Change Management

Why organisations work with Brett StClair He has run the inside of both sides of the problem: a Google regional product portfolio and the digital stack of a 40,000-person bank across 32 markets. That is rare credibility on the operating reality of AI inside a regulated enterprise. He frames AI adoption as a leadership and workforce problem first, technology problem second, which is what most boards actually need before they spend the next budget cycle on tooling. Through Teraflow.ai he works with enterprise clients on the implementation, not only the strategy. The keynote content is grounded in current delivery, not retrospective case studies. The “Rebel Technologist” thesis gives senior leaders a usable language for identifying and protecting the internal disruptors who actually move transformation programmes. Biography highlights Co-Founder and Chief Connector, Teraflow.ai, an enterprise AI and cloud consultancy. Former Head of Digital Products, Barclays Africa, leading digital modernisation across 32 countries. Former Google executive across mobile, YouTube, AdMob and Cloud for the Africa region. Host of the “Rebel Technologist” podcast on AI adoption and digital leadership. Computer Science, University of Cape Town. MBA, University of South Africa. Featured in BBC, Financial Times, Forbes and regional business press including ITWeb and Business Day. Biography Most enterprise AI conversations stall at the same point. Leaders agree the technology is significant. They cannot agree what to do with it on Monday. The gap between a board’s appetite for AI and an operating model that can actually absorb it is now the central problem in digital transformation, and it is exactly where Brett StClair works. StClair spent his Google years inside the product engine for Africa, with responsibilities across mobile, AdMob, YouTube and Cloud. He left to take on a different kind of problem: rebuilding Barclays Africa as a digital bank, leading product across 32 countries and an organisation of around 40,000 people. That experience, working at the seam between a hyperscaler and a regulated bank, sits behind his current work. As Co-Founder and Chief Connector of Teraflow.ai, he leads enterprise engagements on AI and cloud adoption with banks, healthcare organisations and large corporates. His “Rebel Technologist” thesis, carried through his podcast and keynotes, names a recurring pattern inside large firms: the internal disruptors who actually move transformation forward, and the leadership choices that determine whether they survive long enough to ship. His keynote from Google to global banking has been delivered to audiences including Mastercard, Vodafone, Standard Bank, Nedbank, FNB, Deloitte and Accenture, and his work has been referenced in BBC, Financial Times and Forbes coverage of AI and digital change. Key speaking topics Enterprise AI adoption Generative AI in regulated industries Digital transformation at scale DevOps and agile inside large organisations Cloud strategy for enterprises Innovation culture and internal disruptors Leadership in technology change programmes Ideal for CIOs, CDOs and CTOs setting AI and cloud strategy Transformation, innovation and digital leads moving from pilot to production Boards and executive committees in banking, healthcare and large corporates Heads of operations and HR designing workforce capability around AI Audience outcomes A clearer view of where AI investment converts into operating advantage and where it does not. A working language for governance, risk and capability around generative AI in regulated environments. Practical lessons from inside Google and Barclays Africa on what makes large-scale digital change actually land. A sharper sense of how to identify and protect the internal disruptors who carry transformation programmes through their hardest stages.

Why organisations work with Tim Bradshaw His authority sits in operational tradecraft, not theory. As a Covert Human Intelligence Officer he recruited and ran foreign agents in environments where misjudging a person or a moment carried real consequences. That experience translates directly into how senior leaders read rooms, build trust quickly, and influence outcomes without formal authority. He treats resilience as a leadership system, not an individual virtue. His work focuses on how decision-making structures and cultural signals shape whether teams hold together under sustained pressure, which is the version boards actually need. He has tested his content with operationally serious clients across regulated and high-stakes sectors, including Jaguar Land Rover, Mercedes-Benz, Deloitte, Clyde & Co, Knight Frank, St James’s Place and Netflix. Through Sandstone Communications and the Sandstone Foundation he runs the same material at executive level and in schools, which keeps the language plain and the frameworks usable rather than abstract. Biography highlights Former British Army Intelligence Officer, Royal Military Academy Sandhurst graduate, served as a Covert Human Intelligence Officer. Founder and director of Sandstone Communications, an international leadership and trauma-informed training consultancy. Chief Executive of the Sandstone Foundation, delivering leadership and resilience programmes across corporate, public and education sectors. Author of Because I Can, a practical guide to personal effectiveness under pressure. Keynote client roster includes Mercedes-Benz, Jaguar Land Rover, Netflix, Deloitte, Knight Frank, Clyde & Co, St James’s Place, Fujifilm Europe, Hitachi Solutions, Taylor Wessing and Gateley. Personal endurance record includes Ironman, summit of Everest, summit of the Matterhorn, and seven triathlons in one weekend. Biography Most leadership programmes train people for clarity. The harder problem is the meeting where the information is incomplete, the timeline has collapsed, and the person in charge has to commit anyway. That is the territory Tim Bradshaw works in, and it is where his content earns its weight. His authority comes from operational practice rather than research. As a Covert Human Intelligence Officer in the British Army, a Royal Military Academy Sandhurst graduate, he recruited and handled foreign agents in environments where reading a person wrongly had immediate consequences. The discipline he brings into the room is not motivational. It is practical tradecraft: how to make decisions when the picture refuses to clarify, how to build trust at speed, how to influence outcomes when hierarchy gives you nothing to lean on. Through Sandstone Communications, the consultancy he founded, and the Sandstone Foundation, where he is chief executive, he applies that work to senior teams in regulated and operationally complex businesses. Clients include Jaguar Land Rover, Mercedes-Benz, Deloitte, Clyde & Co, Knight Frank, St James’s Place, Netflix, Fujifilm Europe and Taylor Wessing. His book Because I Can sets out the personal effectiveness framework that underpins the keynotes. What makes his work usable is the refusal to treat resilience as an individual quality. He argues that leadership behaviour, decision structures and cultural signals are what determine whether a team stays effective under sustained pressure. That reframes a topic boards often hear as a wellbeing conversation into a question about how the organisation is actually run. Key speaking topics Decision-making under pressure and uncertainty Influence and trust without formal authority Leadership in high-stakes operational environments Team resilience as a leadership system Crisis management and composure Leading change without creating fragility Ideal for CEOs and executive teams in regulated, safety-critical or operationally complex sectors Senior leadership offsites where decision-making and judgment under pressure are the headline themes Sales, advisory and client-facing teams that depend on rapid trust-building with senior counterparties Risk, security and crisis leadership functions, including CROs, CISOs and continuity leads Audience outcomes A working method for committing to a decision when the information is incomplete A specific way to build trust and influence at speed without relying on title or authority A view of resilience as something leaders engineer into teams, not something they ask of individuals Composure as a teachable behaviour, with the cues senior leaders can use to model it A clearer read on which organisational habits actively erode performance when pressure is sustained

Why organisations work with Claire Harper She has run senior marketing inside three of the UK’s most scrutinised retail brands, Ocado, Sainsbury’s, and Argos, during periods of leadership change and digital pivot. She has also done the founder’s job: built IndiaCoco from a dining-table operation to an award-winning multi-channel children’s brand, with the cash-flow scars to prove it. She translates board-level brand strategy into the operating decisions marketing teams actually face the next morning, on pricing, range, channel mix, and acquisition. Her current commercial leadership at London Pulse Netball gives her live material on building a consumer brand in women’s sport, a sector under significant commercial expansion. One credential that travels: first female board director at Mamas & Papas, brought in to scale the brand domestically and internationally. Biography highlights First Head of Customer Acquisition and PR at Ocado, later Head of Marketing during the company’s grocery delivery breakthrough. Head of Online Marketing at Sainsbury’s during Justin King’s turnaround programme. First female board director at Mamas & Papas, with international brand remit. Founder of IndiaCoco childrenswear; winner of Theo Paphitis Small Business Sunday and Jacqueline Gold WOW awards. Non-Executive Director at Blue Diamond Garden Centres; former Marketing Director at Frosts Garden Centres. Currently leading commercial and marketing for London Pulse Netball in the Netball Super League. Biography Ocado was a niche online grocer when Claire Harper joined at 26 as its first Head of Customer Acquisition and PR. By the time she had been promoted to Head of Marketing, the company was redrawing what UK households expected from a weekly shop. That early bet on customer behaviour, before the category had a name, set the pattern for the rest of her career. She moved into Sainsbury’s as Head of Online Marketing during Justin King’s “Make Sainsbury’s Great Again” turnaround, and into Argos during a hostile-takeover period that forced the brand to confront multi-channel reality. Both roles asked the same question: how do you keep a customer proposition coherent while the leadership and operating model are being rebuilt around it. At Mamas & Papas she became the first female board director, charged with scaling the brand internationally. She then founded IndiaCoco, a British childrenswear brand that grew from her dining room into a multi-channel business and picked up backing from Theo Paphitis and Jacqueline Gold. The founder years gave her the commercial discipline that corporate marketing budgets rarely teach. She now sits on the board at Blue Diamond Garden Centres and leads commercial and marketing for London Pulse Netball, one of the fastest-growing franchises in the Netball Super League. Audiences get a speaker who has run the brand from inside the boardroom and from inside a single-founder profit and loss, in retail categories where the customer is the only honest scoreboard. Key speaking topics Customer-led brand strategy in multi-channel retail Marketing leadership through restructure and ownership change Building consumer brands from founder stage to scale Commercial growth in women’s sport Non-executive contribution to consumer businesses Women’s leadership in retail and consumer industries Ideal for CMOs, brand directors, and customer experience leaders in consumer retail Boards and NEDs at consumer-facing businesses navigating ownership or strategic change Founders and scale-up leadership teams in DTC and consumer categories Sponsors, commercial partners, and leadership in women’s sport Audience outcomes A working view of how customer insight should sit at the centre of commercial decisions, not at the end of them Practical reference points from inside Ocado, Sainsbury’s, Argos, and Mamas & Papas during periods of strategic change A clearer sense of where founder discipline and corporate scale-marketing diverge, and what each can borrow from the other A current read on the commercial mechanics of women’s sport as a consumer category

Why organisations work with Lorraine Heggessey She has led turnarounds across three very different sectors: a flagship public broadcaster, a private-equity-backed independent producer, and a senior royal charity. Few speakers can compare an operating challenge across that range and be credible on each. She commissioned the decisions that defined a generation of British television, including the revival of Doctor Who and the launch of Strictly Come Dancing. Audiences trust her on risk because she has personally backed the calls that institutions hesitate to make. She built Boom Pictures from a private equity start into the UK’s seventh-largest independent producer in three years, then exited to ITV. She speaks on scale-up and exit with operator detail, not investor abstraction. As CEO of The Royal Foundation, she professionalised a venture philanthropy model addressing mental health and veteran support, working directly with the principals. She is one of a small number of speakers credible on both commercial leadership and complex stakeholder organisations. She is forthright on the practical content of leading women into senior roles, drawing on her own progression to one of British broadcasting’s most scrutinised jobs. The argument is operational, not motivational. Biography highlights First female Controller of BBC One, 2000 to 2005, commissioning Doctor Who (revival), Strictly Come Dancing, Spooks, and Waking the Dead. CEO of TalkbackThames, 2005 onwards, launching Britain’s Got Talent and growing profits by more than 50% in two years. Executive Chair of Boom Pictures, founded in 2012, grown into the UK’s seventh-largest independent producer and acquired by ITV in 2015. CEO of The Royal Foundation of the Duke and Duchess of Cambridge and the Duke and Duchess of Sussex, 2017 to 2019. Chair of the Lyric Hammersmith Theatre (since 2022) and Chair of The Grierson Trust (2014 to 2025). Fellow of the Royal Television Society; Woman of the Year, Women in Film and Television UK Awards, 2005; Peabody Award winner. Biography BBC One was losing to ITV1 in audience share when a new Controller took over in November 2000. Five years later the channel had recommissioned Doctor Who after a sixteen-year absence, launched Strictly Come Dancing, and reclaimed the position of Britain’s most-watched channel. Lorraine Heggessey, the first woman to hold the role, made the commissioning calls that shifted the institutional culture around risk. She left the BBC in 2005 to run TalkbackThames, where Britain’s Got Talent and Take Me Out drove a profit increase of more than fifty per cent inside two years. In 2012 she raised private equity to start Boom Pictures, which within three years was the UK’s seventh-largest independent producer and was sold to ITV in 2015. Few UK operators have moved from running a public-service broadcaster to founding and exiting a commercial production business at that scale. In 2017 she became CEO of The Royal Foundation, the philanthropic vehicle of the Duke and Duchess of Cambridge and the Duke and Duchess of Sussex, with a brief to professionalise its venture philanthropy approach to mental health, veterans, and conservation. She left in 2019, having institutionalised a model that the principals could continue to grow. Her current platforms are the Lyric Hammersmith Theatre, which she chairs, and Channel 4’s Growth Fund, which she has advised for nearly a decade. She is a Fellow of the Royal Television Society and a regular BAFTA and RTS judge. Her authority on change and on senior leadership is grounded in repeated operating experience, not in a single signature thesis. Key speaking topics Leading organisational turnaround Risk-taking and commissioning under public scrutiny Scale-up leadership and exit Intrapreneurial culture inside large organisations Women in senior leadership Mental health at work Stakeholder-heavy non-profit leadership Ideal for CEO, CHRO, and board audiences working through structural change or repositioning. Senior leadership programmes inside large public-service or regulated organisations. Women’s leadership and high-potential talent forums seeking operational, not motivational, content. Founders and scale-up leadership teams preparing for institutional growth or exit. Audience outcomes A direct account of how a senior leader changes the risk appetite of a cautious institution. A working view of intrapreneurial culture from inside organisations that have to deliver under public scrutiny. An operator’s perspective on building and exiting a media business, including the decisions that determine value at sale. A grounded position on women’s progression to the most senior roles, based on lived experience rather than advocacy. A practical frame for addressing mental health at work, drawn from involvement in the Heads Together campaign.

Why organisations work with Richard Gerver He has a verifiable case study that most leadership speakers do not. Grange Primary School moved from near-failure to a nationally referenced model of learning under his leadership, recognised by the National Teaching Awards in 2005. His books are read by operating audiences, not just educators. Change: Learn to Love It, Learn to Lead It and Simple Thinking are published by Penguin and Wiley/Capstone, respectively, and held shelf positions in business charts. LinkedIn Learning commissioned him to build Smart Thinking and Developing Mental Toughness for a global business audience. The courses have reached learners at scale across multiple languages. He worked closely with Sir Ken Robinson on human potential and creativity, and is cited in Robinson’s The Element. That intellectual lineage gives his leadership works a depth most motivational speakers cannot claim. He has been named UK Business Speaker of the Year on more than one occasion, including a confirmed 2011 win cited in his University of Derby honorary doctorate commendation. Biography highlights Headteacher of Grange Primary School, Derbyshire, where he developed the “Grangeton” model and led a documented institutional turnaround. National Teaching Awards Head Teacher of the Year, 2005. Honorary Doctor of Education, University of Derby, 2016. Author of Creating Tomorrow’s Schools Today (Bloomsbury Education), Change: Learn to Love It, Learn to Lead It (Penguin) and Simple Thinking (Wiley/Capstone). LinkedIn Learning instructor: Smart Thinking and Developing Mental Toughness. Foreword by Sir Ken Robinson on his first book; later cited in Robinson’s The Element. Biography Grange Primary School was on the verge of failure when Richard Gerver took it over. Within two years, the school was being studied as a national model, with a curriculum built around a pupil-run virtual town called Grangeton. The work earned him the National Teaching Awards Head Teacher of the Year in 2005 and shaped the rest of his career. He has spent the two decades since translating that experience for business audiences. Change: Learn to Love It, Learn to Lead It, published by Penguin, argues that leaders fail at change because they manage it as a project rather than a behaviour. Simple Thinking, published by Wiley/Capstone, attacks the bureaucratic clutter that senior teams build around their own decisions. Both books found shelf space in mainstream business sections, not just education. His thinking sits in the lineage of Sir Ken Robinson, who wrote the foreword to his first book and cited him in The Element. He has worked with UNESCO, the British Council, Skanska and the Welsh Government, and was commissioned by LinkedIn Learning to build two courses, Smart Thinking and Developing Mental Toughness, that have reached a global business audience. The University of Derby awarded him an Honorary Doctor of Education in 2016, citing his ability to humanise complex organisational issues through a leadership philosophy built on communication, empowerment and impact. He has been named UK Business Speaker of the Year on more than one occasion. Key speaking topics Human leadership and behaviour change Organisational transformation Resilience and mental toughness Curiosity, creativity and innovation Future skills and human potential Change management Executive development Ideal for CEOs and executive teams are asking why a recent transformation programme has stalled CHROs and L&D directors rebuilding leadership development for a fatigued workforce Senior leaders preparing a workforce for restructure, integration, or operating-model change Boards looking for an outside voice on the human side of strategic execution Audience outcomes A sharper view of why most change programmes fail at the leader’s own behaviour, not at the strategy Specific tools for stripping complexity out of decisions and communication Confidence that resilience and mental toughness can be built deliberately, with examples from sport and education A reframing of curiosity as an organisational capability, not a personal trait Renewed clarity on what senior leaders should personally commit to during a period of change

Why organisations work with Karen Blackett She ran WPP in the UK during the COVID turnaround, responsible for around US$2 billion of revenue and 13,000 people, which gives her authority on what cultural change at FTSE scale actually requires. During her five years as CEO of MediaCom UK, ethnic diversity moved from 11% to 19% and women in senior management reached 44%, the kind of attributable shift most leadership talks cannot reference. As the UK government’s Race Equality Business Champion under the Race at Work Charter, she has worked across sectors on the specific mechanics of progression, not the rhetoric of inclusion. Her current Diageo board seat and her co-founder role at the Black Equity Organisation give her a live view of how the same questions land in a FTSE 10 boardroom and in national civil society. Biography highlights Former UK President, WPP, with responsibility for around US$2 billion of revenue and 13,000 people. Former CEO of MediaCom UK and CEO of GroupM UK; MediaCom named Campaign Agency of the Year in 2013 and 2014 under her leadership. Non-Executive Director, Diageo plc, since June 2022; member of the Nomination and Remuneration Committees. Non-Executive Director, Cabinet Office Board; previously UK Race Equality Business Champion under the Race at Work Charter. Co-founder, Black Equity Organisation (2021), alongside David Lammy, David Olusoga, Kwame Kwei-Armah, Ric Lewis and Dame Vivian Hunt. Chancellor of the University of Portsmouth, the first alumna to hold the position. Awarded CBE (2025) for services to Advertising and the Creative Industries; OBE (2014); first businesswoman to top the Powerlist. Biography Running a marketing services group of 13,000 people through a pandemic exposes whether a leader’s cultural language is operational or decorative. WPP UK was Karen Blackett’s brief for four years, with around US$2 billion of revenue under her remit and a workforce that needed to be both held together and pushed forward. She came to the role after running MediaCom UK as CEO, where the agency was named Campaign Agency of the Year in 2013 and 2014. The MediaCom record is the one she is most often asked about. Across her five years as CEO, ethnic diversity in the business moved from 11% to 19% and women in senior management reached 44%. Those numbers are unusual because they exist at all. Most senior leaders speaking on culture cannot point to a specific business they changed by a specific amount. That track record is why government and boards now use her. She was appointed UK Race Equality Business Champion in 2018 by Prime Minister Theresa May, working through the Race at Work Charter with Business in the Community. She sits on the Cabinet Office Board as a Non-Executive Director, and on the Diageo board as a Non-Executive Director, where she is a member of the Nomination and Remuneration Committees. In 2021 she co-founded the Black Equity Organisation with David Lammy, David Olusoga, Kwame Kwei-Armah, Ric Lewis and Dame Vivian Hunt, an independent national civil rights body for Black Britons. She was awarded an OBE in 2014 and a CBE in the 2025 King’s New Year Honours. She was the first businesswoman to top the Powerlist of Britain’s 100 most influential Black people, in 2015. Key speaking topics Leadership at scale through periods of disruption Culture as an operating system, not a statement Inclusion as a measurable business outcome Board-level race equity and the Race at Work agenda Future of work in marketing and creative industries Brand, growth and consumer change Ideal for CEO and board audiences considering how to make culture or inclusion commitments measurable CHROs, CPOs and group HR directors responsible for senior progression data Marketing and communications leadership teams in FTSE-scale businesses Networks and councils focused on Black leadership progression in UK corporates Audience outcomes A board-level frame for treating culture as part of operating performance rather than a separate workstream. A specific worked example of how senior leadership composition changes when progression mechanics are redesigned. A clearer view of where Race at Work Charter commitments most often fail and what holds them in place. Sharper language for talking about inclusion in a contested external environment without retreating to compliance speak.

Why organisations work with Keith Wyche He has actually run the P&L. Former President of Cub Foods and ACME Markets, former President of U.S. Operations at Pitney Bowes, and a retired Walmart Vice President. His advice on change comes from someone who has signed off on it. He sits on a NYSE board today. As an Independent Director at The Brink’s Company since 2022, he speaks to senior leaders with the perspective of someone in their own governance seat, not above it. His inclusion work is anchored to commercial outcomes. Diversity Is Not Enough sets out a recruitment, development, and promotion roadmap built around what large employers can actually operate, which is why boards and CHROs commission him in a contested DEI climate. He is one of a small group of senior Black executives who has reached the most senior operating ranks of corporate America, recognised twice over by Black Enterprise and Savoy. That lived authority changes how an inclusion conversation lands in a room of senior leaders. Biography highlights Retired Vice President, Community Engagement and Support, Walmart Inc. Former President, Cub Foods (SuperValu); former President, ACME Markets Former President, U.S. Operations, Pitney Bowes Management Services Independent Director, The Brink’s Company (NYSE: BCO) Author of Diversity Is Not Enough, Good Is Not Enough (2009 NAACP Image Award nominee), Corner Office Rules, and Swag Is Not Enough Named to the Top 100 African American Executives list by Black Enterprise and Savoy magazine Biography Cub Foods was a $3 billion grocery business with more than 8,000 employees when Keith Wyche took it through a turnaround that produced double-digit sales growth in his first year as President. That kind of operating record, repeated across ACME Markets, Pitney Bowes, and a long Walmart career that ended as Vice President of Community Engagement and Support, is the foundation everything else rests on. He now sits as an Independent Director on the board of The Brink’s Company (NYSE: BCO), appointed in 2022. The board seat matters because it changes the room he is speaking into. He is not advising senior leaders from a step removed. He is in the same governance conversations they are. His four books, including the NAACP Image Award nominated Good Is Not Enough and the more recent Diversity Is Not Enough, treat inclusion as an operating problem rather than a values statement. The argument is that recruitment, development, and promotion of Black leaders in America requires the same systems thinking large companies apply to any other business priority. It is a position that holds up in front of a CHRO with revenue targets attached to it. Black Enterprise and Savoy have both named him among the Top 100 African American executives in the United States. That recognition signals what makes him useful in front of a senior audience right now. He carries the personal authority of someone who has done the work at the highest operating levels, and he brings it into rooms where the inclusion conversation has otherwise gone stale. Key speaking topics Leadership through transformation and restructure Inclusive leadership and DEI as an operating discipline Talent development and executive pipelines Personal branding and career progression for senior leaders Corporate culture and change management Board-level perspectives on organisational performance Ideal for CHROs and senior HR leaders rebuilding inclusion strategy with commercial credibility Boards and C-suite teams setting direction on culture, talent, and transformation Employee resource groups and senior leadership networks for under-represented talent Annual leadership conferences for retail, consumer, and services organisations Audience outcomes A direct view of what change leadership actually looks like inside a multi-billion dollar P&L A grounded position on inclusion that holds up commercially with senior peers and external scrutiny Specific career and visibility moves for high-potential leaders ready for executive roles Board-level perspective on how culture, talent, and performance connect at the top of an organisation

Why organisations work with Aidan McCullen A working library of change thinking. The Innovation Show has put him in long-form conversation with hundreds of named authors and practitioners on transformation, which feeds directly into the frameworks he brings into a room. A book with institutional weight. Undisruptable is a Wiley title with a foreword by Visa founder Dee Hock, and sits on a defined three-part argument about reinvention rather than a generic change pitch. Credentialled by Thinkers50. The 2025 Innovation Award places him among a small group of named voices that the management research community treats as serious on this topic. A practitioner seat at Trinity. He built and teaches the Emerging Technology Trends module at Trinity Business School, which forces his material to hold up under repeated MBA-level scrutiny. Reinvention as lived experience. A decade as an Ireland international rugby player, then digital lead at Bauer Media, then Head of Innovation at RTE, then author and board director, gives him standing to talk about personal reinvention without it sounding theoretical. Biography highlights Author of Undisruptable: A Mindset of Permanent Reinvention for Individuals, Organisations and Life, Wiley, with a foreword by Dee Hock, founder of Visa. Recipient of the Thinkers50 Innovation Award in 2025. Host and creator of The Innovation Show, broadcast on RTE Ireland and Finland’s Business FM. Adjunct Professor at Trinity Business School, Trinity College Dublin, where he developed the Emerging Technology Trends module. Non-Executive Director at National Broadband Ireland. Former Ireland rugby international with more than 100 senior appearances for Leinster, Toulouse and London Irish. Biography Reinvention is the part of change leadership that organisations consistently underprice. Strategy decks are easy. Sustaining the personal and cultural shift after the deck is signed off is where most transformation programmes quietly break, which is the territory Aidan McCullen has spent the last decade mapping. His book Undisruptable, published by Wiley with a foreword by Visa founder Dee Hock, sets out a three-part argument: change as opportunity, the cognitive biases that block it, and the language leaders need to carry an organisation through it. The book sits alongside The Innovation Show, his interview platform, where he has worked through the material in long-form conversation with several hundred named authors, founders and academics on change and innovation. That output earned him the Thinkers50 Innovation Award in 2025 and an adjunct seat at Trinity Business School, where he built the Emerging Technology Trends module. He also serves as a Non-Executive Director at National Broadband Ireland, which keeps the work close to live infrastructure decisions rather than pure commentary. His own track record is the unusual part of the case. A decade as an Ireland rugby international with Leinster, Toulouse and London Irish, followed by digital ecosystem work at Bauer Media, the Head of Innovation role at RTE, and now author, broadcaster and board director, gives him direct experience of the cost of reinvention, which is what senior audiences tend to want to interrogate when the topic is on the agenda. Key speaking topics Permanent reinvention as a leadership discipline Change management and transformation programmes Cognitive bias and decision-making under change Emerging technology trends for senior leaders Innovation culture and operating models Personal reinvention and career transitions Communicating change inside large organisations Ideal for CEOs, COOs and transformation leads running multi-year change programmes CHROs and senior HR leaders responsible for leadership development and culture Boards and executive committees stress-testing the organisation’s capacity to keep changing Innovation, strategy and digital leaders who own the operating-model side of reinvention Audience outcomes A working model for treating reinvention as a continuous capability, not a one-off programme Specific named cases (including Fujifilm) of organisations that survived structural disruption, and what they did differently A clearer view of the cognitive biases that stall senior teams during change Language and analogies leaders can use to carry their own organisations through reinvention A short reading list of the most useful change thinkers, drawn from his interview catalogue

Why organisations work with Patrick Leddin A co-authored New York Times bestseller with James Patterson, Disrupt Everything and Win, that has been licensed by FranklinCovey as a global corporate training programme. Few keynote speakers have their material adopted as a productised curriculum at that scale. A working research base at Vanderbilt Owen, where he runs the Disruption Project. The frameworks in the keynote (the 5 roles of disruption, the 16 behaviours of successful disruptors) are grounded in field research, not consulting anecdotes. A career that has actually run leadership at every scale he speaks about: a ranger-qualified Army infantry officer, KPMG consultant, FranklinCovey practitioner, and co-founder of an Inc. 5000 firm. Senior audiences recognise the difference. A direct line into the Stephen M.R. Covey and FranklinCovey leadership canon, which is the operating language for L&D functions inside many large enterprises. Biography highlights Associate Professor of the Practice of Business Studies, Vanderbilt University Owen Graduate School of Management. Teaches Corporate Strategy, Negotiation, Advanced Marketing, and Crisis Leadership. Co-author with James Patterson of Disrupt Everything and Win: Take Control of Your Future (Little, Brown, 2025), an instant New York Times bestseller. Author of The Five-Week Leadership Challenge, a Wall Street Journal bestseller introduced by Stephen M.R. Covey. Subject-matter source for FranklinCovey’s Disrupt Everything: Innovate for Impact corporate training programme, launched October 2025. Host of the Leadership Lab podcast, with on-record interviews including Stephen M.R. Covey, Patrick Lencioni, Liz Wiseman, Chris Voss, and Marshall Goldsmith. Former U.S. Army airborne infantry ranger-qualified officer, former KPMG Consulting and FranklinCovey practitioner, co-founder of Wedgewood Consulting Group and Leddin Group. Biography Disruption used to be the event a leadership team planned for. It is now the operating condition. The question that follows is harder than the one most leadership development is built to answer: what does a leader actually do, day to day, when the disruption never stops arriving? That question is the subject of Disrupt Everything and Win, the New York Times bestseller Patrick Leddin co-authored with James Patterson. The book grew out of the Disruption Project at Vanderbilt Owen, where Leddin teaches Corporate Strategy and Crisis Leadership. The research produced specific output: five roles people play inside a disruption, sixteen behaviours that distinguish successful disruptors, eight tools leaders can use to convert disruption into progress. FranklinCovey has since licensed the material as a global training programme, Disrupt Everything: Innovate for Impact. The credibility behind that work is operational. Leddin served as a ranger-qualified U.S. Army infantry officer with the 82nd Airborne, ran large client engagements at KPMG Consulting and FranklinCovey, and co-founded Wedgewood Consulting Group, an Inc. 5000 firm that was acquired in 2012. His earlier book, The Five-Week Leadership Challenge, was introduced by Stephen M.R. Covey and reached the Wall Street Journal bestseller list. He hosts the Leadership Lab podcast, where his guests have included Patrick Lencioni, Liz Wiseman, Chris Voss, and Marshall Goldsmith. The argument senior teams come for is concrete. Disruption is not a communication problem to be managed by the executive office. It is a leadership capability that can be specified, taught, and practised at every level of the organisation, and a board that treats it that way will outperform one that does not. Key speaking topics Leadership in disruption Crisis leadership Organisational change and culture Leadership pipeline development Negotiation and influence Corporate strategy under uncertainty Innovation as a leadership behaviour Ideal for CEOs, COOs, and senior leadership teams running through extended restructuring or market repositioning CHROs and chief learning officers building leadership pipelines that have to operate under continuous change Strategy and transformation leaders responsible for cultural readiness alongside operating model change Industry conferences in regulated sectors (financial services, healthcare, energy, government) where leaders manage repeated external shocks Audience outcomes A working vocabulary for the roles people play during a disruption, and a way to name which role is missing in their own team The sixteen behaviours that distinguish leaders who use disruption as fuel from those who absorb it as damage A concrete set of tools, drawn from the Vanderbilt research, that leaders can apply to a specific change they are already running A sharper view of the difference between managing crisis and building a leadership culture that expects disruption as a baseline

Why organisations work with Rose Cartolari Operator-grade credibility with senior leaders: she co-founded and ran the operations of Scharper Pharmaceuticals through to a 2011 sale, then turned that experience into a coaching practice. She has sat in the chair the room is talking about. A board-level lens on inclusion as leadership capability, built through her Executive Committee role at European Women on Boards and the Board Readiness Programme she launched there. Cross-cultural fluency that holds up in genuinely complex settings, drawn from senior roles at American Express and UNICEF and on-the-ground postings in India, Indonesia and Somalia. A coaching toolkit grounded in neuroleadership, emotional intelligence and social styles, applied to specific senior problems: influence across the C-suite, executive presence, succession readiness. Teaches the material as well as practises it, through executive programmes at Columbia Business School, SDA Bocconi and the University of Milan-Bicocca. Biography highlights Founder and Managing Director, RC Consulting, advising C-suite leaders and their teams on leadership, influence and inclusion. Executive Committee member, European Women on Boards; launched the EWOB Board Readiness Programme. Co-founder and former COO, Scharper Pharmaceuticals SpA, exited in 2011. Senior corporate roles at American Express and UNICEF, with field postings across India, Indonesia and Somalia. Executive education faculty at Columbia Business School, SDA Bocconi and the University of Milan-Bicocca. MBA, Columbia Business School. BA, Brown University. Forbes Coaches Council member. TEDx speaker (TEDxArona). Co-author, Winning Mindset: Elite Strategies for Peak Performance (Erik Seversen, ed., 2021). Biography Senior leadership rarely fails on technical knowledge. It fails on composure, influence and the ability to hold a team together when conditions stop being stable. That is the territory Rose Cartolari works in, and she works in it from the position of someone who has held an operating role at scale and then chosen to coach the people who hold those roles now. Cartolari is Founder and Managing Director of RC Consulting, a leadership advisory and executive coaching practice for the C-suite and their teams. Before founding RC, she co-founded and served as COO of Scharper Pharmaceuticals SpA, a European pharmaceuticals business sold in 2011, after senior roles at American Express and UNICEF, including field assignments in India, Indonesia and Somalia. That operator history is the reason her conversations with senior leaders sound like conversations between peers, not between a leader and an outside expert. Her work sits at the point where leadership behaviour meets inclusion practice. On the European Women on Boards Executive Committee she launched the Board Readiness Programme, which prepares senior women for credible non-executive roles. She holds an MBA from Columbia Business School and a BA from Brown, sits on the Forbes Coaches Council, and teaches executive programmes at Columbia Business School, SDA Bocconi and the University of Milan-Bicocca. She is co-author of Winning Mindset: Elite Strategies for Peak Performance and a TEDx speaker (TEDxArona). The throughline of the work is practical: senior leaders, under pressure, learning to influence other senior people, hold their own counsel under ambiguity and turn inclusion from a value statement into a leadership behaviour. Key speaking topics Executive presence and influence across the C-suite Inclusive leadership as a senior capability Leading senior teams through change and ambiguity Board readiness and the path to non-executive roles Personal leadership and self-awareness for senior roles Cross-cultural leadership in multinational organisations Emotional intelligence applied to executive performance Ideal for C-suite executives and their direct reports working through ambiguity, restructure or succession Senior women preparing for non-executive director or board positions Heads of executive development, talent and inclusion building senior leadership pipelines Multinational leadership teams operating across multiple cultures and geographies Audience outcomes A sharper read on how senior influence works and where their own influence is leaking Language and practices for inclusive leadership that hold up in front of other senior leaders A specific view of board readiness, what selectors actually look for and how to close the gap Tools from neuroleadership, emotional intelligence and social styles applied to live senior dilemmas A working definition of executive presence that is behavioural, not stylistic

Why organisations work with Andrea Loreni He is the only Italian tightrope walker specialised in high-altitude urban crossings. The lived authority is unusual in a leadership-keynote market saturated with frameworks. He set Italy’s record for the highest city tightrope walk in May 2023, crossing 205 metres at 140 metres altitude between Milan’s Bosco Verticale and the UniCredit Tower. Senior audiences recognise the difference between a story and a verifiable feat. His material is built on a degree in Theoretical Philosophy and Zen training under Shodo Harada Roshi at the Sogen-Ji monastery in Okayama. The intellectual scaffolding is real, not decorative. He works the specific tension between fear and decision quality, which sits at the centre of senior leadership but is rarely addressed with credibility outside therapeutic or sports-psychology framings. He is published in Italian on the discipline, with two books from Funambolo Edizioni, and has spoken at TED, universities, banks and multinationals. Biography highlights The only Italian tightrope walker specialised in high-altitude crossings, performing since 2006 across Italy, Switzerland, Serbia, Israel, Thailand and Japan. Set Italy’s record for the highest urban tightrope walk in May 2023, between Milan’s Bosco Verticale and the UniCredit Tower (covered by CNN). Set an earlier Italian record in 2011 at Pennabilli, 250 metres at 90 metres altitude. Degree in Theoretical Philosophy; Zen meditation deepened at Sogen-Ji monastery in Okayama, Japan, under Shodo Harada Roshi. Author of “Zen e funambolismo” (2019) and “Breve corso di funambolismo per chi cammina col vento” (2020). TED speaker; collaborates with Giulia Schiavone (University of Milan-Bicocca) on tightrope walking as a discipline of personal transformation. Biography In May 2023, a man walked 205 metres of cable strung 140 metres above central Milan, between the Bosco Verticale and the UniCredit Tower. It was Italy’s highest ever urban tightrope walk. CNN covered it. The walker was Andrea Loreni, the only Italian funambulist who specialises in high-altitude crossings. What makes him useful to corporate audiences is not the spectacle. It is what he has had to learn to make the spectacle survivable. Loreni has a degree in Theoretical Philosophy and trained in Zen meditation at the Sogen-Ji monastery in Okayama, Japan, under Shodo Harada Roshi. His working material is the relationship between fear, attention and decision quality at the moment of action. He has performed cable crossings since 2006, in Turin, Bologna, Rome, Venice, Florence, Genoa, Brescia and Trieste, and abroad in Switzerland, Serbia, Israel, Thailand and Japan. He is also the author of two books on the discipline, published in Italian: “Zen e funambolismo” (2019) and “Breve corso di funambolismo per chi cammina col vento” (2020). With Giulia Schiavone of the University of Milan-Bicocca, he researches the tightrope as a vehicle for transformation, not only performance. The keynote sits at a precise point. Senior leaders are asked to act with composure under conditions where the cost of error is high and personal. Loreni does that for a living, on a 20mm rope above a city, and he has the philosophical training to articulate what makes it work. Key speaking topics Composure and decision-making under extreme pressure Fear, risk and acceptance Zen practice applied to performance Managing imbalance and change Attention and presence in high-stakes moments Personal transformation through discipline Ideal for Senior leadership offsites and executive team gatherings where the agenda includes pressure, composure and decision quality Sales and trading floor audiences accustomed to live decision risk Annual conferences seeking a substantive keynote with lived authority rather than business-school content Leadership development programmes for newly senior leaders Audience outcomes A vivid, credible reframe of fear as something to live with rather than defeat Specific Zen-rooted attentional practice connected to high-stakes performance A new vocabulary for talking about composure, balance and risk in leadership settings A memorable shared reference point that surfaces in subsequent leadership conversations

Why organisations work with Stephen Frost He has run inclusion at a scale almost no other practitioner can claim, leading diversity and inclusion across the 200,000-strong workforce of the London 2012 Olympics and afterwards heading the function at KPMG. He treats inclusion as a system to be engineered into hiring, promotion and decision-making, not a values campaign, an approach laid out in The Inclusion Imperative and Building an Inclusive Organization. His teaching positions at Harvard Business School, Sciences Po and Singapore Management University give boards confidence that the methodology stands up to academic scrutiny as well as commercial pressure. He brings a record of building inclusion infrastructure that outlives him, including Stonewall’s Workplace Equality Index, now used by most leading UK employers. He is one of a small number of DEI voices able to hold the line on substance while a political backlash makes many DEI conversations harder to have at board level. Biography highlights Head of Diversity and Inclusion for the London 2012 Olympic and Paralympic Games. Former Head of Diversity and Inclusion at KPMG. Founder and CEO of Included, a global diversity and inclusion consultancy. Teaches Inclusive Leadership at Harvard Business School, Singapore Management University and Sciences Po. Author of The Inclusion Imperative, Inclusive Talent Management and Building an Inclusive Organization; editor of The Key to Inclusion. All published by Kogan Page. Young Global Leader of the World Economic Forum (2011); recipient of the 2010 Peter Robertson Award for Equality and Diversity Champions. Biography The London 2012 Olympic and Paralympic Games employed close to 200,000 people. Running diversity and inclusion across that operation was not a values exercise. It was a delivery problem under intense political and media scrutiny, and Stephen Frost was the person who owned it. The workforce that resulted was 46 per cent female, 40 per cent from minority ethnic backgrounds and 9 per cent with a disability, on numbers that few corporates have come close to since. After the Games, he was hired by KPMG as Head of Diversity and Inclusion, where he set the firm’s targets on gender, ethnicity, social mobility and sexual orientation. He went on to found Included, a global consultancy that now advises governments, multinationals, media organisations and universities. Earlier in his career he had built much of the modern UK D&I infrastructure at Stonewall, including the Workplace Equality Index now used as a benchmark across most leading employers. The argument in his four Kogan Page books is consistent. Inclusion is a decision-making system, not a culture campaign. The Inclusion Imperative draws on the Olympic work to set out how it can be embedded into procurement, recruitment, leadership and operations. Building an Inclusive Organization, co-authored with Raafi-Karim Alidina, extends the case into the cognitive and behavioural mechanics of how inclusion succeeds or fails inside a firm. That body of work is reinforced by teaching positions at Harvard Business School, Singapore Management University and Sciences Po, and by his selection as a World Economic Forum Young Global Leader. For boards under pressure on inclusion at the same time as they are under pressure on cost, regulation and political risk, the value of Frost’s perspective is that it treats inclusion as an operating capability that can be measured, defended and improved. Key speaking topics Inclusive leadership Embedding inclusion into organisational strategy The business case for diversity and inclusion Inclusive talent management and hiring Culture change and behaviour design Cognitive load and decision-making in diverse teams Building an inclusive organisation at scale Ideal for CHROs and Chief Diversity Officers under pressure to show measurable outcomes from inclusion investment. Boards and executive committees navigating DEI in politically contested or regulatory-heavy environments. Talent, recruitment and leadership development leads redesigning processes around inclusion. Senior leadership teams in firms scaling internationally across multiple cultural and legal contexts. Audience outcomes A working definition of inclusion as a decision-making discipline, not a values statement. Specific levers leaders can pull inside recruitment, promotion and team design to improve inclusion outcomes. A clearer language for defending inclusion work to sceptical boards and shareholders. Examples drawn from enterprise-scale deployments at the London Olympics, KPMG and Included’s client base. A grounded view of where inclusion programmes commonly fail and how to design them to last.