Führungskräfteentwicklung

Why organisations work with Dror Gill Coaches leadership teams through the practical decisions of generative AI adoption: tool selection across ChatGPT, Copilot, Gemini, and Claude, prompt design, hallucination control, and workflow redesign for real business processes. Brings engineering credibility most generative AI speakers cannot match: 37 granted patents, a 2021 Technology and Engineering Emmy for perceptual video encoding at Beamr, and three decades inside companies shipping production technology. Runs hands-on workshops, not lecture sets. Executives leave with prompts, chatbots, and analyses they built themselves during the session. Demonstrates what is possible at the frontier with live builds, including a signature session in which he creates a startup from scratch using ChatGPT alone, covering ideation, business model, investor deck, and go-to-market. Updates his material continuously. The pace of model and tooling change makes most static keynote decks stale within months; he rebuilds against the current state of the field. Biography highlights 2021 Technology and Engineering Emmy Award (National Academy of Television Arts and Sciences) for content-adaptive video encoding at Beamr. Co-inventor on 37 granted patents in video and image processing. First employee and long-serving CTO, VP Product, and VP Marketing at Beamr (NASDAQ: BMR). IBM Research Lab in the mid-1990s, pioneering media streaming and voice-over-IP, including collaboration with Sun Microsystems on the Java Media Framework. Founder of Gamdala, a generative AI consultancy advising executives on adoption, prompt engineering, and workflow integration. B.Sc. Electrical Engineering, Technion – Israel Institute of Technology. Speaking engagements at DLD Munich, AI Global Summit Italy, IBM, Samsung, Microsoft for Startups, and Amdocs. Biography The current generative AI conversation inside most companies sits between two failure modes. Either the technology is treated as a productivity gimmick to be tolerated, or it is over-promised as a strategy in itself. Neither produces operating advantage. The work of turning general-purpose models into specific, repeatable improvements in how a business actually functions sits in between. That work needs someone fluent in both the underlying technology and the practical question of what executives can do on Monday. Dror Gill is that profile. He spent three decades inside companies shipping production technology, most recently as the long-serving CTO of Beamr (NASDAQ: BMR), where he led the development of the perceptual video encoding technology that won the 2021 Technology and Engineering Emmy. He is a co-inventor on 37 granted patents. Earlier, he was at IBM Research in the mid-1990s pioneering streaming over IP and voice-over-IP, and at Emblaze Semiconductor chairing the Wireless Multimedia Forum. Today he runs Gamdala, a generative AI consultancy. The shift is consistent: he is again working at the frontier of a general-purpose technology, only now the audience is executives rather than engineers. His sessions are workshop-led. Participants leave having built prompts, chatbots, and analyses themselves. His signature live build creates a startup from scratch using ChatGPT alone, covering ideation, business model, investor deck, and go-to-market inside a single session. What makes his keynote work uncommon is the engineering pedigree behind the executive coaching. He has shipped the kind of technology he now teaches leaders to deploy. The Technion degree, the Emmy, and the patent record are not credentials worn for show. They are the reason the operating advice translates. Key speaking topics Generative AI adoption for executives Prompt engineering and hallucination control ChatGPT, Copilot, Gemini, and Claude in business workflows Generative AI for product, marketing, and operations AI in education and corporate learning Live demonstrations of generative AI for business creation Workflow redesign around large language models Ideal for CEOs, COOs, and executive committees seeking to move generative AI from pilots to operating use. CHROs and learning and development leaders designing AI fluency programmes for senior managers. Product and engineering leadership teams evaluating where to embed generative AI in customer-facing and internal workflows. Founders, investors, and innovation teams who want a working understanding of the current state of the tools, not last year’s. Audience outcomes A clearer view of which generative AI tools fit which business problems, and where each one breaks. Practical prompt patterns participants use in their own work the same week. A working sense of how to control hallucination, including chain-of-thought prompting and verification techniques. Awareness of what is now possible end-to-end with generative AI, demonstrated live rather than described in slides. Confidence to lead an organisational conversation on generative AI adoption without needing a translator.

Why organisations work with Ed Jordan He treats executive presence as a teachable craft, not a personality trait, drawing on 25 years in front of cameras and microphones to coach how leaders actually land in a room. He pairs that stagecraft with a Gordon Institute of Business Science coaching qualification and a decade inside Innovation, Wealth and High Net Worth Private Banking, so the language is recognisable to senior commercial audiences. He has been named Professional Speaker of the Year by the PSA UK and Ireland, an industry-judged award by working speakers, not a marketing claim. He works fluently across formats: keynote, executive coaching, on-camera training, moderation and event hosting, which makes him useful when a leadership event needs a single anchor, not a roster. His moderating roster includes Steve Wozniak, Biz Stone and Nicolas Sarkozy, evidence he can hold a room with figures more senior than the audience. Biography highlights Certified Business Coach, Gordon Institute of Business Science (GIBS). PSA Professional Speaker of the Year, UK and Ireland. 25 years as a South African TV presenter (Deal or No Deal, Popstars, Fast Forward, The Wedding Show) and Kaya FM Breakfast Show host. Multi-platinum recording artist; performed an original composition at Nelson Mandela’s memorial service. Decade inside Financial Services since 2014, in Innovation, Wealth and High Net Worth Private Banking. Hosting and moderating credits with Microsoft, Coca-Cola, Deutsche Bank and Investec, including platform conversations with Steve Wozniak, Biz Stone and Nicolas Sarkozy. Biography Presence is now part of the job description for senior leaders. Quarterly all-hands events, board updates, investor calls and internal video are not occasional performances. They are the medium through which leadership decisions are received, judged and remembered. Ed Jordan worked that medium for 25 years before he taught it. As a South African television presenter on Deal or No Deal, Popstars and Fast Forward, and as Kaya FM’s Breakfast Show host, he learned how to hold a room in real time, on camera, without a second take. He is also a multi-platinum recording artist who performed an original composition at Nelson Mandela’s memorial service. In 2014 he moved into Financial Services, spending a decade in Innovation, Wealth and High Net Worth Private Banking. That gave him fluency with the audience he now coaches. He qualified as a Business Coach through the Gordon Institute of Business Science and built a leadership practice that translates stagecraft into a discipline senior executives can practise. The work is most useful when leaders inherit a wider remit than the skills that earned them the role. Jordan was named Professional Speaker of the Year by the PSA in the UK and Ireland, and is regularly trusted to moderate platforms with figures including Steve Wozniak, Biz Stone and Nicolas Sarkozy, holding the room when the room is senior. Key speaking topics Executive presence and on-camera communication Self-leadership and personal effectiveness Leadership development for newly senior leaders Purpose and values alignment at work Virtual and hybrid communication craft Moderation and platform conversation Ideal for CEOs and executive teams preparing for high-stakes platform moments Senior leaders moving into broader, more visible roles Learning and leadership development heads designing executive programmes Internal communications and corporate affairs leaders rebuilding leader visibility Audience outcomes A working method for executive presence on stage, on camera and in the room Specific techniques for self-leadership under pressure that hold up in live settings A vocabulary for purpose and values that senior commercial audiences will engage with Concrete improvements in how leaders prepare for and recover from high-stakes communication moments

Why organisations work with Edie Lush She has conducted thousands of interviews at Davos, the UN General Assembly and COP summits, so she can run a senior panel at the level buyers actually book her for. Her coaching is built from journalistic craft: structuring a story for a listener, handling a difficult question, holding a point under pressure. Leaders leave with technique, not affirmation. She co-wrote How To Speak With Confidence in Public with Charlotte McDougall, published by Pan Macmillan’s Bluebird imprint in 2016, giving clients a named body of work to draw on. Her Global GoalsCast work, recognised with the 2018 Media for Social Impact Leadership Council Award at the UN, gives her credibility to moderate sustainability, climate and SDG conversations without needing a briefing to sound informed. She reads a room and a panel in real time, keeping senior speakers on the agenda rather than letting a programme drift into set pieces. Biography highlights Executive Editor, Hub Culture, covering Davos, the UN General Assembly and COP climate summits. Co-host and co-creator of Global GoalsCast, distributed by CBS News Digital. 2018 Media for Social Impact Leadership Council Award, presented at the United Nations. Co-author, How To Speak With Confidence in Public, Pan Macmillan (Bluebird), 2016. Former Economics and Political Correspondent, Bloomberg Television; columnist, The Week; Associate Editor, Spectator Business. Chair, British American Project; board member, Ellen Meloy Fund for Desert Writers. BA Political Science, UCLA; MA International Relations, Yale University. Has interviewed and moderated senior figures including George Osborne, Christiana Figueres and Muhammad Yunus, at platforms from Davos to the Future Investment Initiative and India Global Forum. Biography Most senior leaders can brief a board, but freeze when the format changes. Put the same person on a live panel, a podcast, a camera at Davos or a climate summit platform, and the craft that got them into the room stops helping them. Journalists notice this quickly, because they sit on the other side of it all day. Edie Lush has sat on that side for a long time. At Bloomberg Television she covered economics and politics. She went on to write a column at The Week and serve as Associate Editor of Spectator Business. She is now Executive Editor of Hub Culture, where she produces interview content from Davos, the UN General Assembly and the COP climate summits. The common thread is interviewing serious people under time pressure and making the result land for a general audience. That interviewer’s discipline is what clients hire her coaching practice to transfer. How To Speak With Confidence in Public, co-written with Charlotte McDougall and published by Pan Macmillan’s Bluebird imprint in 2016, sets out the method: structure a story for a listener, manage the energy in a room, hold a point under challenge. She applies the same toolkit on stage, most recently chairing sessions at Davos 2026 with figures including George Osborne and Professor Douglas McCauley, and as co-host of Global GoalsCast, the CBS News Digital podcast that earned her the 2018 Media for Social Impact Leadership Council Award at the UN. The work now reaches two audiences. One is organisers of serious events who need a chair who can keep a sustainability, policy or tech conversation on the agenda rather than letting it wander. The other is executives and founders who have to carry their company’s voice in public and know they are a draft short of doing it well. Key speaking topics Executive communication and public speaking Moderation and panel craft for senior audiences Sustainable Development Goals and climate communication Storytelling for leaders and founders On-camera and podcast presence for executives Women in leadership and public platforms Ideal for CEOs, founders and C-suite leaders preparing for investor days, town halls, earnings calls and keynote moments. Heads of Communications and Corporate Affairs briefing spokespeople for stage, camera and podcast. Organisers of senior conferences, summits and board offsites who need a chair who can hold a room of principals. Sustainability, health and policy leads running SDG, climate, global-health or development events in front of mixed government and corporate audiences. Audience outcomes A clearer method for structuring a talk or panel answer so the point lands on first hearing. Practical techniques for managing nerves, energy and presence on stage and on camera. A sharper read on how journalists and moderators hear executive messaging, and how to adjust. For events she chairs: a programme that stays on agenda, with senior speakers pushed past their prepared lines.

Why organisations work with Eliza VanCort A working method for executive presence rooted in Meisner acting technique, not generic confidence coaching. Voice, posture and physicality are treated as trainable instruments, not personality traits. An intersectional lens that takes inclusion past slogans. Her sessions address how mansplaining, interruption, and microaggression actually move through a meeting, and what a leader can do in the moment. A bestselling book, A Woman’s Guide to Claiming Space, that gives delegates a structured framework before and after the room, with named behaviours and language. Mainstream media reach. Appearances on The Drew Barrymore Show, Forbes, Fast Company and CNBC give her work cultural traction outside corporate L&D, which travels with audiences. Co-founder of Think Twice Labs with Alma Derricks, former CMO of Cirque du Soleil, building emotional intelligence and cross-difference communication tools used inside organisations. Biography highlights Author of A Woman’s Guide to Claiming Space: Stand Tall. Raise Your Voice. Be Heard, Berrett-Koehler, May 2021. Cook House Fellow, Cornell University. TEDxRochester speaker, “Women, Power and Revolutionizing Speech”. Founder of The Actor’s Workshop of Ithaca, a Meisner Technique studio. Co-founder of Think Twice Labs with Alma Derricks, former CMO of Cirque du Soleil. Featured in The Drew Barrymore Show, Forbes, Fast Company, CNBC, and Success magazine. Biography Most executive presence work treats authority as a personality trait. Eliza VanCort treats it as a craft. Her starting point is that voice, posture and language are trainable instruments, the same way an actor’s are, and that women and underrepresented leaders are routinely operating those instruments inside rooms that were not built for them. That argument has a specific origin. She founded The Actor’s Workshop of Ithaca, the region’s Meisner Technique studio, and spent years teaching how performers hold a stage. She then applied the same discipline to meeting rooms and boardrooms. A Woman’s Guide to Claiming Space, published by Berrett-Koehler in 2021, sets out the framework: five behaviours that shift how a leader is read, from posture and vocal placement to ending self-sabotage and building cross-difference coalitions. The work has reach beyond corporate L&D. Her TEDxRochester talk on women, power and speech has been viewed widely. Appearances on The Drew Barrymore Show, Forbes, Fast Company and CNBC have built a public audience of more than 250,000 followers. Inside organisations, she co-founded Think Twice Labs with Alma Derricks, former CMO of Cirque du Soleil, to translate the same material into emotional intelligence and communication tools teams can use across difference. She is a Cook House Fellow at Cornell University and an advisory board member of Performing Arts for Social Change. The intellectual frame is intersectional: most of her organisational work is about what happens to people with less institutional power when they intersect with structures designed around someone else’s authority. The output is concrete. Delegates leave with named behaviours, specific language and a vocabulary for the dynamics they have been navigating without naming for years. Key speaking topics Executive presence and communication craft Women in leadership and the politics of voice Anti-racist and cross-difference communication Emotional intelligence in senior teams Inclusion under pressure Confidence, posture and physicality for leaders Power dynamics in everyday workplace interaction Ideal for CHROs and chief people officers building executive-presence programmes for senior women Leadership-development leads designing high-potential and sponsorship pathways ERG sponsors and DEI heads commissioning substantive, non-performative inclusion content Senior women’s leadership summits, partner-track development programmes, and emerging-leader cohorts Audience outcomes A vocabulary for the meeting-room behaviours that quietly cost women authority, and language to interrupt them in the moment Specific techniques for voice, posture and physicality drawn from Meisner training, applied to senior business settings A framework from A Woman’s Guide to Claiming Space delegates can carry back into their teams Practical anti-racist and cross-difference communication moves that work inside live conversations, not only in policy documents A clearer reading of how power moves through an organisation’s everyday talk, and where to act on it

Why organisations work with Ellis Watson He has run a ten-year transformation of a family-owned media group, DC Thomson, including the digital reinvention of brands like The Beano, with full P&L accountability. Few keynote speakers can show that length of tenure inside a turnaround. He has held the top operating role in three different content businesses, newspapers, global TV formats and family-owned media, so the change playbook he offers is sector-tested, not theoretical. His current seat as Chief Business Advisor to the First Minister of Scotland gives him a live view of how policy, regulation and capital are shaping the conditions executive teams are actually working in. He is direct in a room. Boards and executive audiences book him when they want candour about cost, culture and pace, not a motivational set piece. Biography highlights Chief Business Advisor to the First Minister of Scotland, appointed January 2023. CEO and later Executive Chairman of DC Thomson, 2011 to 2020, leading the modernisation of titles including The Beano and The Press and Journal. Global CEO of Syco Entertainment under Simon Cowell in 2010, with responsibility for the X Factor and Got Talent franchises. CEO of Celador International from 2000, oversaw the international rollout of Who Wants to Be a Millionaire? to around 100 territories. Managing Director of Mirror Group Newspapers from 2003 to 2005, accountable for five national and around 240 regional titles. Non-executive director of FirstGroup plc from 2009, with North American Greyhound responsibility, and a former Marketing Director of News International reporting to Rupert Murdoch. Biography DC Thomson is the kind of business that does not usually survive a digital decade. A family-owned publisher in Dundee, built on print titles like The Beano, The Sunday Post and The Press and Journal, it carried a cost base shaped by an industry that no longer existed. Between 2011 and 2020 it was rebuilt from the inside, with a third of the staff gone and the consumer brands repositioned for digital. Ellis Watson ran that decade as CEO and then Executive Chairman. That was not an unfamiliar problem to him. He had already taken Who Wants to Be a Millionaire? out to roughly 100 territories as CEO of Celador, run five national newspapers and around 240 regional titles at the Mirror Group, and spent 2010 as global CEO of Simon Cowell’s Syco Entertainment, holding the X Factor and Got Talent franchises. The earlier ground had been News International, as Marketing Director reporting to Rupert Murdoch. What that career produces, in a board context, is an unusually long lens on the same problem. Legacy businesses tend to be governed by people who have never personally rebuilt one. Ellis has, in three sectors, and he is now sitting inside Scottish Government as the First Minister’s Chief Business Advisor, a role created in January 2023 to bring private sector judgement into policy decisions. The result is a speaker who is most useful to executive teams in the middle of structural change, where the questions are about cost, talent and tempo, and where a generic transformation framework is not enough. Key speaking topics Leadership through structural change in legacy businesses Turnaround and brand revitalisation Building and holding high-performance cultures Engaging younger workforces inside traditional organisations Disruption as an operating discipline, not a slogan Governance and stakeholder trust during transformation Ideal for Boards and executive teams of legacy or family-owned businesses facing structural decline CEOs, COOs and transformation directors running cost and culture programmes in parallel CHROs and senior people leaders rebuilding engagement during restructure Senior leadership audiences in media, publishing, transport and consumer brands Audience outcomes A clear-eyed read on how long real turnaround actually takes inside a legacy business Specific operator decisions, on cost, talent and brand, drawn from DC Thomson, Mirror, Celador and Syco A working argument for why culture is the binding constraint in any transformation, not strategy A view from inside government on the conditions UK businesses are operating against A different vocabulary for talking about disruption with a board, less abstract, more accountable

Why organisations work with Emil Dobrovolschi He is a working airline captain and EASA-certified examiner, so the discipline he teaches around briefings, checklists and crew coordination is the discipline he is held to in the cockpit. Co-author of Dark Cockpit with Octavian Pantis, a published thesis that gives leaders a shared vocabulary for a calm, fully functioning operating state and the behaviours that produce it. Three decades inside a national flag carrier, including time as Director of Flight Operations, give him a frank view of what command, accountability and quiet discipline look like in a regulated organisation. The pilots he has trained as a Type Rating Instructor have gone on to fly as captains for at least twelve international airlines, evidence that his teaching method travels and holds up under examination. The aviation material is concrete. Audiences leave with named behaviours, not metaphors: how a brief is structured, how a challenge is raised, how a captain hands over control. Biography highlights Captain, instructor and examiner at TAROM since 1994, across Antonov 24, ATR 42/72, Airbus A320 and A310. Former Vice President and Director of Flight Operations, TAROM. EASA-certified Type Rating Examiner; Type Rating Instructor since 2001. Commander of special flights for the Romanian President and government officials. Co-author of Dark Cockpit: How to Communicate, Lead, and Be in Control at All Times Like an Airline Captain (with Octavian Pantis). TEDx speaker (TEDxBaiaMare, “Gata de decolare”). Biography A commercial flight deck is one of the few corporate settings where bad communication is logged, debriefed and corrected by regulation. Aviation does not assume good leaders happen. It produces them through briefings, checklists, standard calls and a regulated training cycle. Emil Dobrovolschi has spent his career inside that system. He joined TAROM, the Romanian flag carrier, in 1994 and worked through every rank from Antonov 24 co-pilot to Airbus A320 and A310 captain, instructor and examiner. As a Type Rating Instructor since 2001 and an EASA-certified examiner, he has trained pilots who now hold left-seat command at twelve or more international carriers. Inside TAROM he served as Vice President and Director of Flight Operations, and as commander of special flights for the Romanian President and government officials. The corporate work grew out of that. With consultant and author Octavian Pantis he co-wrote Dark Cockpit: How to Communicate, Lead, and Be in Control at All Times Like an Airline Captain. The dark cockpit is the aviation term for the state in which no caution lights are on, the aircraft is functioning, and the crew can do its job. The book translates that into a leadership thesis: the conditions for clarity, command and trust are designed in, not improvised when something goes wrong. In keynotes, that translation is concrete. He shows how a captain runs a pre-flight brief, how a junior officer is trained to challenge a senior one, and what changes when control is formally handed over. Senior teams use the material to look at their own briefings, escalation paths and quiet failures of communication. The authority behind it is straightforward: he is still the captain in the room. Key speaking topics Leadership and command in high-stakes environments Communication and crew resource management Decision-making under pressure Teamwork, hierarchy and the freedom to speak up Crisis management and recovery Building professional standards inside an operating culture Ideal for Executive teams and boards reviewing how decisions are taken when the situation tightens CHROs and leadership development leads designing programmes for newly senior managers Operations, safety and risk leaders in regulated industries (energy, healthcare, financial services, transport) Corporate offsites and leadership weeks looking for an external voice with operational credibility, not consulting language Audience outcomes A vocabulary borrowed from the cockpit (brief, checklist, challenge, handover) that makes everyday leadership behaviours explicit. A clearer view of where their own organisation tolerates ambiguous communication that aviation would not. Specific practices for raising a concern up a hierarchy and for receiving one. A working definition of composure under pressure as a trained behaviour, not a personality trait. A frame for distinguishing routine operations from genuine crisis, and for behaving differently in each.

Why organisations work with Fons Trompenaars His Seven Dimensions of Culture model gives boards and integration teams a shared vocabulary for diagnosing where global strategies break down, drawn from research across more than a hundred thousand managers. Dilemma reconciliation moves leaders past the false choice between universal standards and local adaptation, which is the recurring failure mode in M&A integration, joint ventures, and global rollouts. Thinkers50 Hall of Fame status places him in the same tier as Drucker, Porter, and Peters, useful credibility when the audience is a sceptical executive committee. Three decades of advisory work with Shell, BP, Heineken, Philips, Nike, General Motors, IBM, Johnson and Johnson, and Pfizer mean the case material is operational, not academic. He is one of the few cultural theorists whose framework is built around action: every dimension comes with a method for resolving the tension, not just naming it. That method now runs inside AI-enabled tools, including a Dilemma Solver trained on a proprietary database of more than 60,000 leadership dilemmas. Biography highlights PhD in social systems sciences, Wharton School, University of Pennsylvania, 1983. Co-founder of Trompenaars Hampden-Turner with Charles Hampden-Turner in 1989; acquired by KPMG in 1998. Author of Riding the Waves of Culture, named to the Thinkers50 top ten Management Classics list in 2024 and translated into more than twenty languages. Co-author of Nine Visions of Capitalism, 21 Leaders for the 21st Century, Building Cross-Cultural Competence, and Servant Leadership Across Cultures. Co-authoring Tension to Traction with Bas Kemme, a forthcoming book built on CEO interviews that extends the reconciliation argument of “21 Leaders for the 21st Century.” Inducted into the Thinkers50 Hall of Fame in 2017; ranked among the most influential management thinkers in 2011, 2013, and 2015. Recipient of the ASTD International Professional Practice Area Research Award (1991) and the WFPMA George Petitpas Award (2023). Biography Most cross-cultural frameworks describe difference. They tell leaders that the Dutch are direct and the Japanese are deferential, then leave the leader to work out what to do about it. Trompenaars’ contribution is the next step: a method for reconciling competing cultural values rather than choosing between them. The Seven Dimensions of Culture, developed with Charles Hampden-Turner over a decade of empirical research, identifies the underlying tensions that surface when global organisations try to operate as one. Universal rules against particular relationships. Individual achievement against collective ascription. Sequential time against synchronous time. The model is built on data from over a hundred thousand managers and has anchored consulting engagements at Shell, BP, Heineken, Philips, Nike, IBM, Johnson and Johnson, and Pfizer. The intellectual foundation runs deep. A doctorate from Wharton, nine years inside Shell across nine countries, and the 1989 founding of the consultancy that became Trompenaars Hampden-Turner, later acquired by KPMG. “Riding the Waves of Culture” is a Thinkers50 Management Classic. The Hall of Fame induction in 2017 placed him alongside Drucker, Porter, and Peters. What makes the work commercially useful is dilemma reconciliation. Competing values, results and relationships, standards and local fit, individual and collective, are not trade-offs to be balanced but tensions to be integrated. For boards working through merger integration, global expansion, or post-acquisition culture programmes, that shift in framing is what turns cultural awareness into operational performance. The method now runs inside AI-enabled tools and underpins Tension to Traction, a forthcoming book with Bas Kemme on how CEOs turn competing pressures into a path forward. Key speaking topics Cross-cultural leadership and global team effectiveness Dilemma reconciliation as a leadership method Cultural due diligence in mergers and acquisitions The Seven Dimensions of Culture Leading change across multinational organisations Servant leadership across cultures Cultural reconciliation in the age of AI and polarisation Ideal for Executive committees and boards leading multinational integration, joint ventures, or post-acquisition culture work CHROs and global HR leaders responsible for leadership development across multiple regions Transformation leads running global change programmes where local resistance is the recurring blocker Leadership development programmes for newly international senior leaders Audience outcomes A working vocabulary for the seven cultural tensions that surface inside global teams A method for reconciling competing values rather than defaulting to head office standards Diagnostic clarity on why specific global initiatives have stalled or fragmented Case material from Shell, Heineken, Philips, and other multinationals that can be applied to the audience’s own integration challenges

Why organisations work with Freek Vermeulen He has built a specific, named argument that “best practices” are frequently bad practices in disguise. Leaders leave with a method for stress-testing the practices their company has stopped questioning. His book Breaking Bad Habits, published by Harvard Business Review Press, is built on empirical research across industries from newspapers to IVF clinics to West End theatre. The examples carry, because they are not from the usual case-study roster. He bridges academic rigour and operating language better than most. Published in Academy of Management Journal, Administrative Science Quarterly, Organization Science and Strategic Management Journal, but read in the boardrooms of Bosch, BP, Goldman Sachs, Maersk and Vodafone. He was the first recipient of LBS’s Excellence in Teaching Award and named to the 2016 Thinkers50 Radar. The audience signal: he is among the management thinkers actively shaping how strategy is taught at senior level. Biography highlights Professor of Strategy and Entrepreneurship, London Business School. PhD, Tilburg University. Author of Breaking Bad Habits (Harvard Business Review Press) and Business Exposed (FT Prentice-Hall). Translated into seven languages. Named to the Thinkers50 Radar list, 2016. First recipient of the LBS Excellence in Teaching Award; also recipient of the school’s Best Teacher Award. Regular contributor to Harvard Business Review; one of his 2025 HBR articles was named among HBR’s Most Popular Articles of 2025. Academy of Management Journal Best Paper Award; INFORMS/ISA Best Paper Award; Vienna University of Economics and Business Theory-to-Practice Award. Biography Industries inherit habits. A newspaper prints on broadsheet because newspapers print on broadsheet. A consultancy charges by the day because that is what consultancies do. Most of these habits started with a reason. Most have outlived the reason. Almost none are questioned, because everyone in the industry is still doing them. This is the territory Freek Vermeulen has spent his academic career mapping. His book Breaking Bad Habits, published by Harvard Business Review Press, argues that the most damaging strategic mistakes are not bold moves that fail. They are conventions that nobody is auditing. The same logic appears across his Harvard Business Review writing, where he has been a regular contributor, including a 2025 piece with a London Business School colleague that was named among HBR’s Most Popular Articles of 2025. Vermeulen is Professor of Strategy and Entrepreneurship at London Business School, where he has chaired the Strategy and Entrepreneurship department and served on the school’s Management Board and Board of Governors. He was the first person to receive the school’s Excellence in Teaching Award, and the 2016 Thinkers50 Radar list identified him as one of the management thinkers most likely to shape the next decade of organisational practice. The work is academic in origin, with Best Paper Awards from the Academy of Management Journal and INFORMS, and it has translated into a client list that includes Bosch, BP, GE, Goldman Sachs, JP Morgan, Lufthansa, Maersk, Novartis, Roche, Toshiba and Vodafone. The reason for the breadth is the angle. Vermeulen does not tell senior leaders what to do next. He tells them which of the things they are already doing have stopped earning their place. Key speaking topics Strategic innovation and corporate transformation Why “best practices” become bad practices Strategy execution and making strategy happen Profitable growth and international expansion Acquisitions, alliances and corporate scope Organisational learning and industry evolution Ideal for CEOs, CSOs and corporate strategy teams in mature industries facing flatlining growth Board and ExCo audiences re-examining what their company does because it has always done it M&A, post-acquisition integration and corporate development leaders Strategy and transformation conferences at multinational scale Audience outcomes A specific method for distinguishing practices that create value from practices that have simply been inherited A sharper view of how industry conventions form, persist and quietly damage performance Worked examples drawn from research across multiple industries, not the usual handful of case studies A frame for strategy execution that treats the deletion of bad habits as seriously as the launch of new initiatives

Why organisations work with Sir Gareth Southgate His England management tenure is the subject of a published case study at Harvard Business School – one of the few occasions in sport where a coaching approach has been formally codified as an executive leadership model. He rebuilt a national team culture from a position of public failure and sustained performance across four consecutive major tournaments. That track record gives his thinking on culture change and sustained delivery a foundation most leadership authors lack. Dear England: Lessons in Leadership (Sunday Times instant bestseller, 2025) sets out the specific reasoning behind his decisions under pressure – on accountability, psychological safety, selection, and standing behind unpopular choices – in a form directly applicable to organisational leadership. He led through personal, very public failure – the Euro ’96 penalty miss that defined a decade of his public identity – and through two consecutive tournament final defeats. His account of resilience starts from having lived the worst-case scenario, not from having studied it. During intense national debates on race, identity, and protest, he articulated a values position publicly and held a diverse squad together through that pressure. Organisations navigating social or political tension inside teams get a practitioner account of what that demands in practice. Biography highlights England men’s senior manager 2016-2024; 102 matches, 61 wins – more major tournament games won than any other England manager in history Only the second England manager to reach a major tournament final, after Sir Alf Ramsey in 1966; reached consecutive European Championship finals in 2021 and 2024 Knighted in the King’s New Year Honours 2025; previously appointed OBE in 2019 Visiting lecturer at Harvard Business School; his England tenure is the subject of a published HBS leadership case study Author of Dear England: Lessons in Leadership (Cornerstone, 2025) – an instant Sunday Times bestseller; delivered the 2025 BBC Richard Dimbleby Lecture on BBC One, joining Bill Gates, Christine Lagarde, and the Prince of Wales as past speakers in the series Two-time BBC Sports Personality of the Year Coach Award (2018 and 2021); playing career spanning over 500 appearances for Crystal Palace, Aston Villa, and Middlesbrough, with 57 England caps Biography When Gareth Southgate took charge of England in 2016, the national team had just been knocked out of the Euros by Iceland. Public confidence was at a low. Over eight years and four major tournaments, he rebuilt the team’s culture entirely. The result was consecutive European Championship finals and a record for the most major tournament games won by any England manager. His approach is now the subject of a case study taught at Harvard Business School. The method was deliberate cultural architecture rather than tactical adjustment. Southgate prioritised psychological safety, shared values, and a team identity that held under pressure. His open letter to England fans during COVID-19 inspired the award-winning West End play Dear England. It demonstrated how he treated transparency and personal vulnerability as leadership tools, not liabilities. Southgate delivered the 2025 BBC Richard Dimbleby Lecture on BBC One, joining Bill Gates, Christine Lagarde, and the Prince of Wales as previous speakers in the series. Dear England: Lessons in Leadership became an instant Sunday Times bestseller; the Guardian described it as articulating a moral vision that went beyond the reach of contemporary British politics. He was knighted in the King’s New Year Honours 2025 for services to association football. The fractured starting point, intense public accountability, and need to build individual and collective performance simultaneously – these are not challenges unique to sport. His insights are drawn from eight consecutive years at the sharp end of that problem, not from theory. Key speaking topics Leadership under sustained public scrutiny Culture transformation and team identity Values-based accountability Resilience and performance through failure Psychological safety and trust in high-stakes teams Inclusive leadership and diversity of thought Decision-making in high-pressure environments Ideal for Senior leadership teams and C-suite executives navigating cultural or strategic transformation CHROs and people leaders working on team culture, inclusion, and performance under pressure Board-level and executive leadership development programmes Organisations in high-scrutiny sectors – financial services, public institutions, large consumer-facing businesses – where leadership decisions carry public accountability Audience outcomes A concrete model for building values-led culture that outlasts individual results cycles First-hand perspective on decision-making under public pressure: how values, not tactics, determine outcomes over time Practical insight into what psychological safety looks like in a high-accountability, high-visibility environment A framework for holding team identity together through failure, scrutiny, and competing stakeholder demands An honest account of how personal and public setback can become the foundation of leadership credibility rather than a liability

Why organisations work with Gary McGann He has run the playbook, not studied it: a cross-border merger with Kappa Packaging in 2005, a 2007 Euronext IPO, and thirteen years as CEO of a global listed packaging multinational. He brings chair-level governance experience from Flutter Entertainment, Aryzta, Allegro.eu, Aon Ireland and Sicon, which is a rare spread across gambling, food, e-commerce, insurance and construction. His view of the Irish and European business environment is informed by direct roles: former President of IBEC, former Chairman of the Confederation of European Paper Industries, and current Chairman of Teneo’s Ireland Advisory Board. He is credible with both boards and operators because he has sat on both sides, including through the Anglo Irish Bank period and the post-2008 rebuild of Irish corporate confidence. Organisations book him when the brief is honest conversation about leadership judgment, not motivational framing. Biography highlights Group CEO of Smurfit Kappa, November 2002 to August 2015, including the 2005 Smurfit-Kappa merger and 2007 IPO on Euronext Dublin and Amsterdam. Former CEO of Aer Lingus Group and former CEO of Gilbeys of Ireland. Former Chairman of Flutter Entertainment plc (formerly Paddy Power Betfair), 2016 to 2023. Former Chairman of Aryzta AG, 2016 to 2020, and former Chairman of the Confederation of European Paper Industries. Former President of IBEC, the Irish Business and Employers Confederation. Senior Advisor and Chairman of Teneo’s Ireland Advisory Board; current Chairman of Aon Ireland Investment Holdings, Sicon Ltd and Allegro.eu SA. Named Business and Finance “Business Person of the Year” 2008; UCD Alumni Business Award 2014. Biography Jefferson Smurfit and Kappa Packaging announced their merger in 2005 and completed it that December. Gary McGann was Group CEO. Two years later, he took the combined Smurfit Kappa public on Euronext Dublin and Amsterdam, raising net proceeds of around 1.3 billion euros. That sequence, executed through the run-up to and aftermath of the financial crisis, is the core of his operating record. Before Smurfit Kappa he ran Aer Lingus Group and, earlier, Gilbeys of Ireland. Three very different businesses: aviation in deregulation, a drinks operation inside a global brand owner, and a packaging giant listed in two markets. The common thread is running companies through periods when the external conditions refuse to hold still. The post-executive chapter is largely about governance. He chaired Flutter Entertainment through its transformation into a global gambling group, chaired Aryzta through a Swiss food business in distress, and now chairs Aon Ireland, Sicon and Allegro.eu alongside the Teneo Ireland Advisory Board. As a former President of IBEC and former Chairman of the Confederation of European Paper Industries, he has also operated at the industry and policy level in Ireland and across Europe. What makes his perspective valuable to a senior audience is the unglamorous part of the record. A merger that actually integrated. An IPO that priced and cleared. A board career shaped by Anglo Irish Bank, Aryzta’s restructuring and Flutter’s scale-up, which is to say shaped by the moments when governance either holds or does not. Key speaking topics Leadership through mergers, IPOs and post-crisis recovery Board governance and the chair-CEO relationship Corporate strategy in listed multinationals Ireland and European business environment Turnaround and restructuring in complex organisations Long-horizon succession and leadership development Ideal for Boards, chairs and non-executive directors navigating restructuring, succession or M and A integration CEO and executive committee offsites where the brief is leadership judgment under pressure, not functional training Senior leadership audiences in packaging, aviation, consumer goods, financial services and gambling Irish and European business and policy audiences, including IBEC-style industry gatherings Audience outcomes A grounded account of what boards and CEOs actually do during a merger, IPO or downturn, from someone who has run each Sharper thinking on the chair-CEO relationship and where it breaks A clearer read on the Irish and European corporate operating environment from inside the room Practical reference points for governance decisions in distressed or transitional businesses Language for talking about leadership that avoids the usual vocabulary of resilience and transformation

Why organisations work with Gary Pisano He gives leaders a framework for diagnosing why innovation investment is not compounding, and a language for fixing it at the level of strategy rather than process. His work on industrial commons, developed with Willy Shih in Producing Prosperity, explains how manufacturing and R and D decisions shape long-term competitive capacity, a lens most strategy advisors do not carry. The thesis of Creative Construction reframes scale as a potential innovation asset, which is directly relevant to incumbents under pressure from smaller, faster rivals. The 1997 Dynamic Capabilities paper he co-authored is foundational reading in corporate strategy; buyers get the person whose ideas their strategy team has already been citing. Board experience at Axcella Health and Celixir, plus advisory work across aerospace, biotech, pharma, medical devices, semiconductors and financial services, grounds the academic argument in operator reality. Biography highlights Harry E. Figgie, Jr. Professor of Business Administration, Harvard Business School; on faculty since 1988. Former Senior Associate Dean for Faculty Promotion and Tenure at HBS (2018 to 2023). Author of Creative Construction: The DNA of Sustained Innovation (PublicAffairs, 2019) and Science Business (HBS Press, 2006); co-author of Producing Prosperity (HBS Press, 2012). Won the 2009 McKinsey Award for best HBR article for Restoring American Competitiveness with Willy Shih. Co-author of Dynamic Capabilities and Strategic Management (1997), one of the most cited papers in the management literature. PhD from UC Berkeley; BA in Economics from Yale. Biography Innovation spend in large organisations often grows faster than any measurable return on it. The reason is rarely a failure of execution. It is a failure to define what innovation is supposed to do for the business in the first place. This is the problem Gary Pisano has spent three decades unpicking at Harvard Business School. As the Harry E. Figgie, Jr. Professor of Business Administration, Pisano has published over 100 scholarly articles and case studies and written six books. Creative Construction, his 2019 book, argues that large firms are not condemned to be outrun by start-ups. Scale is an asset when strategy, systems, and culture are set up to use it. The argument cuts directly against the disruption orthodoxy that has shaped a generation of boardroom thinking. His earlier work reaches further back into the industrial architecture of competitiveness. Producing Prosperity, co-written with Willy Shih, shows how outsourced manufacturing hollows out the capability to invent. Science Business, his study of biotech, explains why a whole industry built on extraordinary science has struggled to translate it into sustained commercial performance. The 1997 Dynamic Capabilities paper, written with David Teece and Amy Shuen, is one of the most cited in the history of strategic management. That research base is matched by three decades of direct advisory work across aerospace, pharmaceuticals, medical devices, semiconductors, software, and financial services, plus board seats at Axcella Health and Celixir. Leaders come to him when the innovation portfolio looks busy but the competitive position is not improving, and they leave with a sharper account of why. Key speaking topics Innovation strategy Sustained innovation in large organisations Competitive strategy and dynamic capabilities Growth and the limits of scale Manufacturing, industrial commons and national competitiveness Science-based business models R and D and intellectual property strategy Ideal for CEOs, CSOs and heads of strategy in incumbent firms losing ground on innovation Boards overseeing large R and D portfolios that are not compounding into advantage Executive teams in biotech, pharma, medical devices and advanced manufacturing Policy and industry leaders working on national competitiveness and supply chain capability Audience outcomes A sharper diagnosis of why innovation spending is not producing durable advantage A working definition of innovation strategy that ties R and D choices to business strategy An argument for when scale helps innovation and when it quietly kills it A clear view of how manufacturing and process capability feed, or starve, future product innovation Language senior teams can use to challenge an innovation portfolio without defaulting to start-up envy

Why organisations work with Geoff Colvin Four decades of reporting inside Fortune on how the best-run companies actually change, not a consultant’s framework imported from outside the room. The thesis behind Talent Is Overrated, a WSJ, BusinessWeek and New York Times bestseller, gives leadership teams a concrete answer to a question most duck: how do you actually build world-class performers instead of hoping you hire them. Humans Are Underrated reframes the AI conversation for executives. The argument is that empathy, group problem-solving and storytelling become the commercial differentiator, and it lands with boards that are tired of abstract automation talks. A career’s worth of on-stage interviews with Bill Gates, Jack Welch, Ben Bernanke, Janet Yellen and Henry Paulson at the Fortune Global Forum translates directly into panel moderation and onstage CEO interviews that audiences remember. Read in dozens of languages and heard daily on CBS Radio, he arrives with an unusual combination of reach and specificity that senior audiences trust on first encounter. Biography highlights Senior Editor-at-Large at Fortune, where he has written the Value Driven column and covered leadership, economics and competition for four decades. Author of Talent Is Overrated, Humans Are Underrated, The Upside of the Downturn, and co-author of Angel Customers and Demon Customers. The Upside of the Downturn named Best Management Book of the Year by Strategy+Business. Former co-anchor of Wall Street Week with Fortune on PBS. Daily business commentator on the CBS Radio Network, with more than 10,000 broadcasts. Lead moderator at the Fortune Global Forum, with onstage interviews of CEOs, heads of state and central bankers including Bill Gates, Jack Welch, Ben Bernanke, Alan Greenspan and Janet Yellen. Biography Most organisations say they want world-class performance, and most fund it with selection rather than development. Talent Is Overrated took that contradiction apart. Drawing on research into elite performers across sport, music, chess and business, Colvin argued that what separates the best is deliberate practice, the willingness to work at the edge of capability, under feedback, for years. The book became a Wall Street Journal, BusinessWeek and New York Times bestseller, and gave boards and chief people officers a language for building executive capability rather than buying it. Humans Are Underrated extended the argument into the automation decade. As machines absorbed more analytical and predictable work, Colvin’s case was that the commercial premium would shift to empathy, group problem-solving and persuasion, the deep human skills most leadership pipelines still treat as soft. Both books have shaped how serious HR and strategy functions think about what to develop in senior leaders. The credibility behind that writing is institutional. Colvin has spent his career at Fortune, currently as Senior Editor-at-Large, writing the Value Driven column and covering the forces reshaping competition. He co-anchored Wall Street Week with Fortune on PBS, and has broadcast daily for CBS Radio with well over 10,000 segments on air. The Upside of the Downturn, his book on operating through recession, was named Best Management Book of the Year by Strategy+Business. On stage, the work shows up differently. As lead moderator of the Fortune Global Forum he has conducted onstage interviews with Bill Gates, Jack Welch, Herb Kelleher, Ben Bernanke, Alan Greenspan, Janet Yellen and Henry Paulson, among many others. That experience is what corporate clients hire when they need a keynote that sets the terms of a CEO summit, or a moderator who can hold a room of chief executives to the substance. Key speaking topics Leadership in continuous disruption Executive performance and deliberate practice The human skills economy in an age of AI Business model reinvention Global economic outlook and competitive strategy Panel moderation and CEO onstage interviews Future of work and talent development Ideal for CEO, CHRO and chief learning officer audiences rethinking how senior leadership capability is built rather than bought. Boards and executive committees grappling with where automation leaves human advantage in their business model. Fortune-style CEO summits, leadership conferences and global forums that need a moderator with genuine authority across economics, technology and governance. Audience outcomes A defensible answer to how their organisation develops world-class performers, not just identifies them. A sharper read on which parts of the business automation makes cheaper, and which parts become more valuable as a result. Language for talking to boards and investors about human capability as a commercial asset, not an HR line item. Perspective from inside four decades of Fortune reporting on which leadership responses to disruption have actually worked.