co-author with Mike Kim of Own Your Brand, Own Your Career (2025). Founder and host of the Talent Development Think Tank podcast, conference, and community, sponsored by Advantage Performance Group. Has consulted, taught, or facilitated for Salesforce, Oracle, Google, Toyota, State Farm, Red Bull, Deloitte, EY, KPMG, HP, Sony, Cisco, and Tiffany & Co. MBA, USC Marshall School of Business (President of the MBA programme); BS, University of Florida. Host of three podcasts: The Talent Development Hot Seat, Own Your Career, and My NFT Journey. Workshop facilitator for global enterprises since 2011. Biography Career development inside large organisations has become a quiet contract failure. Employees assume their employer will plot the path; employers assume employees will take initiative; the middle is where engagement and retention disappear. Storch built a practice around closing that gap from both sides. His book Own Your Career Own Your Life sets out a step-by-step approach to career ownership for individual contributors and managers. The 2025 follow-up with Mike Kim, Own Your Brand, Own Your Career, extends the argument into personal brand as an internal-mobility and retention lever rather than an external marketing exercise. Both books are direct and operational, not motivational. The proof point most relevant to corporate buyers is who he works with. Salesforce, Oracle, Google, Toyota, Deloitte, EY, KPMG, Cisco, Sony, and Tiffany & Co. have used him to facilitate leadership and talent programmes. He has been running these workshops since 2011, which is what allows the keynote material to land in language a senior L&D function recognises. The Talent Development Think Tank, his podcast, conference, and community, gives him an unusual position in the market. He is not commenting on the talent development field from outside it; he is the convener inside it. For a CHRO or head of L&D, that means the speaker on stage has heard, in private, the same problems they are trying to solve. Key speaking topics Career ownership and employee development Talent development strategy Personal brand and internal mobility Leadership for managers of professionals Employee engagement and retention Future of work and talent trends Ideal for CHROs, heads of L&D, and talent development leaders running enterprise development programmes Annual talent and leadership offsites for managers of professionals Employee resource groups and internal high-potential cohorts Sales and account leadership conferences focused on retention and growth of top performers Audience outcomes A working definition of career ownership that managers and employees can apply to weekly conversations Specific tools to make personal brand work as an internal mobility and retention asset A clearer line between what the employer owes the employee and what the employee owes their own career Language to frame development conversations that does not collapse into performance review template A view of where talent development practice is heading, drawn from a sitting community of CHROs and L&D leaders

Why organisations work with Angie McQuillin Gives technically strong managers the specific behavioural tools to hold difficult conversations they currently avoid, not a theory of why those conversations matter. Works the seam between imposter syndrome and assertiveness where most confidence training stops short: what to say, how to say it, and how to hold the line when pushed back on. Psychology degree and MBTI-certified, with 15+ years inside corporate HR at Boeing, Imperial Tobacco and Camelot, so the behavioural science lands in language an operating leader recognises. Track record as a keynote for mixed senior and emerging-leader audiences, including the BOSS Leaders of the Future Conference and in-house programmes at Disney, EasyJet, Amazon, Barclays and KPMG. Sessions are designed as interactive workshops, not lectures, so participants leave with scripts and techniques they can test the next working day. Biography highlights BSc (Hons) in Psychology and certified MBTI Practitioner. 15+ years in corporate HR and international staffing, including roles across Boeing, Imperial Tobacco and Camelot. Keynote speaker and workshop lead for Walt Disney, EasyJet, KPMG, Barclays, Amazon, Bath University, Jumio and Norcan Petroleum. Announced keynote speaker at the BOSS Leaders of the Future Conference, Birmingham. Coaching practice focused on confidence, assertiveness, imposter syndrome, conflict resolution and leadership communication. Biography Most confidence programmes stop at the mindset. They tell people to back themselves and leave them there. The harder problem, what to actually say in the moment a senior colleague pushes back, a peer oversteps, or a direct report underperforms, is where careers get made or quietly stall. Angie McQuillin builds her work at exactly that point. Trained in psychology with a BSc (Hons) and certified as an MBTI Practitioner, she spent 15 years inside corporate HR and international staffing at Boeing, Imperial Tobacco and Camelot before moving full time into coaching and speaking. That HR background matters. She has sat in the rooms where promotion decisions get made and watched capable people lose ground because they could not have one specific conversation. Her sessions translate that pattern into behaviour. Managers and emerging leaders learn how to raise a concern without apologising for it, handle pushback without escalating, and hold a position under pressure. Imposter syndrome, assertiveness and conflict are treated as linked problems rather than separate workshops. Client rosters reflect the range: Walt Disney, EasyJet, KPMG, Barclays, Amazon, Bath University, Jumio and the keynote slot at the BOSS Leaders of the Future Conference in Birmingham. The register is interactive rather than inspirational. Audiences leave with scripts and techniques they can test in their next meeting, which is the test that matters to the HR directors and L&D leads who hire her. Key speaking topics Self-confidence and imposter syndrome Assertive communication Leadership communication Conflict resolution and difficult conversations Growth mindset Resilience under pressure Personal impact and influence Ideal for CHROs, L&D directors and talent leads building emerging-leader and first-time manager programmes. Women’s leadership networks and ERGs addressing confidence, voice and visibility. Technical and functional leadership populations where communication is the bottleneck to promotion. Organisations running culture work on feedback, psychological safety and conflict norms. Audience outcomes A working vocabulary for the conversations they currently avoid, including pushback, performance and boundary-setting. Specific techniques for handling imposter syndrome as it arrives, not as an abstract concept. A clearer read of their own communication defaults under stress and what to adjust first. Confidence grounded in behaviour they can repeat, not a temporary lift from the room.

Why organisations work with Anj Handa She brings governance-level credibility into inclusion conversations that usually stop at HR, holding positions as Independent Governor of Leeds Arts University, Chair of Freedom Studios, and Fellow of the RSA. Her campaign craft is verifiable, not rhetorical. She built the legal team, petition, and media strategy on the Afusat Saliu FGM-asylum case, gathering 126,500 signatures and pushing FGM higher on the UK political agenda. She names the parts of inclusive leadership most speakers avoid: emotional correctness, healthy boundaries, psychological safety, and what allyship has to do that employee networks cannot. She offers a working alternative to the glass ceiling, the labyrinth, which describes the actual sequence of barriers women, and particularly Black and brown women, encounter inside large organisations. Forbes named her in its 10 Diversity & Inclusion Trailblazers list, and Grant Thornton UK featured her among its 100 Faces of a Vibrant Economy. The recognition tracks substantive work, not commentary. Biography highlights Founder of Inspiring Women Changemakers, an inclusive community and consultancy advising on equity, governance, and systems change. Independent Governor of Leeds Arts University and Chair of the Board of Freedom Studios. Fellow of the Royal Society of Arts. Named in Forbes “10 Diversity & Inclusion Trailblazers” and Grant Thornton UK’s 100 Faces of a Vibrant Economy (2018). Featured in Charity Times 2023 International Women’s Day list. Contributor to “Generation Share”, “Eradicating FGM in the UK” (Hilary Burrage), and “Refugee Tales” (Comma Press). Biography Most organisations have a diversity statement. Far fewer have governance and leadership practices that match it. The gap is where talent gets lost, complaints get managed, and senior leaders quietly accept attrition that the policy was meant to prevent. Closing that gap requires someone fluent in both the structural and the human side of the work. Anj Handa has spent more than two decades operating in that space. She is Founder of Inspiring Women Changemakers, an inclusive community and consultancy that advises senior leaders on inclusive governance, equity, and systems change. She is an Independent Governor of Leeds Arts University, Chair of Freedom Studios, and a Fellow of the Royal Society of Arts; positions she has often noted are held by fewer than one percent of Black and brown women in the UK. Her authority is not theoretical. In 2014 she led the high-profile asylum campaign for Afusat Saliu and her daughters, assembling the legal team, running a Change.org petition that drew 126,500 signatures, and bringing MPs and national media into the story. The work was later included in Hilary Burrage’s “Eradicating FGM in the UK” and the Comma Press anthology “Refugee Tales”. Forbes named her in its 10 Diversity & Inclusion Trailblazers list; Grant Thornton featured her among its 100 Faces of a Vibrant Economy. What separates her work for senior teams is the territory she is willing to name. Psychological safety, emotional correctness, healthy boundaries, allyship that is more than a network. She challenges the glass ceiling as a useful frame and offers the labyrinth in its place, a more accurate description of the sequence of barriers women encounter inside complex organisations. That precision is what boards and executive teams hire her for. Key speaking topics Inclusive leadership and governance Equity, diversity, and structural change The labyrinth: rethinking the glass ceiling Allyship beyond employee networks Psychological safety and emotional correctness Self-care and resilience for changemakers Campaign craft and policy influence Ideal for Boards, governance committees, and executive teams setting inclusion strategy CHROs, Heads of DEI, and senior people leaders rebuilding programmes under scrutiny Public sector, charity, and arts leaders working on equity and safeguarding Women’s leadership and changemaker networks inside large organisations Audience outcomes A sharper vocabulary for the structural barriers women face beyond the glass ceiling A clear distinction between allyship as practice and employee networks as forum Specific governance-level questions to put to their own inclusion programmes Permission and language to address emotional correctness and boundaries in senior teams A view of inclusion that connects policy, governance, and lived experience without losing rigour

Why organisations work with Anna Baréz-Brown A track record at scale: the Shine programme has reached thousands of women across four continents and more than 75 nationalities, with named corporate clients including WPP, Channel 4, TikTok, Rothschild & Co, and Google. Her work is built around retention and progression metrics, not engagement scores. Clients commission her when the gender balance of their senior roster needs to change, not when they need an inspirational keynote. She frames inclusion as a commercial discipline. Her core argument, that diversity fails in most companies because it sits with people who lack decision rights and budget, lands credibly with COOs and CEOs as well as CHROs. A corporate operator before a coach: a former European Sales Director responsible for 12 countries and 85 employees, with credentials as a CTI Leadership Coach, NLP Master Practitioner, and qualified Organisational Relationship Systems Coach. She talks to men as well as women. The programme deliberately addresses allyship, micro-aggressions, and the part male leaders play in changing the system, which makes her workable for organisations nervous about polarised DEI framing. Biography highlights Co-founder of Shine (now We Are Shine), launched 2013 with Caroline Whaley. Former European Sales Director with responsibility for 12 countries and 85 employees. Earlier roles at Axel Springer Verlag and Bertelsmann. Programme has worked with thousands of women across more than 75 nationalities and four continents. Named clients include WPP, Rothschild & Co, TikTok, Channel 4, Google, Channel 4, ITV, and EasyJet. Credentialled as a CTI Leadership Coach, Neuro-Linguistic Master Practitioner, and qualified Organisational Relationship Systems Coach. Biography Most diversity work fails on the same fault line. Programmes sit inside HR, measured by sign-up rates and sentiment, while the senior roster keeps reproducing itself. Promotion patterns do not move. Mid-career women leave. The gap between stated values and lived experience widens. Shine, the organisation Anna Baréz-Brown co-founded with Caroline Whaley in 2013, was built to attack that fault line directly. The programme is delivered into companies including WPP, Channel 4, TikTok, Rothschild & Co, and Google, and is measured against retention, promotion, and the gender balance of senior teams. It has worked with thousands of women across more than 75 nationalities and four continents. The credibility behind that work is corporate, not activist. Before launching Shine, Baréz-Brown ran a sales business as European Director with twelve countries and eighty-five staff reporting in, after earlier roles at Axel Springer Verlag and Bertelsmann. She is a CTI Leadership Coach, an NLP Master Practitioner, and a qualified Organisational Relationship Systems Coach. Her argument to senior teams is commercial. Diversity stalls because the responsibility is delegated downward, the investment is underestimated, and the conversation polarises before any system actually changes. Her work treats inclusion as a leadership discipline that involves men and women, allies and sceptics, and the operating decisions of the business itself. Key speaking topics Gender balance in senior leadership Inclusive leadership and allyship Building corporate leadership pipelines Coaching cultures and feedback Personal energy and performance at work Influence, impact, and executive presence Courageous conversations and managing micro-aggressions Ideal for CHROs, Chief People Officers, and Heads of D&I designing senior pipeline programmes. CEOs and ExCo sponsors who want gender balance treated as a commercial outcome, not a comms initiative. Leadership development teams running cohort programmes for high-potential women and their managers. Male executives and line managers being asked to act as allies and sponsors in practice. Audience outcomes A clearer view of why most diversity programmes do not move the senior roster, and what does. Language and tools for courageous conversations across difference, including on micro-aggressions. Specific practices for women navigating senior career transitions: stakeholder management, brand, energy, narrative. A framing of inclusion that male leaders can act on, not just endorse. A diagnostic for where their own organisation’s pipeline is leaking and who needs to own the fix.

Why organisations work with Annicken R. Day She built the culture inside Tandberg, the Norwegian video conferencing company acquired by Cisco for $3.5 billion, which gives her a rare operator’s view of what a high-trust, high-performance culture actually looks like at scale. She held the Chief Culture Officer role before the title was fashionable, so she speaks about culture as a built system, not a brand exercise. Her Scandinavian leadership lens gives executive teams a working alternative to command-and-control models, grounded in trust, autonomy and psychological safety as commercial mechanisms rather than soft values. She is a published thinker as well as a practitioner, with co-authorship of Creative Superpowers, a bestselling novel translated into multiple languages, and columns in Forbes, Business Insider and Huffington Post. She is fluent in the hybrid and remote question, having advised leadership teams in over 50 countries on how culture survives when proximity disappears. Biography highlights Founder and CEO of Corporate Spring, advising leadership teams from startups to Fortune 500 organisations. Former Chief Culture Officer at Tandberg, the Norwegian technology company acquired by Cisco for $3.5 billion in 2010. Co-author of Creative Superpowers: Equip Yourself for the Age of Creativity. Author of the bestselling novel Fly, Butterfly, translated into multiple languages. TEDx speaker and speaker at the United Nations. Columnist for Forbes, Business Insider and Huffington Post. Biography Most companies talk about culture. Far fewer can show the operating choices, leadership habits and team rituals that produce one. Annicken R. Day spent the formative part of her career inside that gap. As Chief Culture Officer at Tandberg, the Norwegian video conferencing business later acquired by Cisco for $3.5 billion, she helped build a workplace that won repeated Best Place to Work recognition while the company became a global category leader. That experience shaped her thesis. Culture is not the residue of value statements. It is a deliberate system of leadership behaviour, communication norms and trust mechanisms that determines whether strategy converts into performance. Her work at Corporate Spring, the consultancy she founded after Tandberg, applies that thesis to executive teams in more than 50 countries. Her writing has reached a wider audience. She co-authored Creative Superpowers: Equip Yourself for the Age of Creativity and wrote the bestselling novel Fly, Butterfly. She has contributed columns to Forbes, Business Insider and Huffington Post, and spoken at TEDx and the United Nations on culture, creativity and the human side of business. What sets her apart in a crowded culture-and-leadership field is the combination of operator credibility and a Scandinavian frame. Trust, autonomy and joy show up in her work as commercial levers, with the trail of retention, engagement and performance to back them up. Key speaking topics Culture as a strategy for growth High-trust, high-performance teams Scandinavian leadership models Hybrid and remote culture design Employee engagement and retention Creativity and innovation in the workplace Executive leadership development Ideal for CHROs, Chief People Officers and CEOs reframing culture as a commercial mechanism Leadership teams managing distributed and hybrid workforces across geographies Founders and executive teams in scale-up companies are inheriting a culture they did not design Boards and executive committees preparing for, or recovering from, post-acquisition cultural integration Audience outcomes A working definition of culture as a system of behaviours, decisions and rituals, not a values statement Leadership habits that build trust at the speed required by hybrid and distributed teams A view of Scandinavian leadership principles, including autonomy and psychological safety, as commercial mechanisms Concrete examples from a $3.5 billion exit story of how culture compounded into competitive advantage A vocabulary for diagnosing where culture is undermining strategy and what to address first

Why organisations work with Anthony Bennett His story is medically verifiable, not metaphorical. Twelve resuscitations, three weeks on ECMO at Great Ormond Street, a 10 per cent survival chance. Audiences leave knowing the platform is real. A four-year corporate role with Whitbread PLC put him alongside operational teams across the UK in support of the £7.5 million Great Ormond Street partnership. He understands how a workforce engages with a cause, not only how a stage receives a speech. Named on the Independent on Sunday’s 2015 Happy List, a credential anchored in a named publication rather than self-description. He is bookable as opening or closing keynote, healthcare audience or commercial team, school assembly or board offsite. Repeat clients include Network Rail, BT, CIPD, IQVIA, Janus Henderson and multiple NHS trusts. Biography highlights 2015 Independent on Sunday Happy List Played a central role in the Whitbread PLC and Great Ormond Street Hospital Children’s Charity partnership directed at the Premier Inn Clinical Building Repeat-booked across UK corporates and NHS trusts including Network Rail, BT, CIPD, IQVIA, Janus Henderson, Salisbury NHS Foundation Trust and University Hospitals Birmingham NHS Foundation Trust Three weeks on an ECMO machine at Great Ormond Street Hospital after contracting Strep Pneumonia, Influenza and Staphylococcus simultaneously in 2006 Resuscitated twelve times, given a 10 per cent survival chance, relearned to walk, talk and breathe Biography A school trip to Paris in 2006 ended with a UK teenager on an ECMO machine at Great Ormond Street Hospital, three viral infections in his system at once and a 10 per cent survival chance. He was resuscitated twelve times. He had a seizure while comatose. He came out of it and had to relearn how to walk, talk and breathe. That is the platform Anthony Bennett works from. The story is unusual not because survival stories are rare on the speaker circuit, but because this one is medically specific and independently documented at a named institution. The post-recovery chapter explains why corporate buyers, not only schools and healthcare audiences, book him. He spent four years working with Whitbread PLC on the partnership with Great Ormond Street Hospital Children’s Charity, which directed funds toward the Premier Inn Clinical Building. The Independent on Sunday named him on its Happy List in 2015. Repeat clients include Network Rail, BT, CIPD, IQVIA, Janus Henderson and multiple NHS trusts. What he delivers in a keynote is a perspective reset, not a framework. Audiences leave with a sharper read on how teams sustain morale under pressure, how individuals rebuild after acute setback, and what mental health support actually looks like at the human end of the equation. Key speaking topics Resilience and recovery after acute setback Mental health in the workplace Team morale and cohesion Motivational keynote for wellbeing and engagement events Patient voice in healthcare settings Corporate charity partnerships and employee fundraising engagement Ideal for HR, internal communications and wellbeing leads commissioning a keynote moment inside a broader engagement or mental health programme NHS trusts and healthcare organisations seeking a credible patient voice for staff conferences All-hands events, kick-off conferences and after-dinner slots where a perspective reset is the outcome being bought Schools and youth audiences working on resilience and mental health Audience outcomes A perspective reset on what counts as a setback and what does not Renewed willingness to engage with workplace mental health conversations A clearer view of how individuals and teams sustain themselves under sustained pressure A memorable opening or closing moment that anchors the rest of the event

Why organisations work with Anton Gunn He has operated at the level his audiences operate at. Advising a President on national health policy and running diversity and external affairs inside a federal department is not a case study he read; it is the room he was in. His World-Class Culture framework gives executives a named, structured approach to retention and culture rather than another values poster. It has been applied inside Pfizer, KPMG, Microsoft, HCA Healthcare and Mercedes-Benz Vans. He talks about inclusion as an operating capability, not a political position. For boards navigating contested ground on DEI, that distinction is the reason he gets booked. His credibility carries on both sides of the executive table: a Harvard Institute of Politics fellow with a Certified Speaking Professional designation, an MSW, and seven years inside senior healthcare leadership at MUSC. Biography highlights Former senior advisor to President Barack Obama; Director of External Affairs, U.S. Department of Health and Human Services, leading stakeholder engagement for Affordable Care Act implementation Former Executive Director and Chief Diversity Officer, Medical University of South Carolina Resident Fellow, Harvard Institute of Politics Bestselling author of Just Lead, The Presidential Principles, and The Audacity of Leadership Certified Speaking Professional, a designation held by fewer than 10 percent of professional speakers worldwide Featured in TIME, The Wall Street Journal, Forbes, NPR, BBC and Good Morning America Biography The Affordable Care Act needed people to believe in it before it could function. As Director of External Affairs at the U.S. Department of Health and Human Services, Anton Gunn led the stakeholder engagement that turned a contested federal statute into something hospitals, employers and citizens could act on. That work, advising President Obama and Secretary Sebelius, is the reference point his clients hire him for. He has since spent close to a decade translating that experience into a body of executive practice. As Chief Diversity Officer and Executive Director at the Medical University of South Carolina, he ran inclusion as an operating function inside a complex healthcare institution, not as a communications exercise. His framework, World-Class Culture, codifies the seven behaviours he saw separate retention-positive cultures from the rest. His three books trace the same argument from different angles. The Audacity of Leadership set out the principles. The Presidential Principles distilled what he learned watching Obama lead in real time. Just Lead, his 2022 bestseller, gave operators 44 specific actions for retention and culture. Pfizer, KPMG, Microsoft, T-Mobile, SHRM and Mercedes-Benz Vans have all brought him in to apply that work. He is a Harvard Institute of Politics fellow and a Certified Speaking Professional, a designation held by under 10 percent of speakers globally. The combination buyers respond to is rarer than either credential alone: a former White House operator who has also run culture and inclusion inside a 17,000-person institution, and who can talk to a board in the language of accountability rather than aspiration. Key speaking topics Values-based leadership Workplace culture and retention Inclusive leadership Trust as an executive capability Crisis leadership and recovery Talent strategy in healthcare and regulated industries Ideal for Boards and CEOs navigating culture and retention under restructure CHROs and Chief Diversity Officers building inclusion as an operating discipline Senior leadership teams in healthcare, financial services and regulated industries Public sector and policy audiences working at the boundary of government and enterprise Audience outcomes A named, repeatable framework for diagnosing and rebuilding workplace culture A clearer view of where executive trust is earned and where it is forfeited Concrete actions for retention drawn from the Just Lead framework A working definition of inclusive leadership that holds up in front of a sceptical board An inside view of decision-making at the senior levels of the Obama administration

Why organisations work with Beatrice Kabutakapua A journalist’s discipline applied to leadership voice. A decade as a London-based foreign correspondent gives her a working method for turning messy human material into a clear, defensible narrative that holds up in a boardroom. A published methodology, not a workshop format. Lead With Your Story sets out a usable framework for converting lived experience into leadership content, which DEI and L&D teams can build a programme around rather than a single session. Harvard’s “Public Narrative” training behind the work. The frame she uses sits inside an established discipline of civic and organisational storytelling, not a personal brand exercise. A specific answer to the diversity-at-the-top problem. She works with the leaders companies have invested in for years and still struggle to promote, and gives them language for authority on their own terms. A multilingual operator. Sessions delivered in English, French and Italian, with experience across European, North American and Middle Eastern audiences (Los Angeles to Istanbul). Biography highlights Founder and CEO of The Business Storytelling Centre. Author of Lead With Your Story: How to Turn Your Lived Experience Into Your Leadership Superpower (Amazon bestseller, 2025). Harvard University certificate in Public Narrative: Leadership, Storytelling and Action. MA in international journalism, Cardiff University; MSc in social research methods, University of Sussex. Former foreign correspondent covering human rights, international development and African affairs. Client roster includes WPP Media, Aviva, Save the Children, Booking.com, Holland & Barrett, the Lankelly Chase Foundation and the Pacific Council on International Policy. Biography Most diversity strategies stop working at the threshold of the senior team. The pipeline is full, the sponsorship budget is spent, and yet the same kind of leader keeps getting promoted. The block is rarely capability. It is that the people coming through have spent their careers translating themselves into a voice the organisation already trusts, and that translation runs out at the point where authority needs to feel personal. Beatrice Kabutakapua works on that exact gap. Trained as a journalist at Cardiff, with a Harvard certificate in public narrative and a decade as a London-based foreign correspondent behind her, she founded The Business Storytelling Centre to give senior and emerging leaders a method for leading from their own material rather than someone else’s template. Her 2025 book Lead With Your Story, an Amazon bestseller, sets out the system she uses with clients. Her client roster is built around the buyers who feel this problem most directly. WPP Media, Aviva, Save the Children, Booking.com, Holland & Barrett, the Lankelly Chase Foundation, the European Journalism Centre and the Pacific Council on International Policy all sit inside her recent work, typically commissioned through DEI, People and Culture, or L&D leads. Sessions run in English, French and Italian. The editorial background matters. She does not treat storytelling as motivation. She treats it as a discipline for extracting the specific, defensible argument inside a leader’s experience and giving it commercial form, which is why her sessions tend to land with senior audiences who are sceptical of softer leadership content. Key speaking topics Business storytelling for leaders Authentic leadership and lived experience Visibility and voice for under-represented leaders Inclusive leadership pipelines Internal communication and culture Coaching for newly promoted leaders Cross-cultural leadership communication Ideal for CHROs and Chief People Officers redesigning the senior leadership pipeline Heads of DEI and inclusion leads commissioning substantive, capability-led inclusion work L&D directors building authentic leadership and executive presence programmes Internal communication leads working on leader visibility and culture narrative Audience outcomes A working method for turning their own lived experience into a leadership argument that holds up with a senior audience Specific language for the moments where existing executive communication training falls short A clearer view of why their current diversity-at-the-top interventions are not converting, and what to change Practical structures for coaching newly promoted leaders through the visibility threshold A vocabulary for inclusion work that senior leaders can use without political signalling

Why organisations work with Ben Hanlin He has spent twenty years professionally holding the attention of audiences who did not ask to be entertained, a craft most keynote speakers approximate and never master. His engagement and rapport techniques are not theoretical. They are the working methods of a magician adapted for sales teams, client conversations and conference stages, and they were sharp enough to win Best TEDx Speaker at The Speaker Awards 2024. He is one of the few speakers who can credibly anchor a full conference day, opening with a keynote, hosting the agenda, and closing with the awards, without changing register. Major brand audiences including Google, PwC, Coca-Cola and Amplifi book him for the same reason: he reliably resets the energy of a room and gives an audience something to remember about it the next morning. The Speaker Awards 2024 triple, Speaker of the Year, Best Newcomer and Best TEDx Speaker, was judged by industry bookers on content, delivery and bookability. That combination of recognitions in a single year is rare. Biography highlights Creator, writer and star of ITV2’s hidden-camera magic series Tricked, three series broadcast 2013 to 2016. Presenter of Breaking Magic on the Discovery Channel. Series 12 finalist on ITV’s Dancing on Ice (2020), finishing fourth. Speaker of the Year, Best Newcomer and Best TEDx Speaker at The Speaker Awards 2024. TEDx London speaker, “How to Create INSTANT Engagement and Connection” (2024). Combined online following of two million plus across YouTube, Instagram and Facebook. Biography Most keynote speakers learn to hold a room by stepping onto a corporate stage. Ben Hanlin learned it on the street, in pubs and on prime-time television, where the audience has not agreed in advance to pay attention and the speaker has roughly four seconds to earn it. Twenty years of working as a professional magician is, among other things, twenty years of solving that problem. That craft moved onto television with Tricked, the ITV2 hidden-camera magic series he created, wrote and presented across three series between 2013 and 2016, followed by Breaking Magic on the Discovery Channel and a fourth-place finish on series 12 of Dancing on Ice. The work travels: his combined audience across YouTube, Instagram and Facebook now sits above two million. The keynote work is a translation of the same discipline. Hanlin teaches the working methods a magician uses to create rapport, hold attention and make a message stick, applied to sales conversations, client meetings, leadership presence and the inside of a conference room. In 2024 his TEDx London talk “How to Create INSTANT Engagement and Connection” was named Best TEDx Speaker at The Speaker Awards. At the same ceremony he was also named Speaker of the Year and Best Newcomer, judged by industry bookers on content, delivery and bookability. Organisations including Google, PwC, Coca-Cola and Amplifi book him in three modes: keynote on engagement and human connection, full-day conference facilitation, and high-energy awards hosting. The common thread is the same craft applied at different scales, the ability to walk into a room of distracted people and leave it as a connected audience. Key speaking topics Engagement and human connection Instant rapport and audience attention Communication under pressure Innovation and creative confidence Resilience and dealing with failure Conference hosting and awards facilitation Ideal for Sales conferences, kick-offs and national sales meetings Awards nights and gala dinners requiring a host who can also deliver content Leadership and client-facing teams working on rapport, presence and communication Full-day conferences needing a single anchor across keynote, facilitation and after-dinner roles Audience outcomes A working set of rapport and attention techniques drawn from twenty years of professional magic, usable the next morning in client meetings. Sharper instincts for reading a room and recovering it when energy drops. A clearer sense of how to make a message land and be remembered. A shared, high-energy moment that resets the tone of the conference or sales event.

Why organisations work with Ben Keene Twenty years of founding and running purpose-led ventures, from a crowdfunded Fijian island community to a climate startup platform, gives him a practitioner’s view of what actually holds communities together under pressure. A repeatable community-building method, the “5 R’s”, field-tested inside Rebel Book Club across 10 cities and 5,000 members, and translated for corporate audiences. Author of “Tribe Wanted” (Ebury Press, 2008), the book behind the BBC2 series, which gives his community thesis a public, documented origin story that most speakers in this space do not have. Equally comfortable hosting, facilitating, and running workshops, which means the same brief can be delivered as a keynote, a leadership offsite session, or a multi-day internal accelerator. Active founder work in climate and AI through Raaise and Good with AI, so his material on sustainability communication and responsible AI comes from current operating experience, not commentary. Biography highlights Founder, Tribewanted (2006-2016); built a crowdfunded sustainable-tourism community on Vorovoro, Fiji, later extended to Sierra Leone and Umbria. Author, “Tribe Wanted: My Adventure on Paradise or Bust”, Ebury Press, 2008. Subject of a five-part BBC2 series on the Fiji project, broadcast winter 2008. Co-founder, Rebel Book Club, a paid non-fiction reading community operating across 10 cities. Former lead of The Escape School at Escape the City; business advisor and mentor at Virgin StartUp. Founder of Raaise (climate startup fundraising platform) and Good with AI (AI education cohorts). Biography Building a physical community on a remote Fijian island with strangers recruited online is not a business-school case study. It is what Ben Keene did in 2006 when he co-founded Tribewanted, and the project ran for a decade across Fiji, Sierra Leone, and Umbria. It produced a BBC2 series, a book with Ebury Press, and several million dollars of investment into the regions it touched. The interesting part, for organisations, is what he took from it. Communities with paying members do not behave like audiences or customers. They need rhythm, roles, and a reason to return. Keene has spent the years since codifying how that works, most visibly in Rebel Book Club, the non-fiction reading community he co-founded in 2015 and grew to around 5,000 members in 10 cities. He applies the same lens to the commercial problems leaders actually bring him: why sustainability messaging lands with colleagues but not customers, why purpose programmes fade after the launch moment, why AI adoption stalls when it is framed as a tool rather than a practice. His current work through Raaise and Good with AI keeps him inside those problems as a founder, not a commentator. The through-line is specific. He is a founder who has repeatedly built communities that people pay to belong to, and he has turned the method into something organisations can use. Key speaking topics Community building inside organisations Purpose-driven business and impact entrepreneurship Sustainability communication and consumer behaviour Responsible AI and practical adoption Employee engagement through shared rituals and rhythm Founder lessons from climate and impact ventures Ideal for CHROs and internal communications leads designing engagement, belonging, or community programmes. Sustainability and ESG leads who need to translate strategy into language that customers and employees act on. Founders, innovation teams, and corporate venture units looking for a practitioner view of how purpose-led businesses scale. Learning and development leads building cohort-based programmes on AI, climate, or entrepreneurial mindset. Audience outcomes A clear method for building an internal or customer community, drawn from the “5 R’s” framework he has tested at scale. Honest distinctions between communities, audiences, and networks, and what each actually requires from the organisation. Concrete examples of where sustainability messaging fails with consumers and what reframing it around customer value looks like. A founder’s view of responsible AI adoption inside teams, grounded in his current cohort work rather than abstract policy. Renewed conviction that purpose and commercial outcomes reinforce each other when the community layer is built deliberately.

Why organisations work with Ben Whiting He converts a 20-year corporate mentalism career into a working communication toolkit, the same techniques magicians use to read a room, build rapport quickly, and hold attention under pressure. The Limitless Culture keynote pairs entertainment with practical tools, so the ideas land in a way that reduces the usual gap between conference-room inspiration and Monday-morning behaviour. A track record across Apple, Google, Amazon, American Express, Schlumberger, and UNiDAYS, organisations that already have access to most leadership content and still book him for culture and connection work. A delivery style designed for audiences fatigued by another panel and another slide deck, which gives internal sponsors a memorable centrepiece for offsites, sales kickoffs, and culture days. Biography highlights Twenty-plus years as a corporate magician and mentalist with performances in over 30 countries. TEDx speaker, TEDxTraverseCity: “Connect Like a Mind Reader”. Featured in The New York Times and Entrepreneur Magazine. Named clients include Apple, Google, Amazon, American Express, Schlumberger, UNiDAYS, Crystal Cruises, HARPO Studios, and Facebook. Signature keynote: Creating a Limitless Culture. Hired by an international leadership development firm to design and deliver corporate content globally after his TEDx talk. Biography Most workplace communication problems are not information problems. People have the data, the slides, and the strategy document. What they lack is the attention, trust, and connection that make the message stick. Ben Whiting’s career sits exactly at that gap. For two decades he worked as a corporate magician and mentalist in more than 30 countries, performing for audiences from Crystal Cruises and HARPO Studios to Facebook. The craft was reading rooms quickly, holding attention without props beyond the human voice, and creating moments people remembered long after they had left. That is the same skill set most leaders are trying to learn in a different vocabulary. After his TEDx talk “Connect Like a Mind Reader” in 2017, an international leadership development firm hired him to translate the mechanics of mentalism into corporate content. The result became Creating a Limitless Culture, a keynote built around three competency areas: clearer communication, more connected teams, and a shared mindset for navigating change. Apple, Google, Amazon, American Express, Schlumberger, and UNiDAYS have all booked the work. What makes the offer commercially interesting is the format. Whiting delivers serious content about culture and communication through a performance that audiences remember, which solves a recurring problem for internal sponsors: how to put substantive ideas in a room without losing the room. Coverage in The New York Times and Entrepreneur Magazine reflects an audience response that is closer to entertainment economics than to standard conference programming. Key speaking topics Workplace culture and connection Communication under pressure Change management and team adaptability Employee engagement Hybrid and remote team connection Innovation mindset Leadership communication Ideal for CHROs and people leaders running culture, engagement, or change programmes Sales and revenue leaders planning kickoffs where energy and message retention both matter Internal communications and L&D teams designing leadership offsites Conference organisers who need a keynote that resets a fatigued audience without sacrificing substance Audience outcomes Communication techniques drawn from mentalism that read attention, build rapport, and shift a room A working language for connection inside teams, particularly across hybrid and remote setups A reframing of change that treats new conditions as an opening rather than a threat A memorable shared reference point the audience can carry back into the workplace Practical prompts for leaders on how to model the culture they want their teams to adopt

Why organisations work with Beth Davies She ran learning and development at Tesla through a workforce expansion from roughly 600 to 33,000 employees, so her playbook on hypergrowth culture is built from the inside, not observed from outside. She led retail talent development at Apple during the iPhone launch and was on the founding team that built Microsoft’s retail stores from zero to fifteen in eighteen months, giving her rare comparative insight into how two very different consumer technology giants trained their customer-facing workforces. She teaches on IE University’s Master in Talent Development and Human Resources, which keeps her arguments tested against the next generation of HR leaders rather than frozen at the point she left corporate roles. McKinsey invited her into its Consortium for Advancing Adult Learning and Development, a signal that her views on workplace learning are taken seriously by the people advising the world’s largest employers. She speaks in concrete operational detail: what the onboarding looked like, how the first week was designed, what broke at which headcount, what the CEO actually said in the room. Biography highlights Former Director of Learning and Development, Tesla (2011 to 2017) Former Director of Retail Talent Development, Apple (2003 to 2008) Former Director of Customer Experience and Training, Microsoft (2009 to 2011) Adjunct Professor, Master in Talent Development and Human Resources, IE University, Madrid Founder and host of the Career Curves podcast JD, Stanford Law School; BA, Indiana University; named Luminary by Indiana University in 2016 Biography Tesla grew from around 600 people to 33,000 in the six years Beth Davies ran its learning and development function. That scale of expansion usually breaks culture. Keeping it intact was her job. Before Tesla, she had already done two of the hardest workforce build-outs in modern retail. At Apple, she was head of retail talent development during the years the stores were becoming the company’s most important customer relationship. She trained teams across the United States, Europe, Asia, and Australia and prepared thousands of store employees to sell the iPhone on day one. At Microsoft, she joined the small founding team that built the company’s own retail operation from zero to fifteen stores in eighteen months, setting the customer experience standards and the training that went with them. Her argument to senior leaders is that culture is not a slogan or a values poster. It is the behaviour that shows up in onboarding, in manufacturing floor routines, in how a new hire’s first week is designed, and in what managers are actually trained to do. When companies scale quickly, those details get delegated and diluted, and the product suffers. Protecting them is a leadership discipline, not an HR programme. She now teaches on IE University’s Master in Talent Development and Human Resources, advises EdTech founders, and hosts the Career Curves podcast. McKinsey’s Consortium for Advancing Adult Learning and Development invited her in as one of forty thought leaders it wanted in the room. Her Stanford law training shows up in how she structures an argument: specific, evidenced, and unsentimental about what works. Key speaking topics Scaling culture through hypergrowth Onboarding design for new hires Leadership development inside fast-moving companies Learning and development strategy on constrained budgets Customer experience training for retail and consumer businesses The CHRO agenda in technology-led organisations Talent retention in competitive labour markets Ideal for CHROs and heads of L and D in companies scaling past 1,000 employees CEOs and founders protecting culture through a growth phase Retail, consumer, and manufacturing leaders rebuilding customer-facing training HR leadership teams redesigning onboarding and manager capability Audience outcomes A concrete view of what culture preservation looks like at Tesla and Apple scale, in the detail of day-one onboarding and manager routines A sharper test for whether their current learning investment is protecting or eroding the customer experience Specific design principles for onboarding that holds up when headcount doubles A more honest read on which parts of their people strategy are load-bearing and which are ceremonial Comparative lessons from two consumer technology giants that solved retail workforce problems very differently