Omstilling af arbejdsstyrken

Why organisations work with Riaz Shah He has run reskilling at a scale almost no academic or consultant has matched: more than 400,000 employees and 24 million hours of learning a year inside EY. He built the EY Tech MBA, one of the first corporate degree programmes to put technology fluency at the centre of professional services training, and can speak about what it took to make it work. His authority on the future of work rests on operating responsibility, not research alone. He has been the executive on the hook for the budget, the platform choices and the outcomes. He chairs One Degree Academy, a free school for children in an underserved part of London now ranked among the world’s top ten in the Overcoming Adversity category of the World’s Best School Prizes. His argument that learning design matters at scale is supported by results, not theory. His OBE for Services to Education, awarded by HM King Charles III in 2023, signals that the credibility is recognised beyond the corporate audience. Biography highlights Professor of Practice for Innovation & Leadership, Hult International Business School. 27 years as a partner at EY, including Global Learning Leader, Managing Partner of London Assurance and Chief Operations Officer for EMEIA Markets. Architect of the EY Tech MBA, deployed across a workforce of more than 400,000 professionals. OBE for Services to Education, 2023. Founder and Chair of One Degree Academy, a Top 10 finalist for the World’s Best School Prize in the Overcoming Adversity category. Non-executive director, Genius Group (appointed July 2024). Biography Most large organisations have an AI strategy. Very few have a learning strategy capable of delivering it. That gap, between what a workforce is being asked to do next year and what it knows how to do today, is the specific problem Riaz Shah has spent the last decade inside. At EY, as Global Learning Leader, he carried operating responsibility for how more than 400,000 professionals were equipped for a market reshaped by automation, AI and digital platforms. His team delivered more than 24 million hours of learning a year and built the EY Tech MBA, a full corporate degree programme that put technology fluency at the centre of a professional services career. He had previously been Managing Partner of London Assurance and Chief Operations Officer for EMEIA Markets, so the work was anchored in commercial reality, not in the learning department’s preferences. He now teaches at Hult International Business School as Professor of Practice for Innovation & Leadership, where his sessions with senior executives concentrate on global megatrends, digital disruption and how organisations rebuild capability fast enough to keep up. He also chairs One Degree Academy, a state-funded free school for children aged 4 to 18 in an underserved part of London. The school is a Top 10 finalist in the Overcoming Adversity category of the World’s Best School Prizes, and is the practical expression of his argument that learning design, done seriously, scales. In 2023, King Charles III awarded him the OBE for Services to Education. He sits on the board of Genius Group, a Nasdaq-listed education business, and is a member of YPO. Key speaking topics AI and the future of work Reskilling and workforce transformation at scale Corporate learning as a strategic capability Innovation and growth mindset inside large organisations Generational shifts in the workplace Demographics and changing consumer attitudes Leadership in conditions of digital disruption Ideal for CHROs and Chief Learning Officers commissioning a workforce transformation tied to AI and automation. CEOs and executive committees of large services and knowledge businesses where the talent base is the product. Boards reviewing the capability assumptions inside a digital or AI strategy. Senior leadership conferences where the brief is to make the case for serious, not cosmetic, reskilling. Audience outcomes A sharper view of where the gap between AI ambition and workforce capability is biggest, and which gaps matter most commercially. A clearer picture of what corporate learning has to look like to keep pace with technology, drawn from running it at EY scale. An honest read on what worked and what did not in building the EY Tech MBA, with the operational detail intact. A more confident sense of how to talk to a workforce about AI without losing trust.

Why organisations work with Richard Florida His “three Ts” framework (technology, talent, tolerance) remains the most cited model in talent geography, drawn on by city governments and corporate location strategists worldwide. He named and quantified the creative class, the 40-million-strong workforce whose location and lifestyle decisions now drive regional economic growth. Through the Creative Class Group, he has advised BMW, Audi, Microsoft, Facebook, and Starwood Hotels, alongside city and regional governments worldwide. He co-founded CityLab, now owned by Bloomberg, and contributes regularly to The Atlantic and the Financial Times. His 2017 book The New Urban Crisis examined how the same forces driving creative-economy growth also produce inequality and segregation, giving leaders a more honest account of the trade-offs in talent-led strategies. Biography highlights University Professor at the University of Toronto’s Rotman School of Management and School of Cities, which he helped found Visiting Distinguished Professor at Vanderbilt University’s Owen Graduate School of Management Author of The Rise of the Creative Class, winner of the Washington Monthly Political Book Award and a Harvard Business Review Breakthrough Idea of 2004 Co-founder of CityLab, now owned by Bloomberg Ranked #19 on the Thinkers50 list of the world’s most influential management thinkers in 2017 Founder of the Creative Class Group, advising BMW, Audi, Microsoft, Facebook, and Starwood Hotels Biography Talent used to follow jobs. Florida’s research, beginning with his 2002 book The Rise of the Creative Class, demonstrated that the relationship had reversed. The most ambitious workers were now choosing cities first, gravitating to those that combined what he called the three Ts: technology, talent, and tolerance. The Rise of the Creative Class won the Washington Monthly Political Book Award and was named a Harvard Business Review Breakthrough Idea of 2004. The book quantified a workforce of 40 million Americans whose decisions about where to live were beginning to drive regional economies. It became the foundation for how cities and large employers think about competing for human capital. His 2017 book The New Urban Crisis confronted what creative-economy growth had produced. In cities like New York, San Francisco, and London, the same forces driving wealth creation were also increasing inequality, deepening segregation, and hollowing out the middle class. Florida calls this winner-take-all urbanism. The book gave civic and corporate leaders a sharper account of the trade-offs in talent-led growth. Florida is University Professor at the University of Toronto’s Rotman School of Management and School of Cities, which he helped found. He is also Visiting Distinguished Professor at Vanderbilt University’s Owen Graduate School of Management and a Distinguished Fellow at NYU’s Schack Institute of Real Estate. Through the Creative Class Group he has advised BMW, Audi, Microsoft, Facebook, and Starwood Hotels on talent and location strategy. Key speaking topics The creative class and the geography of talent Talent attraction and retention in the post-industrial economy Cities as engines of growth and inequality Real estate and corporate location strategy in the creative economy Innovation and the conditions that produce it The future of work in superstar cities Ideal for Chief Human Resources Officers and heads of talent making decisions about where to recruit, locate, and build culture Real estate developers, REITs, and corporate location strategists City leaders, mayors, and economic development agencies competing for investment and talent Boards and CEOs of large employers reassessing geographic footprint after the shift to hybrid work Audience outcomes Florida’s creative class framework, including who it covers and where the category is now concentrated globally Detailed data on which cities and regions are gaining and losing talent right now A diagnosis of why creative-economy growth also generates inequality and segregation, and what cities are doing in response Specific implications for location and recruitment strategy in their own organisation

Why organisations work with Russell Beck His 6C© model (Compensation, Career, Cause, Community, Culture, Company) gives people teams a structured, actionable framework for talent strategy: not a list of principles, but a diagnostic and planning tool organisations can apply directly. His career spans engineering project leadership across 25 countries, European Head of Talent at Yahoo!, MD of a £120m talent outsourcing business, and Global Head of Consulting at Impellam Group: a level of operational depth that most future-of-work commentators do not have. The World of Work to 2030 was recognised by the Financial Times as a business book to read and won the Institute of Leadership’s Book of the Year giving his frameworks independent, named validation rather than self-asserted authority. He translates megatrend analysis into specific commercial decisions. His sessions leave teams with a clear view of what the talent market will require of them by 2030, not just why it matters. Biography highlights Author of The World of Work to 2030, published by Bloomsbury Business (2024) Winner, Institute of Leadership Leadership Book of the Year 2024 Recognised by the Financial Times as a business book to read; regular interviewee in the FT Former European Head of Talent, Yahoo! – built one of the first pan-European talent functions Former Managing Director, Carlisle Managed Solutions – grew business to £120m turnover in 30 months; former Global Head of Consulting, Impellam Group Engineering project leader across 25+ countries, including a USD500m programme; co-owner and Director of Inspiration, ImagineThinkDo Biography Work is changing faster than most organisations’ talent strategies can keep up with. The labour market that defined hiring and retention practices for the last thirty years has shifted structurally, and the organisations still winning on compensation alone are discovering the limits of that approach. Russell Beck has spent three decades working through this tension as an operator running large-scale engineering programmes across 25 countries to building Yahoo!’s first pan-European talent function, to leading a £120m talent outsourcing business as Managing Director. His book, The World of Work to 2030, published by Bloomsbury Business, maps the megatrends reshaping organisations and careers and translates them into a practical action framework. It won the Institute of Leadership’s Leadership Book of the Year in 2024 and was recognised by the Financial Times as a business book to read. The book’s argument is not that change is coming, it is that most organisations are already behind, and that closing that gap requires deliberate, structured action on people strategy now. The 6C© model (Compensation, Career, Cause, Community, Culture, Company) is Beck’s proprietary framework for diagnosing and rebuilding talent strategy in a market where employees hold structural leverage. It has been deployed with organisations across sectors including Vodafone, the NHS, Cambridge University Press and the Top Employers Institute. Through ImagineThinkDo, the consultancy and development firm he co-owns with Alison Beck, he works directly with senior leadership teams on workforce transformation, leadership development and cultural change. His perspective combines the research discipline of an engineer, the strategic experience of an operator who has led at scale, and the practical tools of a practitioner who has done the work inside organisations, not just advised on it from outside. Key speaking topics Future of work and workforce strategy Talent attraction, retention and the 6C© model Organisational culture and belonging The multigenerational workforce Purpose-led leadership Leadership in uncertainty Future skills and employability Megatrends and their organisational implications Ideal for CHROs and people directors designing future-fit talent strategy Senior leadership teams navigating workforce transformation Talent, learning and organisational development functions CEOs and MDs seeking a commercially grounded view of the future labour market Audience outcomes A structured view of the megatrends reshaping work, and their specific implications for organisational and talent strategy Familiarity with the 6C© model as a practical tool for rebuilding attraction and retention approaches Clearer understanding of why belonging – not diversity alone – determines whether inclusion strategies deliver measurable outcomes Practical steps leaders can take to close the gap between current people strategy and what the labour market will require by 2030 A leadership lens for embedding purpose and meaning at work in ways that affect retention and performance

Why organisations work with Seth Mattison His book The War at Work, co-authored with Joshua Medcalf, frames the cultural and structural tension between the traditional hierarchy and the emerging network, which is the underlying shape of most workforce disputes leaders are now managing. As a Strategic Partner at BridgeWorks, the firm that helped define generational diversity consulting, he works inside the practitioner tradition rather than commenting on it from the outside. His client list is unusual in its breadth: MasterCard, Microsoft, AT&T, PepsiCo, Morgan Stanley, Berkshire Hathaway, Dow, Disney and the Dallas Cowboys, which means his material has been calibrated across consumer, technology, financial services, industrial and entertainment audiences. He is a main-stage speaker first, with an Editors’ Picks Speaker to Watch selection and published quotes in the Wall Street Journal, Forbes, Entrepreneur and The Globe and Mail, which is useful for all-hands, sales kick-offs and customer conferences. He combines data-heavy content on workforce trends with a storyteller’s register, which keeps Gen Z and boomer audiences in the same session without patronising either. Biography highlights Co-Founder and CEO of Luminate Labs; Strategic Partner at BridgeWorks Co-author of The War at Work with Joshua Medcalf Expert on generational workforce dynamics, future of work and talent management Published and quoted in the Wall Street Journal, Forbes, Entrepreneur and The Globe and Mail Named clients include MasterCard, Microsoft, AT&T, PepsiCo, Morgan Stanley, Berkshire Hathaway, Dow, Disney, Johnson & Johnson, IBM and the Dallas Cowboys Editors’ Picks Speaker to Watch Biography Four generations are now working alongside each other in most major organisations, and the assumptions each has brought to the table about loyalty, hierarchy and flexibility are pulling in different directions. Seth Mattison has spent almost two decades working on that gap. As Co-Founder and CEO of Luminate Labs and a Strategic Partner at BridgeWorks, the consulting firm that helped define the generational-diversity category, he works with senior leaders on the specific changes that multi-generational and post-hierarchical workplaces require. The War at Work, co-authored with Joshua Medcalf, is the most accessible expression of his argument. Written as a fable, it lays out the tension between the traditional hierarchy and the emerging network inside modern organisations, and the unwritten rules leaders need to understand to manage both. The book is widely used in leadership programmes, and it is the same argument his keynotes are built on. The client list runs across industries that rarely share a training vendor: MasterCard, Microsoft, AT&T, PepsiCo, GE Energy, Cisco, Morgan Stanley, Berkshire Hathaway, Dow, Disney, Johnson & Johnson, IBM and the Dallas Cowboys. His work has been quoted in the Wall Street Journal, Forbes, Entrepreneur and The Globe and Mail, and he has been selected as an Editors’ Picks Speaker to Watch. For CHROs, chief talent officers and executive committees trying to build a leadership pipeline that spans Gen Z through boomers, Mattison offers something most generational speakers do not: a main-stage performer backed by a consulting practice and a published book, with a client footprint that shows the argument holds up across sectors. Key speaking topics Generational dynamics and the multigenerational workplace Future of work and the shift from hierarchy to network Talent management and high-performance culture Sales and leadership in the new workforce Next-generation leadership development Change and transformation in the people system Ideal for CHROs, chief talent officers and HR leadership teams designing multigenerational workforce strategy Sales, revenue and commercial leadership teams adapting to new buyer and workforce dynamics All-hands, kick-offs and customer or partner conferences where a main-stage future-of-work voice is needed Leadership programmes and corporate universities running high-potential and next-generation cohorts Audience outcomes A working vocabulary for the tension between hierarchy and network inside their own organisation A clearer view of what drives and derails each generational cohort at work, drawn from BridgeWorks practice and Mattison’s own research Specific prompts for updating leadership, sales and talent practices for a post-hierarchical workforce Case material from named Fortune 500 engagements usable as reference cases in the audience’s own context

Why organisations work with Sharon Gai She offers a working model for redesigning teams and reporting lines when agentic AI absorbs the work middle management was paid to do. Her book How to Do More with Less (Wiley, 2026) maps the shift from task-based to capability-based org structures, with named roles for what humans do once execution is automated. Most AI adoption speakers describe what is happening to organisations from the outside. As Head of Global Key Accounts at Alibaba’s Tmall, Sharon worked inside the operating core of one of the world’s most AI-integrated commercial platforms. The vantage gives her authority on AI’s organisational effects that advisers and analysts cannot manufacture. Her practitioner depth on China’s ecommerce ecosystem, built into Ecommerce Reimagined (World Scientific, 2022), gives commercial and transformation leaders a primary source on consumer-to-manufacturer models and AI-integrated logistics via Cainiao. For European boards looking five years ahead, this is the live case study Western markets are still catching up to. Her “Culture Fluid” framework gives leadership teams a way to address the human side of AI adoption without falling into change-management cliché. It explains why two organisations with the same technology stack will get different results. Her client list spans UBS, Deloitte, Nestlé, Walmart, LVMH, and Lenovo, with platform exposure on Bloomberg, CNN, Reuters, TechCrunch, and Wired. Recognised as a LinkedIn Top AI Voice (2026) and a RETHINK Retail Top AI Leader. Biography highlights Author of How to Do More with Less: Future-Proofing Yourself in an AI-Driven Economy (Wiley, 2026) and Ecommerce Reimagined: Retail and Ecommerce in China (World Scientific, 2022) Former Head of Global Key Accounts at Tmall, Alibaba’s core commerce pillar, led omnichannel and ecommerce strategy for major international accounts including Adidas, P&G, H&M, and Xiaomi Selected for the Alibaba Global Leadership Academy, the internal programme designed to globalise Alibaba’s business units MS in Information & Knowledge Strategy, Columbia University; Honours BA in International Development, McGill University Former Global Shaper, World Economic Forum Named in AAE’s Top Keynote Speakers 2023; recognised as a RETHINK Retail Top AI Leader, LinkedIn Top Voice (2024), and LinkedIn Top AI Voice (2026) Media appearances on Bloomberg, CNN, Reuters, TechCrunch, Wired, CBC, and CCTV; keynote clients include UBS, Deloitte, Nestlé, Walmart, LVMH, and Lenovo Biography The work middle management was paid to do is moving into systems. Reporting, status tracking, summarisation, performance feedback, project oversight: agentic AI now performs each of these to the standard a competent manager would have delivered five years ago. The org chart that organisations grew up with is becoming structurally redundant, and most leadership teams do not yet have a working model for what replaces it. That question is the centre of Sharon Gai’s recent work. Her book How to Do More with Less (Wiley, 2026) maps the shift from task-based org structures to capability-based ones, naming what concentrates in humans once execution is automated: judgement, taste, theory of mind, original problem definition. The book sits within an active body of writing on what she calls the Org Chart of the Future, drawing on the live restructures already underway at Meta, Microsoft, and others. Her authority on these questions comes from operational experience few AI speakers can claim. As Head of Global Key Accounts at Alibaba’s Tmall, she worked inside one of the world’s most AI-integrated commercial platforms, leading omnichannel and ecommerce strategy for Adidas, P&G, H&M, and Xiaomi. Selection for the Alibaba Global Leadership Academy, the internal programme tasked with globalising Alibaba’s business units, deepened that vantage. Her first book, Ecommerce Reimagined (World Scientific, 2022), remains the only practitioner account of China’s ecommerce ecosystem written from within Alibaba, examining how consumer-to-manufacturer models and AI-integrated logistics via Cainiao function inside the company. Her “Culture Fluid” framework addresses the parallel internal question: how to build the agility to compete across simultaneous cultural and technological shifts. The work connects the structural argument of the Org Chart of the Future to the human capability conditions that make any redesign executable. Without the second, the first remains an idea on a slide. Key speaking topics The Org Chart of the Future: AI-era team and role design AI adoption at organisational scale: from pilots to operating model The disappearing middle: agentic AI and management layers Future-proofing in an AI-driven economy China’s AI-integrated commerce ecosystem Culture Fluid: organisational agility across cultural and technological shifts Consumer-to-manufacturer (C2M) models and AI-integrated supply chains Ideal for CHROs, COOs, and transformation leads designing the operating model and workforce for an AI-augmented organisation Boards and executive committees confronting the structural implications of AI on management layers, headcount, and capability planning Chief Commercial Officers and heads of digital in retail, FMCG, luxury, and consumer brands looking at AI’s effect on platform commerce Leadership development programmes where AI adoption needs the perspective of someone who has worked inside an organisation operating at AI saturation Audience outcomes A structural model for redesigning teams and reporting lines when agentic AI absorbs the work middle management was paid to do Operating clarity on which AI use cases produce advantage and which produce vendor revenue A view of how China’s AI-integrated commerce platforms actually function, drawn from inside Alibaba, and what is genuinely replicable in Western markets A direct answer to the question of where human capability concentrates in an AI-driven organisation: judgement, taste, theory of mind, original problem definition A shared language, through the Culture Fluid model, for the human side of AI adoption

Why organisations work with Sol Rashidi She has personally led AI and data deployments inside Estee Lauder, Merck, Sony Music, Royal Caribbean, and Amazon Web Services, so the advice is field-tested rather than theoretical. She wrote Your AI Survival Guide (Wiley, 2024), the practical deployment playbook that boards and CIOs have started to use as a reference text for moving past pilots. As Senior Fellow at Harvard Kennedy School’s Mossavar-Rahmani Center, she is shaping AI policy thinking at the level boards now have to engage with. She talks credibly to two audiences in the same room: technical leaders who need the architecture to be right, and executive teams who need the commercial and workforce implications spelled out. Her current role as Chief Strategy Officer for Data and AI at Cyera keeps her live inside the AI security and governance conversation that boards are being asked to own. Biography highlights Chief Strategy Officer for Data and AI at Cyera since April 2025. Senior Fellow 2025 to 2026 at Harvard Kennedy School’s Mossavar-Rahmani Center for Business and Government. Author of Your AI Survival Guide (Wiley, 2024), a Top 100 AI book of 2024. Former four-time Fortune 100 C-suite executive: Estee Lauder, Merck, Sony Music, Royal Caribbean. Division Head of Technology, Startups, North America at Amazon Web Services. Holds 10 patents in data and AI; named Forbes “AI Maverick of the 21st Century” and to multiple Top 100 AI Leaders and Top 50 Women in Tech lists. Biography Most enterprise AI programmes look identical from the outside and fail in different ways on the inside. The strategy decks are confident. The pilots run. Then the operating model, the data foundation, or the workforce conversation breaks the deployment before it scales. Sol Rashidi has spent a career on the operator side of that problem, and now advises the boards and executive teams who own it. She helped launch IBM Watson in 2011, then became the first Chief Data and AI Officer in a Fortune 500 company. Across the next decade she ran data, analytics, and AI organisations as a four-time C-suite executive at Estee Lauder, Merck, Sony Music, and Royal Caribbean, and led the Startups technology division for Amazon Web Services in North America. The result is a practitioner record measured in 30 to 200+ AI deployments inside large enterprises, not in conference panels. That record is now packaged in two formats. Your AI Survival Guide (Wiley, 2024) is the playbook for non-technical leaders running real deployments, structured around strategy, use case selection, design, implementation, and long-term operations. As Senior Fellow at Harvard Kennedy School’s Mossavar-Rahmani Center for Business and Government, she is developing an ontological framework for AI policy aimed at aligning government and business on what the technology actually is and how it should be governed. Her current operating role as Chief Strategy Officer for Data and AI at Cyera keeps her inside the AI security and governance debate that boards are now expected to lead. She holds 10 patents, has been named Forbes “AI Maverick of the 21st Century,” and has been recognised across multiple Top 100 AI and Top 50 Women in Tech rankings. The reason senior buyers keep coming back is simpler than the credentials: she has shipped this work, and she will tell a room what actually happens when you try. Key speaking topics Enterprise AI deployment and operating model AI governance, security, and responsible deployment Workforce redesign in the age of AI Data strategy and enterprise data readiness AI for boards and executive teams Post-AI organisational design Innovation discipline inside large enterprises Ideal for Boards and executive committees deciding how to own AI strategy and risk CDOs, CIOs, CTOs, and Chief AI Officers moving from pilots to enterprise deployment CHROs and transformation leads redesigning the workforce around AI capability CISOs and risk leaders building AI governance and security frameworks Audience outcomes A clearer view of where their AI programme actually sits on the path from pilot to enterprise deployment. A workable mental model for AI governance and security at board level, not a compliance checklist. A direct read on what the workforce conversation looks like once AI starts to land in operations. Specific deployment lessons drawn from named Fortune 100 environments, not abstract case studies. Confidence in deciding what to build, what to buy, and what to leave alone.

Why organisations work with Sir Stuart Hampson He chaired the John Lewis Partnership from 1993 to 2007 through one of the most significant modernisation programmes in UK retail, including the Oxford Street and Sloane Square refurbishments, extended trading hours and the launch of John Lewis Direct and Ocado, with pre-tax profit reaching £319 million in 2006. As President of the Employee Ownership Association, he carries both the operator’s and the sector advocate’s view of employee ownership, rather than a textbook one. The public-office record, including chairmanship of The Crown Estate from 2010 to 2016, a CVO and a Deputy Lieutenancy of Buckinghamshire, gives him credibility in front of public-sector and regulated-industry audiences that most business speakers cannot match. His career trajectory, from the UK Civil Service to John Lewis and back into public office, allows him to speak fluently to audiences on both sides of the public-private divide. He has been on the corporate speaking circuit since 2009 and delivers sessions in English and French, useful for pan-European events. Biography highlights Chairman of the John Lewis Partnership, 1993 to 2007; joined the Partnership in 1982 Knighted for services to retailing, 1998; Commander of the Royal Victorian Order, 2016 Non-executive Chairman and First Commissioner of The Crown Estate, 2010 to 2016 President of the Employee Ownership Association; founding Deputy Chairman of London First Fellow of St John’s College, Oxford; honorary doctorate in Business Administration, Kingston University Earlier career in the UK Civil Service, rising to Assistant Secretary at the Department of Trade and Industry Biography Britain’s most-cited example of employee ownership is the John Lewis Partnership, and the chairman who led it through its transition into the modern retail economy is Sir Stuart Hampson. He joined the Partnership in 1982, became Chairman in 1993, and held the role for fourteen years, through the refurbishment of the flagship Oxford Street and Sloane Square stores, extended trading hours, the expansion of the product range and the creation of John Lewis Direct and Ocado. By 2006 the Partnership was reporting pre-tax profits of £319 million, 27 per cent up on the previous year. His route into the role was unusual. He began his career in the UK Civil Service in 1969 at the Board of Trade and rose to Assistant Secretary at the Department of Trade and Industry before moving to John Lewis. That grounding informs how he thinks about governance, employee voice and the relationship between public purpose and commercial return. The knighthood in 1998 recognised the retailing side of that work. A Commander of the Royal Victorian Order followed in 2016, the year his term chairing The Crown Estate came to an end, a role he had held since 2010. The advocacy role has been consistent throughout. He is President of the Employee Ownership Association, a founding Deputy Chairman of London First, a former President of the Royal Agricultural Society of England and a former Prince of Wales Ambassador for Economic Renewal. The academic link is through St John’s College, Oxford, where he studied and is now a Fellow, and Kingston University, which awarded him an honorary doctorate in 1998. For leadership teams, remuneration committees and HR functions looking at employee ownership, engagement and the commercial case for a partnership model, Hampson brings the rarest thing in the field: a first-hand account of what it looks like to run the institution that every UK executive cites when they use the phrase. He has been on the speaking circuit since 2009, delivering sessions in English and French. Key speaking topics Employee ownership and engagement at scale Culture and commercial performance in retail Governance in employee-owned businesses Leadership transitions and executive succession Public-private leadership: lessons from civil service and commercial roles Modernisation of long-established institutions Ideal for Boards and chief executives considering, defending or reforming an employee-ownership or partnership model CHROs, remuneration and engagement leaders looking to ground their strategy in a named, credible reference case Retail, consumer-goods and services leadership teams managing cultural transformation alongside modernisation Public-sector leaders and institutional boards seeking an experienced chair perspective on governance and purpose Audience outcomes A practitioner’s view of how employee ownership and engagement connect to commercial performance, drawn from fourteen years chairing the John Lewis Partnership Reference cases on the Oxford Street and Sloane Square modernisations and the launch of John Lewis Direct and Ocado A clearer framing of the governance trade-offs inside partnership and ownership models Perspective on the civil-service-to-commercial-leadership transition that is useful to organisations at the regulator-private sector boundary

Why organisations work with Sue Black A sitting computer science professor who has also run a social enterprise that retrains women into tech roles at scale, so the talent argument is grounded in operational evidence, not advocacy. Author of the Saving Bletchley Park campaign and book, a working case study in using social media to mobilise public, political and corporate support around a single goal. Founded BCSWomen in 2001 and TechUPWomen in 2019, giving her two decades of named programmes to draw on when discussing pipeline, retention, and reskilling. OBE for services to technology, FBCS CITP, FRSA; the credentials boards expect when commissioning a technology keynote, without the corporate-speaker generic register. Bridges technical authority and lived experience. Left school at 16, returned through adult education to a PhD in software engineering, which gives the talent and inclusion argument personal weight that lands with mixed audiences. Biography highlights Professor of Computer Science and Technology Evangelist, Durham University. OBE for services to technology, 2016 New Year Honours. Founder, BCSWomen (2001), the UK’s first online network for women in technology. Founder, #techmums (2013) and TechUPWomen (2019), retraining women into tech careers. Author, Saving Bletchley Park (Unbound, 2015), Amazon UK bestseller and record-setting Unbound crowdfund. First recipient of the BCS John Ivinson medal; Lovie Awards Lifetime Achievement winner, 2018. Biography The technology talent gap is not principally a recruitment problem. It is a pipeline problem, an inclusion problem and a retraining problem, and most organisations are not structured to address any of the three. Sue Black has spent twenty-five years building the practical answers in public, on national platforms, and inside the British computer science establishment. She is Professor of Computer Science and Technology Evangelist at Durham University, where her academic work sits alongside the operational delivery of TechUPWomen, the retraining programme she founded in 2019. TechUPWomen reports nearly 600 women retrained into technology careers with an average salary uplift of around GBP 6,000, a rare instance of a tech-inclusion initiative reporting measurable economic outcomes for participants. Her track record on mobilisation is equally specific. Between 2008 and 2011 she led the Saving Bletchley Park campaign, which used early social media to recruit politicians, journalists and corporate sponsors behind the restoration of the WWII codebreaking site. Her account of the campaign, Saving Bletchley Park, became the fastest-funded title on Unbound and an Amazon UK bestseller. She founded BCSWomen in 2001, served as its chair until 2008, and was the first recipient of the BCS John Ivinson medal. She holds an OBE for services to technology, is a Fellow of the British Computer Society and Chartered IT Professional, and a Fellow of the Royal Society of Arts. The 2018 Lovie Awards recognised her career with a Lifetime Achievement award, and she has been invited to address the United Nations on women’s rights twice. The credentials are unusual in combination: a sitting academic chair, a national campaigning record, and two operational social enterprises with named outputs. Key speaking topics Women in technology and the future tech workforce Digital skills and reskilling at scale Diversity and inclusion in computer science Social media as a tool for organisational and public campaigns The history and legacy of Bletchley Park Future of technology and digital transformation Personal reinvention and adult learning into tech careers Ideal for CHROs and heads of talent rebuilding the technology pipeline beyond traditional graduate channels Technology and digital transformation leaders accountable for diversity, retention and reskilling targets DEI and ERG sponsors who need an evidenced voice on women in tech rather than a motivational one Conferences in technology, financial services and public sector seeking a senior keynote with academic and operational credibility Audience outcomes A clearer view of what works in retraining women into technology roles, drawn from named programmes with reported outcomes A grounded picture of the UK technology pipeline and where corporate intervention has measurable effect A working example, Bletchley Park, of how a small team can mobilise public and corporate support around a single objective using digital channels Personal credibility for the reskilling case: an academic who reached a chair through adult education herself Confidence to challenge the standard “women in tech” narrative with evidence rather than aspiration

Why organisations work with Tammy Erickson A trilogy of Harvard Business Review Press books on Boomers, Gen X and Gen Y built on primary research, not commentary, giving leaders a defensible base for talent and engagement decisions. A McKinsey Award-winning HBR article (“It’s Time to Retire Retirement”) that reframed how Fortune 500 employers think about late-career workers, still cited in CHRO conversations. Five appearances on the Thinkers50 ranking, evidence that her ideas have stayed relevant across more than a decade of workforce change. Operating credibility from board seats at PerkinElmer and Allergan, plus client work with General Electric, Bank of America and Novartis, so the workforce arguments land with senior commercial leaders, not just HR. Co-direction of London Business School’s “Leading Businesses into the Future” programme, which keeps her arguments calibrated to current senior-executive challenges rather than past research. Biography highlights Adjunct Professor of Organisational Behaviour, London Business School; co-director of the “Leading Businesses into the Future” programme. Founder and CEO of Tammy Erickson Associates, a workforce and engagement advisory firm. McKinsey Award winner, Harvard Business Review, for “It’s Time to Retire Retirement.” Author of the HBR Press generational trilogy: “Retire Retirement,” “Plugged In,” and “What’s Next, Gen X?” Co-author of “Workforce Crisis” (Harvard Business School Press) and “Third Generation R&D.” Former director of Fortune 500 corporations PerkinElmer and Allergan. Ranked on Thinkers50 five times, including 2011, 2013, 2015 and 2017. Biography Most workforce strategies still treat the employee base as one undifferentiated group with a single set of motivations. That worked when one or two cohorts dominated the org chart. It does not work now, with Boomers, Gen X, Millennials and Gen Z sharing teams and reporting lines, each carrying different assumptions about authority, loyalty and what work is for. Erickson built her career on closing that gap. Her Harvard Business Review article “It’s Time to Retire Retirement” won the McKinsey Award and reframed how large employers thought about late-career talent. The argument was not nostalgic or motivational. It was an operating case for redesigning roles, hours and contracts to retain expertise that the demographics said would otherwise walk out. The HBR Press trilogy that followed, “Retire Retirement,” “Plugged In” and “What’s Next, Gen X?,” gave leaders something most generational commentary lacks: a research base built cohort by cohort, with practical implications for engagement, team design and career architecture. Her companion book “Workforce Crisis,” with Ken Dychtwald and Bob Morison, set the broader demographic context. “Leading Across the Ages” was named a Harvard Business Review Breakthrough Idea of 2008. That research sits on top of a working role at London Business School, where she co-directs “Leading Businesses into the Future,” and a track record of Fortune 500 board service at PerkinElmer and Allergan. The result is a voice on workforce questions that boards and executive teams take seriously, because it carries both the scholarship and the operating context. Key speaking topics Multi-generational workforce strategy Employee engagement and the changing employer-employee contract Workforce planning and talent shortage Collaboration in complex organisations Innovation in the intelligent economy Twenty-first century organisational design Future of work and changing assumptions about careers Ideal for CHROs and chief people officers redesigning engagement and retention strategy Boards and executive teams setting talent and workforce policy Heads of organisational development and learning leading multi-generational team programmes Leadership development faculty and HR conferences Audience outcomes A clearer read of how each generational cohort actually behaves inside organisations, beyond the stereotypes Specific implications for talent retention, engagement and team design across cohorts A reframed view of late-career workers as a retention and capacity question, not a cost question An organising frame for redesigning roles, hours and contracts to fit a five-generation workforce Vocabulary senior leaders can use in board and executive conversations on workforce strategy

Why organisations work with Tim Ringo A practitioner thesis on productivity, not a survey of the field. Solving the Productivity Puzzle won the HR & Management category at the Business Book Awards because it sets out a specific operating model for connecting engagement, performance and learning, rather than describing the problem. Three decades inside the firms that built the modern HR function: Accenture, IBM and SAP SuccessFactors, including global leadership of IBM’s 1,500-strong Human Capital Management consulting practice and EMEA leadership at SAP SuccessFactors. A rare combination of HR strategy and workforce analytics credentials, evidenced by Calculating Success, his Harvard Business Review Press book on workforce analytics co-authored with Carl Hoffmann and Eric Lesser. Recognised peer authority: named to HR Magazine’s Most Influential HR Thinkers list in 2022, alongside the people the audience is reading. A working point of view on AI in the workplace from someone who has run global HR technology programmes, not a commentator new to the topic. Biography highlights Named to HR Magazine’s HR Most Influential Thinkers, 2022. Author, Solving the Productivity Puzzle (Kogan Page); Category Winner, HR & Management, Business Book Awards. Co-author, Calculating Success (Harvard Business Review Press), on workforce analytics. Former Vice President and Global Leader, IBM Human Capital Management consulting practice. Former Vice President for EMEA, SAP SuccessFactors. Chartered Fellow of the CIPD; BSc, Fisher College of Business, The Ohio State University. Biography Most large organisations now spend more on HR technology, engagement programmes and learning platforms than at any point in their history. Productivity has not followed. Tim Ringo’s work begins where that gap sits, and treats it as a design problem inside the people function rather than a cultural mood. His 2020 book Solving the Productivity Puzzle, published by Kogan Page, won the HR & Management category at the Business Book Awards. The argument is operational: engagement, performance management and learning have to be wired together, and supported by analytics, before any productivity number moves. His earlier book with Carl Hoffmann and Eric Lesser, Calculating Success, was published by Harvard Business Review Press and helped to define what serious workforce analytics looks like inside an enterprise. The credibility behind the work is built over three decades. Ringo led IBM’s global Human Capital Management consulting practice, with more than 1,500 consultants worldwide, ran SAP SuccessFactors HR advisory across Europe, the Middle East and Africa, and spent sixteen years as an executive partner in Accenture’s Human Performance service line. He is a Chartered Fellow of the CIPD and was named to HR Magazine’s Most Influential HR Thinkers list in 2022. For senior HR audiences, that mix is unusual. Ringo can move from a board conversation about AI in the workforce to a working session on engagement metrics or HR technology investment, and bring the same operating language to both. His view on generative AI at work is a practitioner’s view, formed inside the systems that the rest of the function relies on. Key speaking topics Workforce productivity and engagement Digital HR transformation Workforce analytics Generative AI in the workplace Employee experience and retention Workforce wellbeing strategy HR technology investment Ideal for CHROs, CPOs and HR directors leading productivity, engagement or HR technology agendas Executive teams reviewing return on HR technology and workforce analytics investment HR leadership conferences, CHRO summits and people analytics events Boards considering the workforce implications of generative AI Audience outcomes A clearer view of where productivity is actually lost inside the organisation, and which HR levers move it. A working model for connecting engagement, performance and learning to business outcomes. A practical sense of what good workforce analytics looks like, and what most organisations are still missing. An informed perspective on how to introduce generative AI to the workforce without losing trust or governance.

Why organisations work with Vivienne Ming Her «Tax on Being Different» framework quantifies – in economic and productivity terms – the cost organisations pay when marginalised workers must expend extra effort just to be assessed as equivalent. This is a measurement argument with commercial implications, not a values one. As Chief Scientist at Gild, she built machine learning models trained on 122 million professionals, making her one of the few people who has directly operationalised predictive AI for talent assessment at scale, outside a purely academic context. She reframes diversity from a compliance question into an optimisation problem: one that can be modelled, measured, and corrected using the same tools organisations already apply to operational decisions. Her research spans workforce, education, and health, giving her an unusually broad evidence base for what actually predicts long-term human capability, and what doesn’t. Published in Nature and Neural Information Processing Systems, and holding academic appointments at UC Berkeley and UCL, her arguments carry institutional credibility that applied consultants and conference speakers typically cannot match. Biography highlights Author of Robot-Proof: When Machines Have All the Answers, Build Better People (Wiley, 2026), which argues that human capital – not AI capability – determines the outcome of human-machine collaboration PhD in Psychology from Carnegie Mellon University; joint postdoctoral fellowship at Stanford University and UC Berkeley’s Redwood Center for Theoretical Neuroscience Former Chief Scientist at Gild, where she built ML models trained on 122 million professionals to assess human capability beyond conventional credentials Founder and Executive Chair of Socos Labs, an independent research institute applying AI and neuroscience to workforce, education, and health challenges Research published in Nature, Neural Information Processing Systems, and Neural Computation Ranked #5 on the Financial Times / OUTstanding list of the world’s top LGBT executives (2017); named BBC 100 Women (2017) and Inc. Magazine’s «10 Women to Watch in Tech» Chair, UC Berkeley Neurotech Collider Hub; Honorary Professor, UCL Global Business School for Health; board member, RFK Human Rights Biography Vivienne Ming built her career on a discomforting empirical observation: the hiring signals organisations treat as reliable – degrees, interview performance, institutional pedigree – do not predict what they claim to predict. She tested this at scale. As Chief Scientist at Gild, she developed machine learning models trained on data from 122 million professionals, looking for what actually distinguishes high performers from credentialled ones. The gap was substantial. Most organisations were optimising for proxies, not capability. That finding runs through everything she has done since. At Socos Labs, the research institute she co-founded with her wife Dr. Norma Ming, she has extended the question into education and health, examining what psychological constructs genuinely predict long-term life outcomes, and publishing that research in Nature and Neural Information Processing Systems. The argument is consistent: measurement systems in organisations are systematically broken, and the cost is borne most heavily by those who don’t fit the template. Her book Robot-Proof: When Machines Have All the Answers, Build Better People (Wiley, 2026) extends that argument into AI, making the case that human capital – not model benchmarks – determines whether human-machine collaboration produces anything beyond substitution. Her «Tax on Being Different» framework gives that cost a number. Drawing on large-scale HR data, it quantifies the additional credential burden that women, people of colour, and LGBTQ+ individuals absorb to be evaluated on equivalent terms. This is not a cultural argument. It is a productivity and innovation argument: one that has been delivered to boards and leadership teams at Google, Deloitte, and Salesforce, and presented at the Royal Society. She holds a PhD in Psychology from Carnegie Mellon University, with joint postdoctoral appointments at Stanford and UC Berkeley. She chairs the UC Berkeley Neurotech Collider Hub, holds an honorary professorship at UCL’s Global Business School for Health, and serves on the board of RFK Human Rights. In 2017, she was ranked #5 on the Financial Times / OUTstanding list of the world’s top LGBT executives. Her research and commentary have been featured in the Financial Times, Business Insider, Fast Company, and CNBC. Key speaking topics AI and predictive modelling of human capability The economics of talent assessment and bias Neuroscience of decision-making in organisations Diversity, inclusion, and the productivity cost of difference Human-machine collective intelligence AI applications in education, health, and workforce development Innovation methodology: solving ill-posed problems Ideal for CHROs and talent acquisition leaders reviewing whether their hiring signals are predictive CEOs and boards integrating AI into people decisions and workforce strategy DEI leaders seeking evidence-based, commercially framed arguments for systemic change Technology and innovation functions examining the limits and applications of AI in human contexts Audience outcomes A quantified, data-grounded understanding of what broken talent systems cost organisations in productivity and innovation A concrete reframe of diversity: not a moral obligation but a measurement and optimisation problem Practical questions to apply to their own hiring, promotion, and development processes Clarity on where AI reliably improves human assessment – and where it perpetuates the biases already embedded in the data A new vocabulary for capability that moves beyond credentials and credentials-adjacent signals

Why organisations work with Wael Khoury He has sat on both sides of transformation: advising as an EY and Deloitte consultant, then running HR inside Ooredoo and Al Mana. He can tell a leadership team where execution will break down, because he has owned the outcome. His delivery is built to outlast the engagement. At Dukhan Bank he built performance-management capability across more than 500 leaders. At Aspire Katara Hospitality his leadership programme reached more than 80 managers and drew 96% participant satisfaction. He convenes the room he speaks to. As founder of the GCC HR & Leadership Center, he stays connected to more than 1,000 senior HR and business leaders across the Gulf, so his examples come from the market his audience is operating in. He reads the GCC as an operating environment. Nationalisation policy and workforce capability sit inside his practice, and he has delivered transformation work across government, financial services, telecommunications, and hospitality. Biography highlights Founder and Managing Director of Lopez Khoury & Associates, a Qatar Financial Centre-licensed human capital advisory firm founded in 2024. Former Big Four consultant with EY and Deloitte, and a contributor to the Deloitte Human Capital Trends report for the Middle East. Former in-house HR leader at Ooredoo and Al Mana, with work spanning the Middle East, Europe, and North America. Founder of the GCC HR & Leadership Center, a peer network of more than 1,000 senior HR and business leaders across the Gulf. Qatar Chapter Lead for Hacking HR and Doha Lead Ambassador for Transform. Advisor, speaker, and silver sponsor of HR Forum Qatar, where he chaired sessions at the 2024 edition and has delivered keynote and panel contributions. Delivers in English and Arabic across the GCC and internationally. Biography The strategy is usually sound. Transformation programmes stall in execution, because leadership and organisational structure never move in step. Wael Khoury built his practice around closing that gap. He has watched this fail from the adviser’s chair and from inside the business. At EY and Deloitte he advised organisations across the Middle East, Europe, and North America. Then, running HR inside Ooredoo and Al Mana, he owned the outcomes he had once recommended. That dual vantage shapes how he talks to senior teams. He starts at the point where execution stalls. In 2024 he founded Lopez Khoury & Associates, a Qatar Financial Centre-licensed firm working in HR strategy, organisational design, and leadership development. Its stated measure of success is what capability remains after the advisers leave. At Dukhan Bank the work was performance management, embedded across more than 500 leaders. At Aspire Katara Hospitality it was a leadership programme for more than 80 managers. His reach now extends past client work. He founded the GCC HR & Leadership Center, a Gulf network of more than 1,000 senior HR and business leaders, and he leads Hacking HR’s Qatar chapter and Transform’s Doha chapter. Those roles keep him current on what Gulf organisations are preparing for: AI adoption, nationalisation, and workforce capability. Key speaking topics Human capital transformation Organisational design and governance Change management and execution Leadership capability building HR’s role in business strategy AI and the future of work in HR High-performing cultures Workforce planning and nationalisation in the GCC Ideal for CHROs and HR directors turning a support function into a driver of business strategy CEOs and boards midway through a restructure or operating-model change Government entities and family businesses in the GCC modernising HR and governance Gulf leadership and HR conferences needing a senior chair or keynote on transformation Audience outcomes A clear account of why transformation efforts stall, and where their own is most exposed The difference between issuing recommendations and building capability that outlives the project A regional frame for change, grounded in GCC governance norms and nationalisation policy Language to align a leadership team around governance, decision rights, and execution before restructuring begins