Kulturelle Intelligenz speakers

Why organisations work with Adrian Hayes Six years as Airbus Middle East sales director, running regional aircraft sales, sits alongside the expedition record. The leadership material draws on both. ICF-accredited executive coaching sits behind every session. The expedition material is structured into frameworks for decision-making and team performance that senior teams can take back into the business. Direct experience of decisions with fatal consequences. In July 2013 he turned back from K2 with five other teams in dangerous snow; the one party that carried on was killed by an avalanche at Camp 3. In May 2025 he spent around 36 hours alone above Camp 4 on Kanchenjunga with an injured hand, no oxygen, and no water. His position on risk comes from having made those calls himself. Arabic and Nepalese fluency, eight years as an officer in the Brigade of Gurkhas, and a working life spent in Hong Kong, Brunei, Oman, France, New Zealand, Norway, and the UAE. The cross-cultural material comes from operating inside those places at working level. Biography highlights Former British Army Gurkha officer, commissioned through the Royal Military Academy Sandhurst, with eight years in the Brigade of Gurkhas and postings in Hong Kong, Brunei, and Oman. Two Guinness World Records: fastest male completion of the Three Poles Challenge (Everest, North Pole, South Pole) in 1 year 217 days, and the longest unsupported Arctic kite-ski expedition for a 67-day crossing of Greenland in 2009. Summited the world’s three highest mountains: Everest (2006), K2 (2014), and Kanchenjunga (2025). Former Airbus Middle East sales director for six years, followed by more than twenty years as an ICF-accredited executive coach and keynote speaker. Author of Footsteps of Thesiger (2013) and One Man’s Climb: A Journey of Trauma, Tragedy and Triumph on K2 (Pen and Sword, 2019). Presenter or featured subject in broadcast documentaries for National Geographic Channel (The Greenland Quest) and Discovery Channel (Footsteps of Thesiger; In Inner Mongolia); Fellow of the Royal Geographical Society. Biography In July 2013 six teams on K2 turned back to Base Camp in dangerous snow conditions. One party went on. That night an avalanche destroyed Camp 3, where the other climbers had planned to be sleeping, and killed New Zealand climbers Marty and Denali Schmidt. Adrian Hayes was one of those who had come down. He returned the following year and summited on 26 July 2014. That is the material he works with. Hayes teaches senior leaders how judgement holds up when the cost of a wrong call is absolute and the usual conditions for clear thinking have gone. Eight years as an officer in the Brigade of Gurkhas took him to Hong Kong, Brunei, and Oman. Six years as Airbus Middle East sales director followed, running a commercial portfolio in one of the world’s more complex regions. The expedition record built alongside it produced two Guinness World Records. One for the fastest male Three Poles Challenge, in 1 year 217 days. One for a 67-day crossing of Greenland in 2009, the longest unsupported Arctic kite-ski expedition. He is a Fellow of the Royal Geographical Society and an ICF-accredited executive coach. His two books, Footsteps of Thesiger and One Man’s Climb: A Journey of Trauma, Tragedy and Triumph on K2, sit alongside documentary work for National Geographic and Discovery. On 10 May 2025 he summited Kanchenjunga, the world’s third-highest mountain, completing the three highest mountains on earth. He injured a hand rappelling on the descent and spent around 36 hours alone above Camp 4, without oxygen or water. A Sherpa climber found him at 7,800 metres and brought him down. Key speaking topics Leadership decision-making under uncertainty Team performance under sustained pressure Cross-cultural leadership in complex markets Resilience and mental endurance Risk management and recovery from setback Responsible leadership and sustainability Ideal for CEOs and executive teams facing major strategic change or commercial pressure Boards working through crisis, setback, or leadership transition Sales and commercial leadership in complex international markets Senior leadership development programmes, particularly cohorts preparing for cross-cultural or high-stakes assignments Audience outcomes A method for making decisions when information is limited and the cost of error is high A working account of resilience drawn from the K2 retreat in 2013 and the Kanchenjunga descent in 2025 Leadership lessons drawn from senior roles in the Gurkhas, at Airbus, and on major expeditions What separates teams that hold under sustained pressure from those that fracture

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

Why organisations work with Angelica Cheung She built Vogue China from zero to the definitive voice in Chinese luxury over 16 years as founding editor-in-chief, which gives her a deeper read on how Chinese taste actually moves than almost any operating executive a board could hire. She now sits on both sides of the table, as Venture Partner at HongShan (formerly Sequoia Capital China) and as strategic adviser to Gildo Zegna for Asia, so her view is priced against real capital and real operating decisions. She holds board seats at Zegna Group, AMI Paris, We11Done and Four Seasons Hotels and Resorts, a rare spread across European luxury, emerging Asian design and global hospitality that lets her compare what is working across categories. She is Asia Ambassador for the British Fashion Council and a recurring judge on the LVMH Prize, ANDAM, Woolmark and British Fashion Awards, which means she is reading the next generation of brands before they land. She was inducted into the BoF 500 Hall of Fame in 2019, an editorial recognition by Business of Fashion of long-run influence on the global industry, not a one-year listing. Biography highlights Founding editor-in-chief of Vogue China, 2005 to 2020, launching the title and leading it for 16 years. Venture Partner at HongShan (formerly Sequoia Capital China), covering consumer and lifestyle investments. Strategic Adviser to the CEO of the Ermenegildo Zegna Group for Asia. Board Director at Four Seasons Hotels and Resorts, appointed January 2026, representing Cascade Investment. Board positions at Zegna Group (NYSE), AMI Paris and We11Done. Asia Ambassador of the British Fashion Council; BoF 500 Hall of Fame inductee, 2019. International Advisory Board, Durham University Business School. Biography China’s luxury market is one of the most studied and least understood commercial environments in the world. Angelica Cheung has spent more than two decades inside it, first as the editor who defined how Chinese readers saw global fashion, then as an investor and board director shaping how global brands enter the market. She launched Vogue China in September 2005 for Conde Nast and ran the title for 16 years until stepping down in December 2020. The first issue sold out its 300,000 print run and was reprinted twice, and she went on to become the editorial interlocutor most global houses relied on when they had to read Chinese taste, generational shifts and cultural nuance. In 2021 she joined HongShan, formerly Sequoia Capital China, as Venture Partner covering consumer and lifestyle, and was appointed Strategic Adviser for Asia to Gildo Zegna, CEO of the Ermenegildo Zegna Group. She now holds board seats at Zegna Group, AMI Paris, We11Done and Four Seasons Hotels and Resorts, the Four Seasons appointment announced in January 2026. Her credentials in the wider industry match the operating work. She is Asia Ambassador of the British Fashion Council, a judge on the LVMH Prize, ANDAM, International Woolmark and British Fashion Awards panels, a member of Durham University Business School’s International Advisory Board, and a BoF 500 Hall of Fame inductee since 2019. Key speaking topics China’s luxury and premium consumer Brand building in the Chinese market Generational shifts among Chinese consumers Culture-led strategy for global consumer brands Consumer and lifestyle investment in Asia Global luxury growth strategy Fashion industry leadership Ideal for CEOs and CMOs of global luxury, premium fashion and beauty groups Consumer brand boards considering entry, expansion or repositioning in China Hospitality and lifestyle leadership teams managing Chinese outbound and domestic demand Investors and corporate development teams allocating to Asian consumer Audience outcomes A clearer read on where Chinese luxury and premium demand is actually moving, from the people and platforms driving it A working view of how global brands are winning or losing with Chinese consumers right now, grounded in named brands and specific moves A sharper question set for their own China strategy, from positioning through to channel and talent A sense of what investors and boards are pricing into Asian consumer bets, told from someone doing both

Why organisations work with Anil Gupta His research on China and India spans thirty years and six books: not a regional specialist’s tour d’horizon, but a body of work that produced frameworks now used by boards and strategy teams at major multinationals The «global mindset» framework distinguishing local depth from global connect gives leadership teams a diagnostic tool for identifying where strategic blind spots sit, not just a description of why diversity matters One of only three professors in the world elected a lifetime fellow of all three premier academic bodies in his field: the Academy of Management, the Strategic Management Society, and the Academy of International Business Organisations that have engaged Gupta have included GE, Walmart, IBM, HSBC, Deutsche Bank, and SAP; his frameworks are tested against the operational complexity of companies with genuinely global footprints, not just emerging market theory He is a member of the Bretton Woods Committee, the body convened by the World Bank and IMF to advise on global economic challenges, giving him line-of-sight into macro-structural debates that rarely reach corporate strategy teams Biography highlights Michael D. Dingman Chair in Strategy and Entrepreneurship, Robert H. Smith School of Business, University of Maryland 2024 inductee, Thinkers50 Hall of Fame; ranked continuously in Thinkers50 since 2013; 2023 C.K. Prahalad Award for Scholarly Impact on Practice, Strategic Management Society One of only three professors worldwide holding lifetime fellowship from all three major academic bodies in the field: Academy of Management, Strategic Management Society, and Academy of International Business Co-founder and chairman, China India Institute, Washington DC; visiting professor of strategy, INSEAD Author or co-author of six books (Wiley), including Getting China and India Right (Axiom Book Awards Silver Prize) and The Silk Road Rediscovered; contributor to Harvard Business Review, Wall Street Journal, Financial Times, and Bloomberg BusinessWeek PhD, Harvard Business School; MBA, Indian Institute of Management Ahmedabad; B.Tech, Indian Institute of Technology Kanpur Member, World Economic Forum Global Expert Network and Bretton Woods Committee; regular participant at WEF Davos Biography Anil Gupta holds the Michael D. Dingman Chair in Strategy and Entrepreneurship at the University of Maryland’s Robert H. Smith School of Business. Here, he has spent three decades building one of the most specific bodies of research in global strategy: the competitive dynamics of China and India, and what their rise means for organisations competing across the global economy. His 2024 induction into the Thinkers50 Hall of Fame recognised that work, explicitly citing his contribution to understanding globalisation trends over thirty years. Most strategy advice on emerging markets treats China and India as a category. Gupta’s argument, developed across six books and more than seventy academic papers, is that they represent four distinct strategic realities simultaneously: mega-markets, cost platforms, innovation bases, and springboards for fearsome new global competitors. Getting China and India Right, the clearest statement of that argument, received the Axiom Book Awards Silver Prize and was shortlisted for the Asia Society’s Bernard Schwartz Book Award. The Silk Road Rediscovered extended that work into the competitive dynamics between the two economies themselves. What separates Gupta’s perspective from macro-commentary is its institutional background. He is one of only three professors in the world elected a lifetime fellow of the Academy of Management, the Strategic Management Society, and the Academy of International Business simultaneously, a peer recognition that reflects the rigour of the underlying research, not its public profile. He was awarded the Strategic Management Society’s C.K. Prahalad Award for Scholarly Impact on Practice in 2023. He is also chairman of the China India Institute, a member of the World Economic Forum’s Global Expert Network, and sits on the Bretton Woods Committee convened by the World Bank and IMF. His work and opinion have appeared in the Harvard Business Review, the Wall Street Journal, the Financial Times, and Bloomberg BusinessWeek. He holds a PhD from Harvard Business School, an MBA from IIM Ahmedabad, and a B.Tech from IIT Kanpur. Key speaking topics Global strategy and international competitive advantage China and India as strategic priorities Emerging markets and diverging economic trajectories Global mindset and cross-border leadership capability Geopolitical shifts and corporate strategy Global megatrends and scenario planning Globalisation, deglobalisation, and supply chain restructuring Ideal for C-suite and board-level leadership teams with significant international exposure or expansion mandates Chief Strategy Officers and corporate strategy functions navigating market entry or competitive repositioning in Asia Investor and sovereign wealth audiences monitoring emerging market trajectories Executive education cohorts at graduate business schools focused on global strategy Audience outcomes A structured framework – the «global mindset» model – for diagnosing where an organisation’s international strategy assumptions are outdated or misaligned Clearer understanding of why China and India require distinct strategic logics, not a single emerging-markets approach Practical perspective on which emerging markets are better positioned for long-term growth and what that means for investment and competitive positioning Sharper criteria for evaluating when global expansion creates competitive advantage versus merely adding complexity An updated reading of the macro-structural forces – demographic, technological, environmental – reshaping international competition over the next decade

Why organisations work with Barbara Serra She holds the room when senior figures are practiced at controlling the conversation. Two decades anchoring live news at Al Jazeera English and Sky News mean she does not defer when a CEO or sitting minister tries to bridge back to talking points. She is credible on the European populism story in a way most broadcast hosts are not. The 2020 documentary “Fascism in the Family” and the 2025 book of the same name are her own work on her own family’s history, which means a panel on the populist current in Europe gets a chair who knows the material from the inside. She works comfortably across Italian, English, Danish and French audiences. For organisations whose flagship events are cross-border or whose European operation matters, this removes the awkward Anglo-defaulting that limits a lot of corporate event hosts. She owns a specific content lane on second-language English in international business. The argument is that what most companies call “global communication” is really English-language communication, with all the cultural narrowing that implies. For multilingual leadership teams operating in an English company language, this lands as a real internal issue with bite. Biography highlights Sky News presenter since 2023, anchoring News at 10 and the Press Preview Anchored Al Jazeera English’s flagship NewsHour from London 2006 to 2022; founding launch-team member First non-native English speaker to anchor a primetime news programme on British terrestrial television (Channel 5 News, 2005) Awarded the Cavaliere dell’Ordine della Stella d’Italia (Knight of the Order of the Star of Italy) by the Italian President in 2019 for international journalism “Fascism in the Family” (Al Jazeera, 2020) won gold in both the Current Affairs and History categories at the New York Festivals TV & Film Awards; companion book “Fascismo in Famiglia” published in Italy in 2025 Hosting and moderation client roster includes KPMG, Baker Hughes, Technogym, the Interactive Advertising Bureau, Poste Italiane and ENEL; presented the Royal Television Society’s TV Journalism Awards in 2017 Biography Al Jazeera English launched in 2006 with a London evening news strand built to challenge the Anglo-American framing of international stories. The anchor it picked for primetime was Italian-born and working in her second language. Barbara Serra held the seat for sixteen years. That tenure followed an earlier first. In 2005 at Channel 5 News, she became the first non-native English speaker to anchor a primetime news bulletin on British terrestrial television. She has since moved to Sky News, anchoring News at 10 and the Press Preview. Outside the studio, the most distinctive piece of work is the 2020 documentary “Fascism in the Family”, which she co-produced, wrote and presented. The film traces the role of her own grandfather, the regime-appointed mayor of Carbonia, against the rise of the contemporary far right in Italy. It won gold in both the Current Affairs and History categories at the New York Festivals TV & Film Awards. A companion book, “Fascismo in Famiglia”, was published in Italy in 2025. The corporate hosting work is the other half of her commercial profile. She has chaired and moderated for KPMG, Baker Hughes, Technogym, the Interactive Advertising Bureau, Poste Italiane and ENEL, alongside presenting the Royal Television Society’s TV Journalism Awards. The discipline transfers directly from live news: holding senior figures on the question, and reading the room fast enough to fix it when something is going wrong on stage. Key speaking topics Conference hosting and live moderation Industry awards ceremonies and set-piece corporate events European political affairs and contemporary populism The legacy of fascism in modern Italian politics Second-language English in international business Cross-cultural communication in multilingual leadership International current affairs and live news analysis Ideal for Heads of corporate affairs and investor relations planning flagship convenings where the chair carries the event Multinational corporates with Italian or wider European leadership, where senior conversations move regularly between English and Italian Industry awards and high-stakes set-piece events where the host needs to handle live ad-libbing and recover quickly when something goes wrong on stage Boards and leadership teams hosting external speakers on European political risk and contemporary populism Audience outcomes A sharper read of contemporary European political affairs, particularly the populist current, from a serving prime-time news anchor A specific account of how Italy’s fascist past keeps shaping its present politics, drawn from her documentary and book An honest analysis of how the dominance of English in international business narrows whose perspectives get heard, and what that means for multilingual leadership teams

Why organisations work with Barjis Chohan A founder’s view of brand discipline built over more than 25 years. She has run a designer label long enough to have seen the failure modes of growth, dilution, and trend-chasing, and to speak credibly about the cost of each. Hard-won sustainability substance. Seven years rebuilding supply chains, materials, and product lifecycles inside a working business, not a sustainability practice attached to a marketing function. A bicultural commercial perspective most boards do not have access to. She has financed and sold into the GCC, manufactured in the UK, and served Muslim, Western, and luxury hospitality clients inside one operating model. Verifiable entrepreneurial credentials, including Designer in International Trade from the Financial Mail on Sunday, Entrepreneur of the Year (London, Shell LiveWIRE), and the Global MSME Champion Award from the Global Council for the Promotion of International Trade. Inclusion content with a practitioner’s edge. Her work on identity and cultural difference is shaped by running a multicultural business, not by a corporate DEI mandate. Biography highlights Founder and CEO of BARJIS London, established 1999, with bespoke luxury rugs preceding the womenswear line launched in 2011. Luxury hospitality clients include Marriott Hotels, IHG [CONFIRM], The Montcalm (Autograph Collection), Emirates Towers Dubai, Japan Airlines, and K+K Hotels. Studied fashion design at London College of Fashion and Central Saint Martins; interned with Vivienne Westwood before founding her label. Award record includes Designer in International Trade (Financial Mail on Sunday), Entrepreneur of the Year (London), Business of the Year (Islam Channel, 2019), and the Global MSME Champion Award from the Global Council for the Promotion of International Trade. Featured in Vogue and profiled by The Guardian; subject of a London Film Academy documentary. Work exhibited at Fashion Weeks in London, Paris, and Dubai, and in museums in New York, Frankfurt, and San Francisco. Biography Most fashion businesses that survive their first decade do not survive their second with the same ethos intact. BARJIS London is an exception. Founded in 1999 with bespoke luxury rugs, the brand extended into womenswear in 2011 and has operated continuously across UK manufacturing, GCC investment, and hospitality clients including Marriott and Emirates Towers Dubai, with a sustainability programme rebuilt inside the business rather than added to its marketing. Chohan trained at London College of Fashion and studied at Central Saint Martins. She interned with Vivienne Westwood and worked with a French fashion house in Monte Carlo before founding her own label. The Guardian described her as a Westwood prodigy. Her early commercial decisions, including writing to oil companies for investment at seventeen and travelling to the Middle East with a young family, set the bicultural pattern her business has followed since. Recognition has come from credible bodies. She holds the Financial Mail on Sunday Designer in International Trade award, Entrepreneur of the Year (London), Business of the Year from the Islam Channel, and the Global MSME Champion Award from the Global Council for the Promotion of International Trade. The Barjis Initiative, launched in 2018, supports creative entrepreneurs and enterprise education in schools. Boards and leadership audiences book her for the operator’s lens, not the celebrity-founder presentation. Her talks examine brand erosion under growth pressure, creativity as a managed discipline rather than a slogan, and the specific commercial value of cultural fluency in markets where most British brands struggle to operate. Audiences at JP Morgan, the London School of Economics, Fonterra, and the Ministry of Culture of Colombia have heard versions of the same argument: ethos is a commercial asset, but only if it is defended structurally as the business scales. Key speaking topics Brand integrity and ethos at scale Reinvention and resilience in founder-led businesses Failure and risk in team culture Creativity as a growth discipline Sustainability in product, supply chain, and operations Cultural identity as commercial strength Modest fashion and bicultural consumer markets Ideal for Founders, CEOs, and senior brand leaders in consumer-facing businesses L&D and talent leaders running leadership-development days, graduate schemes, and high-potential cohorts CMOs and creative directors managing brand dilution risk under growth Heads of sustainability and product development in fashion, retail, and luxury DEI and people leaders looking for practitioner-led content on cultural inclusion and belonging Audience outcomes A healthier relationship with failure and risk that changes how people decide under pressure A working definition of brand ethos that holds up under commercial pressure A founder’s view of where sustainability programmes succeed and where they stall A reframing of cultural identity as commercial capability rather than compliance Reference points for entering GCC and modest-fashion markets without misreading them

Why organisations work with Christian Havrehed He has operated inside the Sino-Western seam at every level: management consulting at L.E.K., MD roles in Hong Kong and Shanghai with KPMG, Allianz and VIKING, and a two-person expedition partnership that lasted 70 days at sea. Mandarin fluency lets him work directly with Chinese stakeholders in the room, not through a translator, which materially changes the quality of preparation and post-meeting reading. The Atlantic row with Sun Haibin is a documented case study in trust-building under pressure, published in three languages and over 20,000 copies, that he uses to make cross-cultural failure modes concrete. He is qualified to challenge the comforting Western assumption that cultural difference can be managed with a framework imported from headquarters. For boards weighing China exposure, he brings a credible inside-and-outside view that few Western speakers can match without a state affiliation that constrains them. Biography highlights 20 years working in China, including managing director roles with KPMG, Allianz, and VIKING Life-Saving Equipment in Hong Kong and Shanghai. Former consultant at L.E.K. Consulting, London. BA Joint Hons. in Chinese Language and Western Management Studies, Durham University, with study at Renmin University, Beijing. Author of “Beijing to Barbados in a Rowboat”, published in English, Chinese, and Danish; over 20,000 copies sold. First Dane to row an ocean: 3,000-mile Atlantic crossing in 2001 with Chinese ex-soldier Sun Haibin. Founder of the Yantu Project; Adventure Ambassador for Engage with China and Eyesea; member of The Explorers Club. Biography China is no longer a question of market entry. It is a question of whether senior teams can lead partnerships, joint ventures, and supply relationships where the other side does not share their assumptions about risk, hierarchy, or time. That is the ground Christian Havrehed has worked for two decades. After reading Chinese at Durham University and studying at Renmin University in Beijing, he moved into management consulting at L.E.K. in London, then ran businesses inside China and Hong Kong as managing director with KPMG, Allianz, and VIKING Life-Saving Equipment. He speaks Mandarin in commercial settings, which changes the texture of every conversation he is part of. In 2001 he rowed 3,000 miles across the Atlantic with Sun Haibin, a former Chinese PLA soldier and Communist Party member, becoming the first Dane and the first Chinese citizen respectively to row an ocean. The story, told in “Beijing to Barbados in a Rowboat”, is published in three languages and used by Havrehed as a working case study in what trust actually requires when the contract runs out and the weather turns. For senior leaders, the value is practical. He challenges the soft-skills framing of cross-cultural work and treats it as a leadership problem with real commercial consequences: deal terms misread, partners disengaged, talent lost. His Yantu Project, founded in 2000, has been the spine of this work since long before China became a board-level agenda item in the West. Key speaking topics Sino-Western leadership and partnership Cross-cultural collaboration in joint ventures Trust-building under operational pressure China market strategy and stakeholder engagement Risk-taking and decision-making in unfamiliar conditions Sustainability and citizen science through expedition Ideal for Boards and executive committees with material China exposure Country leaders, regional MDs, and joint-venture sponsors operating in or with Greater China Heads of strategy, M&A, and partnerships evaluating Asia-Pacific deals Senior teams running multinational cross-border programmes where cultural fluency is operationally load-bearing Audience outcomes A clearer view of where Sino-Western partnerships actually fail, drawn from inside both sides of the seam. Specific, named examples of trust-building behaviours that hold up when conditions deteriorate. A direct challenge to standard cultural-intelligence frameworks imported from Western HQ. Practical reframing of risk-taking as an organisational capability, not a personality trait. A more grounded basis for boardroom conversations about China exposure, partnership terms, and joint-venture governance.

Why organisations work with Clarence Seedorf The only footballer to have won the UEFA Champions League with three different clubs (Ajax, Real Madrid, and AC Milan twice), meaning he has had to make elite performance work inside three very different institutional cultures. Senior leadership experience on both sides of the performance equation: former head coach of AC Milan, with subsequent head-coaching roles at Shenzhen FC, Deportivo La Coruña and the Cameroon national team. Commercial and institutional credibility beyond the pitch: Bocconi-educated in economics and management, builder of a business portfolio including On International and SK Sports Holding in Dubai (co-founded with Khabib Nurmagomedov), and Advisor to the UEFA President for Social Affairs. Cross-cultural bandwidth that is hard to match: played, led or coached on four continents, and works fluently in six languages (Dutch, English, Italian, Portuguese, Spanish and Sranan Tongo). A substantive public record on inclusion and institutional impact as UEFA Global Ambassador for Diversity and Change, trustee of the UEFA Foundation for Children, founder of the Champions for Children Foundation and the Black Impact Foundation, and a Nelson Mandela Foundation Legacy Champion. Biography highlights Only player in football history to win the UEFA Champions League with three different clubs: Ajax (1995), Real Madrid (1998), AC Milan (2003 and 2007). Domestic league winner in the Netherlands, Spain and Italy; UEFA Club Midfielder of the Year 2006-07; included in the FIFA 100 list of greatest living players selected by Pelé. Former head coach of AC Milan, with additional head-coaching roles at Shenzhen FC, Deportivo La Coruña and the Cameroon national team. Studied economics and management at Bocconi University in Milan; speaks six languages (Dutch, English, Italian, Portuguese, Spanish, Sranan Tongo). UEFA Global Ambassador for Diversity and Change, Advisor to the UEFA President for Social Affairs, trustee of the UEFA Foundation for Children, and a Nelson Mandela Foundation Legacy Champion. Founder of the Champions for Children Foundation (2004) and the Black Impact Foundation; FOX Sports studio analyst for the FIFA World Cup 2026 and lead soccer analyst for Amazon Prime in the UK and Italy. Biography Ajax beat AC Milan in the 1995 Champions League final. Clarence Seedorf, then 19, was in the Ajax midfield. Over the next twelve years, he lifted the trophy three more times, with Real Madrid in 1998 and AC Milan itself in 2003 and 2007. A four-time winner with three different clubs, a record no other footballer has matched. The record matters to organisations because of what it implies about sustained performance at the top. Ajax under Louis van Gaal, Real Madrid through its Galáctico years, and Milan under Carlo Ancelotti were three very different operating environments. Different tactical systems, different languages, different dressing-room cultures, different definitions of how an elite team should behave. Staying at the top of each, across more than a decade, required a specific discipline around what transfers between contexts and what has to be rebuilt from scratch. After retiring, Seedorf moved to the other side of the performance equation as head coach of AC Milan. He subsequently coached at Shenzhen FC, Deportivo La Coruña and the Cameroon national team, extending his professional experience across three more countries. He had already studied economics and management at Bocconi University in Milan during his playing years, which earned him the dressing-room nickname “Il Professore”. He now runs a commercial portfolio that includes the sport management firm On International, the Fingers restaurant group, and SK Sports Holding in Dubai, co-founded with UFC champion Khabib Nurmagomedov. His public role extends into inclusion and institutional impact. He serves as UEFA Global Ambassador for Diversity and Change, Advisor to the UEFA President for Social Affairs, and trustee of the UEFA Foundation for Children. He founded the Champions for Children Foundation in 2004 and the Black Impact Foundation, and is a Nelson Mandela Foundation Legacy Champion chosen to carry Mandela’s message worldwide. Alongside the boardrooms, he has spoken at Oxford, Harvard and the Council of Europe, and in 2026 returns to FOX Sports as a studio analyst for the FIFA World Cup. Key speaking topics High-performance team culture in elite environments Sustained performance across changing organisations and cultures Leadership at the top of global, high-pressure institutions The transition from elite performer to senior leader Cross-cultural leadership across languages and geographies Diversity, inclusion and institutional legacy Ideal for Senior leadership teams working through major strategic or cultural transitions CHROs, talent directors and heads of L&D designing leadership development or high-performance culture programmes Sales organisations and performance-driven functions looking to push established teams to a new level Global and multinational organisations operating across languages and geographies Audience outcomes A sharper view of what actually transfers when a team or organisation moves into a new culture or a new operating structure A vocabulary for talking about elite performance as a repeatable discipline that organisations can teach Specific examples from dressing rooms at Ajax, Real Madrid and AC Milan of how elite teams respond to pressure and setback Renewed confidence that sustained excellence can be built and rebuilt, team after team

Why organisations work with Csaba Toth He runs ICQ Global, a people development business with more than 200 licensed partners across 45-plus countries, which means his methods have been pressure-tested in genuinely multicultural settings rather than theorised in one market. The Global DISC model is ICF and CPD-accredited and gives leaders one common language for personality, generation, profession, and nationality differences inside the same team. He measures and benchmarks psychological safety, motivational drivers, and cognitive diversity, so the conversation moves from cultural awareness slogans to specific data leaders can act on. His credential stack is unusually substantive: John Mattone Intelligent Leadership coach, Hofstede Insights Associate Partner, Richard Lewis-certified behavioural consultant, three Master’s degrees and an Executive MBA. He co-authored Uncommon Sense in Unusual Times with contributions from Marshall Goldsmith and John Mattone, a credibility marker for senior HR and L&D buyers familiar with that lineage. Biography highlights Founder of ICQ Global, a people development organisation with over 200 licensed partners across more than 45 countries. Developer of the Global DISC model, an ICF and CPD Standards-accredited intercultural behavioural framework. Author of Uncommon Sense in Unusual Times, with contributions from Marshall Goldsmith and John Mattone. Forbes Coaches Council member and Harvard Business Review Advisory Council member. Hofstede Insights Associate Partner and Richard Lewis Communications-certified cross-cultural trainer. Holds three Master’s degrees (Italy, UK, Hungary) and an Executive MBA from Quantic School of Business and Technology. Biography Diversity strategies fail at the level of daily team interaction. People with different nationalities, professions, generations, and personalities sit in the same meeting, draw different conclusions from the same words, and lose trust in each other long before anyone names the problem. That is the gap Csaba Toth set out to close. He founded ICQ Global to make cognitive and cultural diversity measurable. The company now operates with more than 200 licensed partners across 45-plus countries, and its core asset is the Global DISC model, an ICF and CPD-accredited framework that extends the most widely used behavioural model in business with a layer for cultural intelligence. Leaders get a single language for the differences that actually slow teams down. The credentials behind the work are unusually deep. Toth is certified through John Mattone’s Intelligent Leadership programme, holds Human Synergistics accreditation, is a Hofstede Insights Associate Partner and a Richard Lewis Communications-certified behavioural consultant, with further certification in CBT, NLP, and Positive Intelligence. He sits on the Forbes Coaches Council and the Harvard Business Review Advisory Council, holds three Master’s degrees from Italy, the UK and Hungary, and an Executive MBA from Quantic School of Business and Technology. His book, Uncommon Sense in Unusual Times, published with contributions from Marshall Goldsmith and John Mattone, sets out how leaders stay relevant when the people around them increasingly do not think, decide, or communicate the same way they do. That is the practical question he answers in a room. Key speaking topics Cultural intelligence and the Global DISC model Psychological safety in multicultural teams Cognitive diversity and team performance Inclusive leadership across generations and nationalities Communication breakdown in global organisations Motivational drivers and behavioural difference Coaching and people development at scale Ideal for CHROs, Heads of L&D, and Heads of Talent leading global or multicultural workforces. DEI and Inclusion leads moving past awareness work into measurable team outcomes. Leadership development and coaching faculties inside multinational businesses. Senior leaders of cross-border teams where communication and trust have stalled. Audience outcomes A common vocabulary for cultural, generational, and personality differences that a team can use the next day. A clearer read on where psychological safety is breaking down inside their own teams and why. The Global DISC lens applied to a real internal dynamic the audience already recognises. Specific behavioural shifts leaders can make when working across cultures, professions, and generations. A more honest assessment of how cognitive diversity is helping or hurting performance in their organisation.

Why organisations work with David Thomas He lives in Cebu and works on active cross-border deal flow through Mabuhay Capital Corporation, the Philippines M&A advisory firm, so what he says about emerging Asia is being tested in live transactions rather than retrieved from a desk in London. His reading of Hong Kong and Greater China carries family proximity that other Asia speakers cannot match. His father, Michael Thomas QC CMG, was Attorney General of Hong Kong from 1983 to 1988 and contributed to the Sino-British Joint Declaration. His stepmother, Baroness Lydia Dunn, sat on Hong Kong’s Executive and Legislative Councils and went on to sit in the UK House of Lords. He has spent two decades running capital and investment delegations across emerging Asia, including the BRIC+ Program he co-founded (Brazil, Russia, India and China), so when he points at a corridor opening, he is usually already moving founders or capital through it. His North-South Corridor framework maps how capital and supply chains are moving between the Greater Bay Area, Hong Kong, ASEAN, Australia and New Zealand. It is the lane that most of the cross-border activity of the next decade will be priced along, and it is the lane that most Western strategy decks still skip. His Three Cups of Tea framework, drawn from the book of the same name, gives Western leaders a working method for how commercial trust actually builds in Asian markets: Stranger, Friend, Family, in that order. Biography highlights Author of Three Cups of Tea: A 3 Step Guide to Doing Business in China and Year of the Rat, alongside further writing on Asian commerce. Lived and worked in Hong Kong through the 1980s and 1990s; ran his own wealth management firm there from 1988 to 1995. Father Michael Thomas QC CMG, Attorney General of Hong Kong (1983–1988); stepmother Baroness Lydia Dunn, senior unofficial member of Hong Kong’s Executive Council and Legislative Council, and a UK House of Lords cross-bencher. Co-founder of the BRIC+ Program (2005–2010), running five years of Australian investment study tours into Brazil, Russia, India and China. Consultant to Mabuhay Capital Corporation (Philippines) on cross-border M&A and ASEAN capital flows. Founding President of the Australia China SME Association. Founder/CEO of Think Global Consulting. Graduate of the Cheung Kong Graduate School of Business CEO Program in Beijing (2019). Has spoken at corporate events for Deloitte, Westpac, Telstra, DHL, BT Financial Group, RMA Australia and others across Asia, Australia, Europe and the UK. Biography Western boards are still reading Asia through a US-China lens. The next two decades of cross-border capital and supply chain activity will move along a different lane: the corridor connecting the Greater Bay Area and Hong Kong, down through the Philippines, Vietnam, Indonesia and broader ASEAN, to Australia and New Zealand. That lane is what David Thomas calls the North-South Corridor, and he has spent three decades inside it. That perspective begins with family. His father, Michael Thomas QC CMG, was Hong Kong’s Attorney General from 1983 to 1988 and contributed to the 1984 Sino-British Joint Declaration that determined the territory’s future. His stepmother, Baroness Lydia Dunn, was a senior member of Hong Kong’s Executive Council and went on to sit as a cross-bencher in the UK House of Lords from 1990 to 2010. David lived in Hong Kong through the 1980s and 1990s and ran his own wealth management firm there from 1988 to 1995. He made his first trip to Beijing in 1989. What followed was three decades of running capital and trade work across emerging Asia. He co-founded the BRIC+ Program, an Australian investment delegation that ran for five consecutive years into Brazil, Russia, India and China and gave senior financial advisers structured access to all four markets simultaneously. His book Three Cups of Tea introduced a model now used by Western executives entering Asian markets: relationships build through three stages, Stranger, Friend and Family, and the real commercial work begins only at the third. He served as founding President of the Australia China SME Association and founded Think Global Consulting. He works with Mabuhay Capital Corporation on active cross-border M&A and capital flows across the Philippines and ASEAN. He is a graduate of the Cheung Kong Graduate School of Business CEO Program in Beijing, and recent client work has included executive briefings for senior freight and logistics teams gathered in Ho Chi Minh City and curated investor introductions for Australian and New Zealand founders raising into Asia-Pacific capital. Key speaking topics Geopolitics and the North-South Corridor ASEAN as the next commercial growth axis Cross-border capital flow between developed markets and emerging Asia Supply chain repositioning under US-China decoupling Cross-cultural negotiation and trust architecture in Asian markets Strategic foresight on Asia for Western boards Ideal for CEOs, CSOs and board directors with current or planned commercial exposure to Hong Kong, Greater China, the Philippines, Vietnam, Indonesia or broader ASEAN. Investment committees, family offices and venture firms allocating capital across the Greater Bay Area, ASEAN and Australia/New Zealand. Corporate development, M&A and market entry teams running cross-border transactions or joint ventures in emerging Asia. Industry associations and trade bodies briefing members on supply chain risk and the capital corridor connecting developed markets to ASEAN. Audience outcomes A working map of the North-South Corridor and where capital, supply chains and political risk are actually being repriced. A method for building commercial trust in Asian markets (Stranger, Friend, Family), and a clear view of why transactional Western approaches consistently fail there. A sharper read of US-China-ASEAN dynamics and where they intersect with their own organisation’s market and supplier exposure. An applied frame for market entry, joint venture and capital partner decisions across the Philippines, Vietnam, Indonesia and broader ASEAN.

Why organisations work with Diego Gilardoni He reads China the way a board needs it read: as a commercial relationship shaped by political signalling, cultural code and reputational exposure, not as a marketing opportunity that can be project-managed. He held a seat on the International Advisory Board of the National Image Research Centre at Tsinghua University, which gave him direct line of sight into how Chinese institutions think about Western corporate behaviour, a vantage point few external advisors actually have. His Oxford postgraduate work focused specifically on global reputation and corporate diplomacy, so he can move a leadership team from “we have a public affairs problem” to “we have an operating-model problem” without the usual translation costs. His strategic foresight training spans the Institute for the Future, Kairos Future, the Copenhagen Institute for Futures Studies and the Oxford Scenarios Programme, which means scenarios for the room are built on recognised methodology rather than improvised futures language. Former broadcast journalist, current advisor, working trilingually across English, French and Italian, with lived professional experience across Europe, the US and China. The geopolitical reading carries the texture of someone who has actually operated inside these systems. Biography highlights Author, Decoding China: Cross-cultural strategies for successful business with the Chinese (2017). Former member, International Advisory Board, National Image Research Centre, Tsinghua University, Beijing. Former Visiting Professor in global business and corporate diplomacy, University of International Business and Economics (UIBE), Beijing. Postgraduate Diploma in Global Business, University of Oxford; Oxford Scenarios Programme, Saïd Business School. Strategic foresight certifications from the Institute for the Future (Palo Alto), Kairos Future Academy (Stockholm) and the Copenhagen Institute for Futures Studies. Contributor to the South China Morning Post and TEDx speaker on cross-cultural business. Biography The rules-based global economy that European and North American boards were trained inside no longer holds. China is a strategic relationship, not a market. Supply chains are political instruments. Reputation in one jurisdiction now creates legal and commercial exposure in another. Senior teams are still making capital decisions with a mental model from a different era. Diego’s work sits inside that gap. His Oxford postgraduate diploma in global business focused on reputation and corporate diplomacy, his subsequent foresight training runs through the Institute for the Future in Palo Alto, Kairos Future in Stockholm and the Copenhagen Institute for Futures Studies. The methodology is recognised. The application is commercial. China is the spine of his expertise. He served on the International Advisory Board of the National Image Research Centre at Tsinghua University and was Visiting Professor in global business and corporate diplomacy at UIBE in Beijing. Decoding China (2017) is the working manual for executives who need to operate inside the Chinese commercial system rather than perform competence at distance. Before the advisory work, he spent the first 15 years of his career as a journalist with Switzerland’s national broadcaster, reporting from Europe and the United States. He writes for the South China Morning Post and has authored two earlier books in Italian, one on the reputational fallout of the Swiss banks’ WWII assets crisis, one on US foreign policy in a multipolar world. The reputation thread runs the length of the career. Key speaking topics Geopolitics and global business in a fragmented order China strategy and cross-cultural commercial decision-making Corporate diplomacy and reputation across jurisdictions Strategic foresight and scenario thinking for boards Cultural intelligence as a board-level capability Strategic narrative and executive communication Ideal for CEOs, boards and executive committees with material China or wider Asia exposure Heads of strategy, corporate affairs and public affairs in multinational organisations Risk, supply chain and corporate development leaders re-pricing geopolitical exposure Leadership programmes inside global financial services, industrials, luxury and hospitality groups Audience outcomes A sharper read of where the China relationship is going and what that means for specific commercial decisions in the room. A working vocabulary for corporate diplomacy that closes the gap between public affairs, strategy and operations. Scenario logic the leadership team can take back into capital allocation and supply chain decisions. Concrete cross-cultural cues for negotiating, partnering and managing reputation across the China-West divide.

Why organisations work with Maria Luisa Mariscal de Körner She addresses migrant and diaspora communities as both a workforce question and a consumer market, the two halves most diversity speakers and most marketing speakers each cover only one of. In her work the talent function and the brand function share a single conversation, which is rare. As a German immigration lawyer (Dr. iur.), she advises employers on what changed under the 2026 update to the Skilled Immigration Act: higher EU Blue Card salary thresholds and tighter compliance duties, translated into hiring decisions rather than general legal commentary. Operating experience in market entry, not analysis from outside the process. Her consultancy has advised foreign companies establishing operations in Germany, and German employers recruiting internationally, since 2014. A legally grounded case that cultural difference creates value twice over: in the workforce a company builds and in the market it sells to. Biography highlights Doctorate in law (Dr. iur.) with a focus on economics, diversity, and law, from the University of Würzburg; LL.M. in German and international law (magna cum laude); study in Bolivia and Germany. Teaches ethno-marketing and intercultural management at Rhine-Waal University of Applied Sciences (Kleve), and has lectured since 2008 across nine institutions on three continents. Founder since 2014 of Malu Mariscal, Innovation und Vielfalt, advising on market entry into Germany, international recruiting, and diversity and intercultural management. Author of four specialist and academic books and the bilingual children’s book “Der Herrscher der Berge: Eine unglaubliche Reise”, which addresses prejudice and difference. Co-founder of a migrant women’s network and initiator of free legal-advice services at universities; recognised with the first Bavarian Integration Award (2012) as part of the Würzburg theatre group Tschungulung. Winner of the first Bavarian Integration Award (Bayerischer Integrationspreis, 2012), as part of the Würzburg theatre group Tschungulung, recognised by the Bavarian Landtag and Integration Council. Works with a network of more than 200 advisors and freelancers across three continents; presents in German, English, and Spanish. Biography Most organisations treat migration as one problem: a recruiting and integration task solved once, at the point of hire. But the same communities a company recruits from are also markets it sells to, and the two functions almost never share data or a strategy. Maria Luisa Mariscal de Körner works on that gap. She is a German immigration lawyer and a Dr. iur. from the University of Würzburg, with an LL.M. in German and international law. Her doctorate focused on economics, diversity, and law. She has lectured since 2008 at nine institutions on three continents, and now teaches ethno-marketing and intercultural management at Rhine-Waal University of Applied Sciences in Kleve. That grounding carries into current practice. The 2026 update to the Skilled Immigration Act raised EU Blue Card salary thresholds and tightened employer compliance, and her consultancy, Malu Mariscal, Innovation und Vielfalt, advises foreign companies entering Germany and German employers recruiting internationally on what those rules mean operationally. She works with a network of more than 200 advisors and freelancers across three continents. Her argument to leaders is concrete: cultural difference creates value in two directions at once, in the workforce a company builds and in the market it sells to. It does so only when the organisation removes the legal and cultural friction that keeps both at the edges. Key speaking topics The diaspora dividend: migration as workforce and as market Skilled-worker immigration law and employer compliance under the 2026 Fachkräfteeinwanderungsgesetz Market entry into Germany: where international companies actually fail Diversity as an innovation lever, not a compliance line Leading multicultural, multigenerational teams in the AI era Ideal for CHROs and heads of talent acquisition internationalising the workforce Marketing and brand leaders weighing diaspora and migrant communities as consumer markets Boards and executive teams in German-speaking markets reviewing international hiring strategy DEI leads who need a partner grounded in legal and economic detail, not awareness training Audience outcomes A single operating view of diaspora communities across talent and marketing, instead of two separate HR and brand problems A read on what the 2026 Skilled Immigration Act changes mean for their own hiring decisions, not just their legal team’s The specific points where international companies fail entering the German market, and the legal and cultural reasons why A legal and economic case for cultural difference as an innovation driver, distinct from a compliance argument