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Why organisations work with David Brownlee Practical playbooks aimed at the frontline rep and the floor manager, not the boardroom. The content is built to be used on Monday morning, not filed in a strategy deck. Cross-sector range: the same core method has been delivered inside Harley-Davidson, McDonald’s, HP, Oakley, Google and LinkedIn, which is unusual in customer-service speaking. A named book with a commercial publisher (Morgan James) and a defined method, the Rockstar Customer Service Training Program, that organisations can extend beyond a single keynote. Direct lineage from Tony Robbins coaching, which shows in the delivery: high-energy, audience-driving, designed to land with sales floors and service teams rather than analysts. Concrete techniques on the two things service teams ask for most: building rapport in the first 30 seconds of a call, and recovering an upset customer without escalating cost. Biography highlights CEO of The Brownlee Group Consulting and founder of the Rockstar Customer Service Training Program. Author of “Rockstar Service. Rockstar Profits” (Morgan James Publishing) and “Customer Service Success: The 6 Keys To Deliver A World-Class Experience”. Former business coach and seminar leader for Tony Robbins, with more than 7,500 one-on-one coaching sessions on record. Clients include Harley-Davidson, HP, Oakley, McDonald’s, Google and LinkedIn, with testimonials from named executives at each. Featured in Time, People and Success magazines, and across ABC, NBC, ESPN and CBS. LinkedIn Learning instructor with courses on customer service, remote work and leadership. Biography The cost of poor customer service is rarely on a single line in a P&L. It shows up as churn, refund volume, escalations to senior management, and the slow erosion of repeat business that quietly resets the cost of acquisition. David Brownlee built a career around the part of that problem leaders can actually move: the behaviour of the person on the phone, in the showroom, behind the counter. He is CEO of The Brownlee Group and the founder of the Rockstar Customer Service Training Program. His book “Rockstar Service. Rockstar Profits”, published by Morgan James, sets out a method for building rapport quickly, handling unhappy customers without inflating the resolution cost, and turning routine transactions into repeat ones. A second title, “Customer Service Success”, extends the same logic into a six-key framework for service operations. Earlier in his career he worked as a business coach and seminar leader inside Tony Robbins’ organisation, and that delivery DNA is visible in the work. The keynotes are practical and high-energy, and they are designed to be used the next day by the people who actually serve customers. His client base spans Harley-Davidson, McDonald’s, HP, Oakley, Google and LinkedIn, with named executive testimonials from each. For organisations whose growth depends on frontline behaviour rather than abstract strategy, his contribution is straightforward: a structured, repeatable way to make service interactions a source of revenue rather than a cost line. Key speaking topics Customer service excellence Customer experience and retention Sales rapport and communication Frontline team training Leadership of service organisations Peak performance for sales teams Ideal for Heads of customer service, contact centre directors and operations leaders Sales leaders running B2C and dealer-network teams Franchise and multi-site service businesses (retail, hospitality, automotive, restaurants) Sales and customer-service kick-off events for frontline staff and their managers Audience outcomes A specific method for building rapport with a customer in 30 seconds or less. A repeatable approach to handling upset customers that lowers escalation and refund costs. Sharper distinction between what drives short-term satisfaction and what drives repeat purchase. A shared service language that managers and frontline staff can use after the event. Practical talking points to take into the next team huddle or sales meeting.

Why organisations work with David Marquet The framework comes from an operational turnaround inside a high-consequence command environment. The crew of a nuclear submarine cannot afford the kind of leadership failure a corporate team can absorb, and the system Marquet built was tested against that standard. Intent-Based Leadership replaces the request for permission with a statement of intent, which is a specific behavioural change a leadership team can implement on Monday morning. It is a working method, not a philosophy. “Turn the Ship Around!” became a reference text inside US Navy submarine command, technology firms, manufacturers and healthcare systems. Adoption across that range of industries is rare for a leadership book. “Leadership is Language” gives senior leaders specific verbal moves to dismantle the industrial-age meeting culture that still produces compliant teams and over-burdened decision-makers. Stephen R. Covey studied Santa Fe directly and called it the most empowering organisation he had encountered. The endorsement carries weight because Covey rarely attached his name to operational case studies of this kind. Biography highlights Commanded USS Santa Fe (SSN-763) from 1999 to 2001, taking it from the lowest-rated submarine in the fleet to the highest in retention and operational evaluations. 1981 graduate of the US Naval Academy, top of class; 28 years of service in the US submarine force. Author of “Turn the Ship Around!” (Penguin Portfolio, 2013), foreword by Stephen R. Covey, called by Fortune “the best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” Author of “Leadership is Language” (Penguin Portfolio, 2020), setting out six leadership plays for dismantling industrial-age meeting culture. Founder of Intent-Based Leadership International, the consulting firm operationalising the framework inside corporate, healthcare and government organisations. Named to Inc. Magazine’s Top 100 Leadership Speakers. Biography The USS Santa Fe was the lowest-rated nuclear submarine in the US fleet when David Marquet took command in 1999. Within two years it had the highest retention and operational evaluations in the force. Over the following decade, a disproportionate number of its officers were selected for submarine command of their own. The shift began with a single moment. Marquet gave an order that could not be executed on his class of submarine, and the watch officer relayed it anyway. When asked why, the answer was: because you told me to. Marquet stopped giving orders. He built a system in which crew members stated intent (“I intend to surface the boat at 0300”) and the officer’s job was to certify competence and clarity, not to authorise the decision. He calls this Intent-Based Leadership. It is now used inside manufacturers, healthcare systems, technology companies, professional sports teams and government agencies that face the same structural problem: decision-makers too far from the information, and a workforce trained to wait for instruction. Stephen R. Covey spent time aboard Santa Fe and wrote about it in “The 8th Habit”, calling it the most empowering organisation he had observed. His second book, “Leadership is Language”, extends the framework into the meeting room. Marquet argues that industrial-age verbal habits (“Does anyone have any concerns?”, “Sounds good to me”) manufacture compliance and silence dissent at the moment leaders need it most. The six plays in the book give senior teams specific replacement language, tested in environments where the cost of an unchallenged bad decision is operational rather than theoretical. Key speaking topics Intent-Based Leadership Distributed decision-making in high-consequence environments Leadership language and meeting design Psychological safety and high-reliability teams Cultural transformation in command-and-control organisations Leader development and succession at scale Ideal for CEOs and senior operating leaders rebuilding decision rights after a period of centralisation COOs and operations leaders in regulated or high-consequence industries (energy, healthcare, defence, manufacturing) CHROs and chief learning officers designing leadership development programmes that change behaviour, not vocabulary Boards and executive teams reviewing why their organisation is slow to act on information the workforce already has Audience outcomes A working language for replacing requests for permission with statements of intent, usable inside the next leadership meeting. A diagnostic for where in the organisation control, competence and clarity are out of balance. The six plays from “Leadership is Language” as a structured alternative to industrial-age meeting habits. A clearer view of which decisions a senior leader should still own, and which have been hoarded by default. Evidence, drawn from a documented operational turnaround, that distributed authority improves performance under pressure rather than weakening it.

Why organisations work with David Siegel He led the carve-out of Meetup from WeWork to AlleyCorp in March 2020, a transaction completed inside the first weeks of the pandemic, and can speak from inside the deal rather than around it. He took Investopedia through a near-fivefold valuation increase and the sale to Dotdash, which gives him operator authority on building a category-leading consumer brand and exiting it. His book, “Decide and Conquer,” published by HarperCollins Leadership, gives audiences a structured 44-decision framework written from the chair, not the seminar room. As Founder and Chairman of Israel Tech Mission, he convenes exited founders and senior operators in Israel’s technology market, so his read on how companies scale and sell stays current. His “Keep Connected” podcast has turned community-building into a measurable commercial discipline, useful for organisations rebuilding internal engagement or customer affinity. Biography highlights Former CEO of Meetup; led the company through the WeWork-to-AlleyCorp acquisition in March 2020. Former CEO of Investopedia; led the sale to Dotdash after tripling revenue and driving a near-fivefold valuation increase. Author of “Decide and Conquer: 44 Decisions that will Make or Break All Leaders” (HarperCollins Leadership). Founder and Chairman of Israel Tech Mission, which has brought more than 350 tech executives to Israel and channelled tens of millions of dollars into Israeli companies; also invests in Israeli real estate through TID. Teaches strategy and scaling at Tel Aviv University; previously taught strategic planning and entrepreneurship at Columbia University. Bylines in Harvard Business Review, MIT Sloan Management Review, CNBC, Business Insider, and Entrepreneur. Biography Meetup was a difficult business when David Siegel inherited it. It had been bought by WeWork, was burning cash, and was about to face a pandemic that emptied the rooms where its product lived. Inside eighteen months he had made it profitable for the first time in its history, and in March 2020 he led its carve-out to a consortium led by AlleyCorp. That arc, distressed asset to functioning standalone business under pandemic conditions, is what gives his speaking work its weight. Before Meetup he was CEO of Investopedia, where he tripled revenue and led the sale to Dotdash at a near-fivefold valuation. Before that, President of Seeking Alpha and an SVP at 1-800-Flowers, with an early-career chapter at DoubleClick. His book, “Decide and Conquer,” published by HarperCollins Leadership, is organised around the 44 decisions he argues a new chief executive will face. It is a working playbook, not a memoir, and it draws on the specific judgement calls, hiring, pricing, communications, board management, that he made in seat. He now lives in Israel, where he teaches strategy and scaling at Tel Aviv University, having taught at Columbia before, and continues to advise chief executives and sit on company boards. Israel Tech Mission, the non-profit he founded and chairs, has brought more than 350 tech executives to the country and moved tens of millions of dollars into Israeli companies. Key speaking topics Decision-making for chief executives and founders Community as a commercial growth engine Carve-outs, turnarounds, and post-acquisition leadership Scaling consumer internet businesses Building and selling category-leading brands Entrepreneurial leadership through crisis Ideal for Founders and CEOs of scaling businesses, particularly those facing a financing event, carve-out, or sale Boards and executive teams working through restructure, integration, or post-acquisition leadership questions Senior commercial and product leaders rebuilding customer community or engagement at scale Audience outcomes A working set of decision frames drawn from a real CEO seat, not a consulting model A clear view of how community translates into commercial outcomes, with examples from a platform business Specific lessons from a pandemic-era carve-out, applicable to current restructure and divestment conversations A sharper read on what to do in the first ninety days of a new chief executive role

Why organisations work with David Smith His 7 Principles framework is grounded in a specific, documented corporate turnaround – Asda’s recovery from near-bankruptcy to the UK’s No.1 Sunday Times Best Place to Work – giving boards a case study with traceable outcomes rather than a theoretical model. His book “Culture Trumps Strategy” gives leadership teams a direct, contestable argument: that most organisations are investing disproportionately in strategy and structure while the cultural conditions that determine execution go unmanaged. His book “Bad Bosses,” drawn from interviews with more than 200 CEOs and senior executives, documents the specific leadership behaviours that most consistently destroy engagement – giving HR directors and transformation leads a diagnostic, not a philosophy. He spent a decade on the Executive Board of a 170,000-person, £15bn-turnover business, which means his credibility holds in a boardroom conversation, not just an HR function. As a Companion of the CIPD – the body’s highest membership grade – and former Chairman of the Board of the Institute for Employment Studies, he can position people practice as a serious performance variable rather than a support function. Biography highlights People and IT Director at Asda (2000-2009); Executive Board member for 10 years, responsible for a workforce of 170,000 across a £15bn-turnover business Asda named No.1 Best Place to Work in The Sunday Times Best Companies survey during his tenure; Asda’s People Team also won the Personnel Today Rebus HR Award for Best HR Strategy in Line with Business Author of four books: “Asda Magic: The 7 Principles of Building a High-Performance Culture” (2012), “Culture Trumps Strategy” (2016), “Performance Management for the 21st Century” (2018), and “Bad Bosses” (2019) Companion of the Chartered Institute of Personnel and Development – the highest membership grade in the UK’s principal HR professional body Former Chairman of the Board, Institute for Employment Studies; former Commissioner, Equal Opportunities Commission; former Vice President of the CIPD for Organisation and Development Recipient of the Sam Walton Award for driving Excellence in People Policies MBA, Henley Management College; BA Business, Sheffield Hallam University Biography Most large organisations treat culture as a byproduct of leadership behaviour – something that forms over time, rather than something that is actively built. David Smith’s 15 years at Asda, where the people-led turnaround from near-bankruptcy to the UK’s No.1 Best Place to Work took roughly a decade and a half, produced a different conclusion: that culture is an engineered system, and that the principles governing it are specific and reproducible. His first book, “Asda Magic: The 7 Principles of Building a High-Performance Culture” (2012), translated that experience into a practical framework. Its argument – that employee engagement is the product of specific managed behaviours, not general sentiment – gave HR directors and CEOs a diagnostic tool rather than an aspiration. “Culture Trumps Strategy” (2016) extended the thesis: that organisations consistently over-invest in strategy and structure while underinvesting in the cultural conditions that determine whether strategy executes. Two further books addressed adjacent dysfunction. “Performance Management for the 21st Century” (2018) made the case against annual review-based systems, arguing that only regular performance coaching – not periodic appraisal – actually changes behaviour at scale. “Bad Bosses” (2019) drew on interviews with more than 200 CEOs and executives to document the leadership pitfalls that consistently destroy engagement from inside an organisation. A Companion of the CIPD and former Chairman of the Board of the Institute for Employment Studies, Smith bridges executive credibility and evidence-based people practice. His audiences include CHROs, chief executives, and transformation programme leads asking why significant investment in organisational change is not translating into measurable performance. Key speaking topics High-performance culture and employee engagement Performance management and performance coaching Culture transformation and change leadership Leadership in tough times The relationship between culture and commercial performance Communication as an organisational performance lever Managing and retaining talent in a high-performance environment Ideal for CHROs and HR directors leading culture or engagement programmes CEOs and executive teams mid-transformation seeking a cultural diagnostic Board-level and C-suite leadership development programmes Senior leaders in large, complex, or multi-site organisations Audience outcomes A specific, practical framework for diagnosing the cultural gap between stated values and daily managed reality A clearer understanding of why performance management systems fail – and what a coaching-based alternative requires Named leadership behaviours that most predictably drive disengagement – and the organisational cost of tolerating them A case study with traceable outcomes that makes the business case for culture investment to a commercially focused audience Practical language for communicating culture and engagement priorities to boards and executive teams

Why organisations work with Debra Corey She built the Engagement Bridge, a ten-element model set out in Build It (Wiley, 2018) and road-tested across Reward Gateway’s client base. It gives HR and executive teams a shared diagnostic for where engagement is actually breaking. Her Bad Bosses Ruin Lives work names ten specific manager archetypes and the behaviours that produce them. It gives senior leaders a way to talk about poor management without it becoming personal. She has sat in the seat, twenty-plus years of senior HR roles at Gap Inc., Honeywell, Quintiles, Merlin Entertainments, and Reward Gateway. The case studies she uses are operational, not theoretical. HR Magazine ranked her on its Most Influential Thinkers list in 2021, and Inspiring Workplaces has named her on its Top 101 Global Employee Engagement Influencers list for multiple years running. She writes and speaks as a practitioner. Her six books give leadership teams a common vocabulary for engagement, recognition, values, and HR communication that outlasts the keynote. Biography highlights Author or co-author of six books on engagement, recognition, values, leadership, and HR communication, published with Wiley and Kogan Page among others. Creator of the Engagement Bridge model and the Great Boss Building Block framework. Former senior HR leader at Gap Inc., Honeywell, Quintiles, Merlin Entertainments, and Reward Gateway. Founder of DebCo HR Ltd (operating as Step It Up HR), established 2019. Ranked on HR Magazine’s HR Most Influential Thinkers list in 2021. Named Employee Benefits Professional of the Year by Employee Benefits Magazine. Biography Most organisations know their engagement scores are soft. Fewer can say where the break is, whether it sits in recognition, in values, in manager behaviour, or in how HR itself communicates. Debra Corey’s working career has been spent inside that diagnostic question. Twenty-plus years in senior HR at Gap Inc., Honeywell, Quintiles, Merlin Entertainments, and Reward Gateway gave her a view across retail, pharma, manufacturing, hospitality, and HR tech. In 2019 she left corporate life and founded DebCo HR, operating as Step It Up HR, to work on the same problem from the outside. The Engagement Bridge model, set out in Build It: The Rebel Playbook for World-Class Employee Engagement (Wiley, 2018, with Glenn Elliott), is the framework most associated with her. It breaks engagement into ten concrete elements, from purpose and reward through to manager behaviour, and gives HR and executive teams a shared way to identify which element is actually failing. Her later books push into specific pieces of that terrain: Appreciate It! on recognition, Bringing Your Values Out to Play on operationalising values, and Bad Bosses Ruin Lives (2023, with Ken Corey) on the ten archetypes of poor management. HR Magazine placed her on its Most Influential Thinkers list in 2021, and she has featured repeatedly on Inspiring Workplaces’ Top 101 Global Employee Engagement Influencers list. The through-line across the books, the consultancy, and the speaking is narrow and deliberate: make the gap between HR design and daily behaviour smaller. Key speaking topics Employee engagement and the Engagement Bridge model Employee recognition and appreciation Organisational values in practice Manager effectiveness and the Great Boss Building Block Workplace culture and employee experience HR communication and the IMPACT model Ideal for CHROs, Reward Directors, and People and Culture leads designing or resetting engagement and recognition programmes Executive teams where engagement or culture scores have stalled and the board wants a diagnostic, not a pep talk Organisations rolling out revised values or manager-capability frameworks and needing external credibility behind the launch HR conferences, leadership off-sites, and people-manager summits where the audience is operational, not theoretical Audience outcomes A shared vocabulary for engagement rooted in the ten elements of the Engagement Bridge A working view of where recognition programmes typically fail and what a working one looks like A practical read on the ten bad-boss archetypes and the behaviours that produce each A method for moving organisational values from poster to operating practice Named examples from Gap, Honeywell, Merlin Entertainments, Reward Gateway, and the wider client base in her books

Why organisations work with Diana Ospina and Oscar Lemus They bring an instrument, not a philosophy. BhiPRO produces a quantified Business Happiness Index across 35 indicators with a reported 94% reliability, the kind of evidence a board will fund against. The methodology has earned external academic validation. Harvard Business School teaches a BhiPRO case based on its deployment at Lanco Medical Group, which signals serious analytical credibility for a culture topic that usually trades on anecdote. They speak as a duo with two distinct lenses: Diana on applied neuroscience and culture practice, Oscar on the financial and operational economics of happiness. The split lets them address a CHRO and a CFO in the same room. They are the leading Spanish-language voices on workplace happiness measurement in Latin America, with deployments across 70+ companies and an open study spanning 29 countries. For multinationals with significant LatAm operations, they offer regional substance most international speakers cannot. Their book “Signos Vitales de la Felicidad Organizacional” is prologued by Néstor Braidot, the leading Spanish-language neuroscientist on applied business neuroscience, anchoring their work in a credible scientific tradition. Biography highlights Co-creators of BhiPRO (Business Happiness Index Program), a 35-indicator scientific methodology for measuring organisational happiness, climate and wellbeing. BhiPRO featured as an MBA teaching case at Harvard Business School, based on the Lanco Medical Group implementation. Co-founders of Mide la Felicidad, the Colombian firm that has applied the methodology to 70+ companies in Latin America since 2015. Co-authors of “Signos Vitales de la Felicidad Organizacional” and “Metodología Científica BhiPRO: Cómo Medir la Felicidad Organizacional,” with prologue by neuroscientist Néstor Braidot. Diana Ospina: TEDx speaker (“Monitoreando Felicidad Laboral”, TEDxSanJosédeDavid), NLP practitioner and applied neuroscience specialist. Oscar Rodríguez Lemus: Honorary Doctorate in Human Development and Leadership (2023), trained in Applied Neurosciences and Brain Gym at the Braidot Institute, with two decades in capital markets and finance before his work on workplace happiness. Biography Most organisations cannot answer a basic question about their own culture: how happy are our people, in numbers a finance director would accept. Pulse surveys and engagement indices give partial answers. They do not link wellbeing to performance with enough rigour to defend a culture budget through a downturn. The instrument has been missing. BhiPRO was built to close that gap. Diana Ospina Campuzano and Oscar Rodríguez Lemus spent more than a decade developing a 35-indicator measurement system covering happiness, climate, wellbeing, culture and sustainability, reporting 94% reliability. The methodology now anchors a Harvard Business School MBA case, based on its application at Lanco Medical Group, and has been deployed across more than 70 companies in Latin America since their firm Mide la Felicidad was founded in Colombia in 2014. The duo work in complementary modes. Diana came to the topic through applied neuroscience, NLP and executive coaching, and is a TEDx speaker on workplace happiness. Oscar’s background sits in capital markets and international economic relations, which gives the partnership a financial vocabulary that culture work usually lacks. Together they published “Signos Vitales de la Felicidad Organizacional,” prologued by the neuroscientist Néstor Braidot, and the companion methodology volume on how to measure organisational happiness. For executive teams the value is concrete. A Spanish-language duo who can stand in front of a Latin American leadership team, present a quantified diagnostic of how their culture is actually performing, and link the gaps to specific operational moves. The Harvard case is the credibility marker. The 35-indicator instrument is the working tool. Key speaking topics Measuring organisational happiness with the BhiPRO methodology Workplace wellbeing and employee engagement Applied neuroscience and workplace happiness Organisational culture transformation Talent retention and human loyalty The economics of happiness at work Entrepreneurship and partnership Ideal for CHROs, Chief Happiness Officers and culture leads in Latin American or Spanish-speaking organisations commissioning a quantified culture diagnostic CEOs and CFOs evaluating the financial case for wellbeing and engagement investment Multinationals with significant Latin American operations seeking regionally credible culture expertise HR conferences and leadership summits in Spanish-language markets Audience outcomes A clear understanding of what an audit-grade happiness measurement actually contains and how it differs from a pulse survey The five dimensions and headline indicators that drive the BhiPRO index, and how each links to operational outcomes An evidence-based read on what Latin American workforce data says about engagement, retention and culture Practical entry points for moving a culture programme from narrative to measurement A neuroscience-informed view of why workplace happiness behaves the way it does, drawn from Braidot Institute training

Why organisations work with Dr. Diane Hamilton She turns curiosity from a soft cultural aspiration into a measurable diagnostic. The Curiosity Code Index gives leaders a named set of inhibitors, fear, assumptions, technology, environment, that can be addressed with specific interventions rather than slogans. Her work connects directly to the business outcomes leaders are already accountable for: engagement, innovation rate, learning velocity, retention. The framing makes curiosity legible to a CFO, not only to an L&D team. Thinkers50 Radar selection (2020) places her among a small group of behavioural thinkers being actively translated into corporate practice. The recognition signals her credibility to boards reviewing speaker rosters. A Forbes column and five years interviewing thousands of senior leaders on her nationally syndicated radio show mean she walks into a boardroom already fluent in the language of the C-suite. Four decades of business experience, an MBA program chair role, and certifications in Myers-Briggs and EQ-i give her the assessment vocabulary HR leaders trust, without the academic distance that limits some behavioural speakers. Biography highlights Founder and CEO of Tonerra, a management consulting and training business focused on curiosity, perception, and behavioural assessment. Creator of the Curiosity Code Index and the Perception Power Index, both validated organisational assessments with associated certification programmes. Thinkers50 Radar 2020 selection, the annual list of management thinkers most likely to influence organisational practice. Fulbright Specialist and faculty member at Duke Corporate Education, the executive education arm of Duke University, and former MBA Program Chair at the Forbes School of Business and Technology. Author of Cracking the Curiosity Code, Curiosity Unleashed, and The Power of Perception (with Dr. Maja Zelihic), with a fourth title, Adaptive Curiosity, forthcoming from Wiley. Host of Take the Lead, a nationally syndicated radio show, where she interviewed thousands of senior leaders including Steve Forbes, Naveen Jain, and Craig Newmark. Forbes contributor on workplace behaviour, leadership, and innovation. Biography Curiosity is one of the most cited drivers of organisational performance and one of the least precisely measured. Diane Hamilton built her career on closing that gap. The Curiosity Code Index, which she created and validated, identifies the four factors that suppress curiosity inside organisations: fear, assumptions, technology, and environment. The framework, known as FATE, gives leaders a diagnostic rather than a slogan. Hamilton brings the assessment vocabulary HR functions trust. She holds a PhD in business management and is a certified Myers-Briggs and EQ-i practitioner. She teaches leadership as faculty at Duke Corporate Education and previously chaired the MBA programme at the Forbes School of Business and Technology. Her consulting firm, Tonerra, applies the Curiosity Code Index alongside the Perception Power Index, a second validated instrument she developed with Dr. Maja Zelihic and set out in their book The Power of Perception. Thinkers50 named her to its 2020 Radar, the annual cohort of management thinkers shaping organisational practice. She writes for Forbes on workplace behaviour. Over five years hosting Take the Lead, her nationally syndicated radio show, she interviewed thousands of senior figures, including Steve Forbes and Craig Newmark. As a Fulbright Specialist she speaks and teaches internationally, with recent engagements in the United States, Luxembourg, and Dubai. For a corporate audience, the practical value is the move from cultural rhetoric to behavioural intervention. Hamilton names the specific structures and assumptions that suppress curiosity inside a given organisation, then prescribes the changes that follow. Her forthcoming book, Adaptive Curiosity, extends that work to the question now facing every leadership team: what stays distinctly valuable in people as intelligent machines absorb more of the work. Key speaking topics Curiosity as an organisational capability Perception and global leadership Emotional intelligence in senior roles Future-proofing the workforce in the age of AI Innovation culture and employee engagement Behavioural assessment in leadership development Multigenerational workforce dynamics Ideal for CHROs and senior HR leaders rebuilding engagement and learning culture Heads of L&D commissioning behavioural assessment programmes Innovation and transformation leads diagnosing why initiatives stall Executive teams investing in EQ and behavioural development for senior cohorts Audience outcomes A named diagnostic, FATE, for identifying what specifically suppresses curiosity in their organisation A framework for connecting curiosity to engagement, innovation, and retention metrics leaders already track Tools to assess and develop emotional intelligence and perception in senior teams A clearer view of how personality and generational differences shape team performance A practical sense of which behavioural interventions move the needle and which produce activity without change

Why organisations work with Didier Marlier Co-author of Engaging Leadership (Palgrave Macmillan, 2009), which set out the Logos, Ethos and Pathos framework now used inside executive programmes at IMD, INSEAD, Nyenrode and Fundação Dom Cabral. Three decades of close work with European industrials, financial institutions and professional service firms, including BASF, Credit Suisse, Bank Julius Baer, Dow Chemical, Firmenich, KPMG and Freshfields Bruckhaus Deringer. Founded and ran the Enablers Network for almost thirty years before donating the brand to an independent association in 2024, an unusual signal of operating from conviction rather than commercial capture. Teaches change leadership across four continents in French, English and Portuguese, with deep practical exposure to Brazilian as well as European corporate cultures. Brings the same engagement methodology into professional sports environments, where the cost of disengagement is measurable on the scoreboard, and translates those lessons back into corporate boardrooms. Biography highlights Co-author of Engaging Leadership: Three Agendas for Sustaining Achievement, Palgrave Macmillan, 2009. Faculty and guest professor on executive programmes at IMD, INSEAD, Nyenrode, NEOMA and Fundação Dom Cabral. Founder of the Enablers Network, a European partnership of leadership and change practitioners, donated to the Enablers Association in 2024. MBA from IMD; law degree from Université de Lausanne. TEDx speaker and keynote at the GBTA Europe Conference 2013 in Prague. Long-standing client work with BASF, Credit Suisse, Dow Chemical, KPMG, Bank Julius Baer, Firmenich, Solvay, SAP and Total. Biography Strategy decks rarely fail on their logic. They fail because the people expected to deliver them never genuinely sign up. That gap, between the intellectual case for change and the behavioural reality of an organisation, is the territory Didier Marlier has worked in for three decades. His framework, set out with Chris Parker in Engaging Leadership (Palgrave Macmillan, 2009), borrows from classical rhetoric. Logos is the strategic argument. Ethos is the behaviour and tone leaders model day to day. Pathos is the emotional commitment that turns compliance into ownership. The book argues that serious change requires all three running together, not strategy first and culture later. The client list reflects the breadth of that idea in practice: BASF, Credit Suisse, Bank Julius Baer, Dow Chemical, Firmenich, KPMG, Solvay and Freshfields Bruckhaus Deringer among them. He teaches the same material on executive programmes at IMD, INSEAD, Nyenrode and Fundação Dom Cabral, which gives him an unusually direct read on how European and Latin American executives experience change differently. In 2024 he donated the Enablers Network brand, which he had built over almost thirty years, to an independent association, and now works through DMD. He also applies the same engagement methodology inside professional sports teams, where disengagement shows up immediately in performance data and feeds back into how he advises corporate clients. Key speaking topics Leadership in the disruption economy Engagement through strategic, behavioural and emotional change Post-merger and post-acquisition integration Cultural transformation in multinational organisations Board and executive team effectiveness Change leadership across European and Latin American contexts Ideal for CEOs, executive committees and boards leading strategic, cultural or post-merger transformation CHROs and transformation leads responsible for behavioural adoption of new strategies Senior leadership programmes in multinational organisations with cross-cultural workforces Professional service firm partnerships managing change without command authority Audience outcomes A working language for diagnosing why a current change initiative is stalling A clearer line of sight between the strategic case for change and the day-to-day behaviour leaders must model Specific signals to watch for when intellectual buy-in masks emotional disengagement Cross-cultural reference points from European and Brazilian corporate practice

Why organisations work with Dr Darren Coleman He treats brand as an investment asset with measurable commercial return, giving CMOs and CFOs a shared language for defending budget when growth tightens. His Brand Experience Blueprint maps the path from strategy to frontline delivery, closing the gap between what marketing promises and what operations execute. Twenty-five years of B2B and services brand work across Europe, the Middle East, South East Asia and Japan, with named delivery for Johnson & Johnson, Singapore Airlines, Goldman Sachs, FUJIFILM, Nikon and Maybank. A doctoral grounding in B2B services brand performance, peer-reviewed publication in Industrial Marketing Management and the European Journal of Marketing, and a Kogan Page book in three languages. Visiting lecturer at the University of Warwick, with a teaching practice that keeps the frameworks tested against current MBA cohorts and corporate clients in parallel. Biography highlights Founder and Managing Consultant, Wavelength Marketing. Author, Building Brand Experiences: A Practical Guide to Retaining Brand Relevance (Kogan Page); translated into Korean, Turkish and Mandarin. PhD in B2B services brand performance; MA in marketing. Visiting Lecturer in Corporate Brand Management, University of Warwick. Peer-reviewed publication in Industrial Marketing Management and European Journal of Marketing. Keynote speaker at Electronic World Marketing Summit (Kotler Impact), Brand Week Istanbul, B2B Marketing Ignite and Fifteen Seconds Graz. Biography Service brands sell something customers cannot pick up, weigh or return. What they buy is an experience, and the gap between what marketing promises and what operations actually delivers is where loyalty, pricing power and referral are won or lost. Closing that gap is the work Dr Darren Coleman has spent twenty-five years on. His Brand Experience Blueprint is built around three operating layers: the environment shaping customer perception, the strategic essentials that anchor the brand, and the enablers that translate strategy into frontline delivery. Clients including Johnson & Johnson, Singapore Airlines, Goldman Sachs, FUJIFILM, Nikon, Maybank and Orange have used it to rebuild positioning, justify brand investment to finance, and make service consistent across markets. The intellectual foundation is academic. Coleman holds a PhD in B2B services brand performance, has published in Industrial Marketing Management and the European Journal of Marketing, and teaches Corporate Brand Management at the University of Warwick. The applied output is Building Brand Experiences, published by Kogan Page and now in Korean, Turkish and Mandarin editions, used by marketing teams and MBA programmes as a working operating manual rather than a theory text. What CMOs and CEOs take from him is a way to argue for brand investment in commercial terms. He reframes brand from a cost centre defended on faith into a measurable asset that protects margin when competitors discount and acquisition costs rise. Key speaking topics Brand experience strategy and execution Brand-driven growth for service organisations B2B services branding Brand as a commercial investment asset Customer experience and brand relevance Employer brand and internal alignment Sustainable brand differentiation Ideal for CMOs, brand directors and marketing leadership teams in B2B and service businesses C-suites in financial services, professional services, technology and healthcare evaluating brand investment Customer experience and operations leaders responsible for closing the strategy-to-delivery gap Executive education and senior leadership programmes covering brand, growth and customer strategy Audience outcomes A commercial argument for brand investment that holds up in a finance conversation A working model for translating brand strategy into operational customer experience Diagnostic clarity on where the brand promise and the customer reality currently diverge Practical reference points from Johnson & Johnson, Singapore Airlines, Goldman Sachs and other named service brands

Why organisations work with Jaz Ampaw-Farr She gives leadership teams a vocabulary for wellbeing and inclusion that lands with sceptical senior audiences, because the argument is framed through performance and culture rather than through HR policy. Her toolkit is specific and teachable. The Failure CV, Jazlow’s Hierarchy of Needs and the 10% Braver model are named devices line managers can pick up the next day. The credibility sits in two places that rarely combine: a trained teacher with thirty years of front-line education work, and two 2025 honorary doctorates from the University of Hull and Bishop Grosseteste University for contribution to leadership, resilience, wellbeing and diversity. She is a working broadcaster and writer, not a consultant performing. Co-presenter on CBBC’s Hard Spell Abbey, TEDx speaker with a talk above 140,000 views, author of “Because of You, This Is Me” with Ian Gilbert, and 2025 Diversity in Cannes Programmer’s Choice winner for the short film Re-Story Your Life. Buyers book her for rooms that have heard the standard resilience keynote before and did not change anything afterwards. The measurable difference is that leaders leave with a small number of named practices they are willing to try in public. Biography highlights Co-writer and co-presenter, CBBC spelling series Hard Spell Abbey. TEDx speaker, “The Power of Everyday Heroes” (TEDxNorwichED), 140,000+ views. Author, “Because of You, This Is Me: The stories we tell, the stories we change and the power of everyday heroes” (Crown House Publishing, with Ian Gilbert). Honorary Doctor of Letters, University of Hull, 2025. Honorary Doctor of the University, Bishop Grosseteste University, 2025. Programmer’s Choice Award, 2025 Diversity in Cannes Film Festival, for the short film Re-Story Your Life. Speaker of the Year and Best Live Gig, The Speaker Awards UK, 2022. Contestant, BBC The Apprentice Series 9. Biography Five teachers changed the trajectory of a homeless teenager raised in foster care. Decades later, she trained as a teacher herself, and the question of what those five adults actually did, practically, at work, on ordinary days, became the spine of her professional work. That question is the reason organisations book her. It has a usable answer, and it applies inside businesses as much as inside schools. The public platform built up from there. A TEDx talk, “The Power of Everyday Heroes”, now carries more than 140,000 views. “Because of You, This Is Me”, written with Ian Gilbert for Crown House Publishing, turned the argument into a book for educators and leaders. A stretch on BBC’s The Apprentice and co-presenting credits on CBBC’s Hard Spell Abbey gave her the broadcast fluency that makes the live keynote work in front of an impatient senior room. The body of work is named, not generic. 10% Braver treats courage as a daily operational habit rather than a mindset. The Failure CV reframes psychological safety as something a leader practises in public. Jazlow’s Hierarchy of Needs repositions wellbeing as infrastructure for performance. In 2025, the University of Hull and Bishop Grosseteste University both conferred honorary doctorates for her contribution to leadership, resilience, wellbeing and diversity, and her short film Re-Story Your Life won the Programmer’s Choice Award at the Diversity in Cannes Film Festival. What a senior HR or culture buyer is actually getting is a speaker who can hold a room that has already heard the standard resilience keynote, and leave it with a small number of specific things the organisation’s line managers are willing to try on Monday. Key speaking topics Workplace wellbeing and psychological safety Inclusive leadership and belonging Resilience as an operational practice Storytelling for leaders and culture builders Employee engagement and human connection at work Personal courage and the 10% Braver model Culture and performance in high-pressure teams Ideal for CHROs and heads of people building a culture and wellbeing agenda that has to land with a sceptical executive audience Leadership teams running an inclusion, belonging or psychological safety programme that has stalled at policy and needs to move into daily practice Education, health and public sector leadership audiences working through sustained workforce pressure Internal conferences where the brief is to reset the tone before a demanding year, not to deliver a technical update Audience outcomes A named set of practices (Failure CV, 10% Braver, Jazlow’s Hierarchy of Needs) that line managers can use in conversations the next week. A sharper internal language for wellbeing and inclusion that links directly to performance and retention. Permission for senior leaders to be visible about uncertainty and failure in front of their teams. A reframing of resilience as an organisational responsibility, not a personal character test. A live example of storytelling used to shift a room, which leaders can study and borrow from.

Why organisations work with Karim Ellis A John Maxwell Team founding partner, which puts him inside the most widely sold leadership development network in the US corporate market and gives buyers a recognised pedigree to point to internally. Corporate training experience across Ford, Honda, Toyota, General Electric, Johnson and Johnson, Procter and Gamble, Kroger, USPS and the US Department of Defense, so he is calibrated for large, regulated, blue-collar and white-collar audiences in the same brief. A signature framework, GPS My Success, published as a book and built around five named principles for translating individual vision into action, which gives organisers a structured deliverable rather than a generic motivational set. A platform style trained directly under Les Brown, certified at Platinum level, which is what a programme committee is buying when they want an energising US-style closing keynote that lifts a room. Biography highlights Founding partner of the John Maxwell Team. Author of GPS My Success: The Address You Input In Life Determines Your Destination (2020). Two-time TEDx speaker, including TEDx Cincinnati. Les Brown Certified Platinum Speaker. 2022 Speakercon Motivational Speaker of the Year. Corporate clients include Ford, Honda, Toyota, General Electric, Johnson and Johnson, Procter and Gamble, Kroger, USPS, SHRM and the US Department of Defense. Biography Large organisations spend significant budgets on leadership and engagement programmes that fail to move the dial on day-to-day behaviour. People are inspired in the room, then the routine resumes. The problem is rarely talent or content. It is the absence of a shared, repeatable language for what good looks like and how individuals contribute to it. Karim Ellis works in that gap. As a founding partner of the John Maxwell Team, he trained inside the leadership network John C. Maxwell built, then developed his own framework, GPS My Success, around five principles for turning individual vision into a destination the rest of the organisation can recognise. The book of the same name, published in 2020, is the spine of his corporate keynote. His audiences are mainstream US corporate: Ford, Honda, Toyota, General Electric, Johnson and Johnson, Procter and Gamble, Kroger, USPS and the US Department of Defense, alongside SHRM and the National Urban League. The brief is consistent. Lift the room, give people a structured way to talk about ambition and accountability, and send them back to work with something they can use on Monday. The platform craft sits on top of formal training with Les Brown, where Ellis holds Platinum certification, and two TEDx appearances. Speakercon named him its 2022 Motivational Speaker of the Year. The work is built for events that need an energising US-style keynote backed by a defined leadership and personal-development model, not a strategy lecture. Key speaking topics Leadership development Vision and goal-setting Personal effectiveness and peak performance Motivation and audience engagement Communication and presence Sales and customer service mindset Ideal for Internal leadership development conferences and L and D programmes. Annual sales kick-offs and field-force events seeking an energising main-stage keynote. Diversity, employee engagement and culture events looking for a US motivational headliner with corporate fluency. Audience outcomes A named five-part framework, GPS My Success, that individuals can apply to their own goals after the session. A shared language for vision, ambition and accountability that managers can carry back into team conversations. A renewed sense of personal agency on performance, grounded in concrete principles rather than slogans. A high-energy closing or opening moment that lifts engagement scores for the event.

Why organisations work with Susan Hetrick A working operating model for toxic culture, not a moral framing of it. Her four-stage progression gives a board language to discuss what stage they are in, before deciding what to do. The RESPECT framework as a remediation sequence, used inside her book and consultancy at zuhra. It anchors the conversation in specific leadership behaviours rather than values posters. Practitioner credibility from senior HR roles at the World Bank Group, RBS, HSBC, Aegon and Deloitte, paired with a doctorate from City University Business School. She has run the function she is now critiquing. A published, peer-reviewed thesis (Routledge, 2023; 2024 Business Book Awards finalist) that gives the room a single, citable reference point rather than a deck of opinions. Biography highlights Author, Toxic Organizational Cultures and Leadership: How to Build and Sustain a Healthy Workplace (Routledge, 2023). 2024 Business Book Awards finalist. Co-author with Professor Graeme Martin, Corporate Reputations, Branding and People Management: A Strategic Approach to HR. Doctorate in Organisational Psychology, City University Business School. Senior HR leadership roles inside the World Bank Group, RBS Group, HSBC, Aegon, Arab Banking Corporation and Deloitte. Academic appointments at the Universities of Aberdeen, Glasgow and London, Birkbeck College and Helsinki School of Economics. Founder of zuhra consulting; Chair of the Board, Dundee Rep and Scottish Dance Theatre. Keynote, CIPD Annual Conference 2023, to an audience of 600+ HR professionals. Biography Most organisations describe culture as something they have, not something they do. That language is what allows toxic patterns to harden inside otherwise functional companies, often for years before the board treats them as a strategic risk. Susan Hetrick’s work is built around closing that gap. Her book Toxic Organizational Cultures and Leadership (Routledge, 2023) sets out a four-stage account of how cultures degrade and a remediation sequence she calls the RESPECT framework. The book reached the 2024 Business Book Awards shortlist and is now used by HR leaders looking for a structured way to brief their executive committees. She brings 35 years of senior HR practice to the argument, including roles inside the World Bank Group, RBS, HSBC, Aegon, Arab Banking Corporation and Deloitte. Her doctorate in Organisational Psychology is from City University Business School, with academic appointments at Aberdeen, Glasgow, London, Birkbeck and Helsinki School of Economics. Today she runs zuhra consulting, a specialist culture practice, and chairs the boards of Dundee Rep and Scottish Dance Theatre. The combination matters because it gives senior teams a counterpart who has sat in their seat, written the academic case, and is now operating the remedy with paying clients. Key speaking topics Toxic organisational cultures Healthy workplace culture design Leadership behaviour and culture risk Corporate reputation and HR strategy Culture transformation in regulated industries Board oversight of people risk Organisational psychology in practice Ideal for CHROs and senior HR leaders facing engagement, attrition or conduct concerns Boards and audit/risk committees treating culture as a governance risk Executive teams entering or recovering from restructure, acquisition or scandal Regulated sector leadership groups (financial services, professional services, public bodies) Audience outcomes A four-stage diagnostic that lets a leadership team locate where their culture currently sits The RESPECT sequence as a practical guide to leadership behaviours that repair, rather than mask, cultural damage A clearer board-level language for naming culture risk before it becomes legal or reputational exposure A reading of how HR, legal and executive functions need to operate together to prevent toxicity recurring