Economía del Comportamiento

Why organisations work with Nathalie Nahai Her psychological model for how digital persuasion builds or erodes consumer trust is grounded in a decade of published research, not reactions to recent AI headlines, which gives marketing and strategy teams a diagnostic framework rather than a new concern to manage. Business Unusual directly addresses the commercial consequences of values misalignment, applying the frameworks of self-determination theory and eudaimonic consumerism to the question of why consumers switch, stay and trust: with practical implications for brand, marketing and leadership strategy. She co-created TheValuesMap.com with Dr Kiki Leutner of Goldsmiths University, a scientifically grounded instrument that organisations can use to measure and communicate the values they actually hold, converting a strategic abstraction into a usable tool that survives the board conversation. She translates the ethics of AI and persuasive technology into a commercially legible argument that boards can act on, rather than a compliance burden that legal teams manage. Webs of Influence, published by Pearson and translated into seven languages, is used by universities and Fortune 500 companies as a foundational text on digital consumer behaviour, meaning her frameworks are often already the shared language of the audiences she addresses. Biography highlights Author of Webs of Influence: The Psychology of Online Persuasion (Pearson), translated into seven languages and adopted by universities and Fortune 500 companies as a standard text on digital consumer behaviour Author of Business Unusual: Values, Uncertainty and the Psychology of Brand Resilience, with named contributors including Dan Pink, Cindy Gallop and Amy C. Edmondson Co-created TheValuesMap.com (2021) with Dr Kiki Leutner of Goldsmiths University, a scientific values-assessment instrument available to organisations Guest faculty at ELISAVA’s Masters programme in Human Interaction and AI, teaching “Transversal Vision of Artificial Intelligence” Member of the BIMA Human Insights Council, the representative body for digital and tech in the UK Covered in and contributed to the Wall Street Journal, Harvard Business Review, The Atlantic, Forbes, The Guardian and The Telegraph; hosted the Guardian Changing Media Summit Biography Nathalie Nahai coined the term web psychology in 2011, defining it as the empirical study of how online environments influence human attitudes and behaviours. At the time, most organisations had powerful digital tools and no psychological framework for understanding what those tools were doing to the people using them. Her book Webs of Influence (Pearson), translated into seven languages, built that framework into a practical text adopted by universities and Fortune 500 companies as a standard reference on digital consumer behaviour. Her follow-up, Business Unusual: Values, Uncertainty and the Psychology of Brand Resilience, extended the argument into harder commercial territory – specifically, how organisations sustain consumer trust when digital markets, values and expectations all shift at once. The book drew contributions from Dan Pink, Cindy Gallop and Amy C. Edmondson, and applies self-determination theory and eudaimonic consumerism to the practical question of what makes brands resilient rather than brittle. In 2021 she co-created TheValuesMap.com with Dr Kiki Leutner of Goldsmiths University, a scientifically grounded instrument that organisations can use to measure and communicate their actual values. The ability to deploy psychology as a practical tool – not just a conceptual frame – distinguishes her approach from most advisory work in this space. Her analysis has been covered in the Wall Street Journal, Harvard Business Review, The Atlantic, Forbes, The Guardian and The Telegraph. She has lectured at Cambridge, UCL, Lund and Hult business schools and addressed major platforms including SXSW, the Web Summit and the Guardian Changing Media Summit. She serves as guest faculty at ELISAVA’s Masters programme in Human Interaction and AI and is a member of the BIMA Human Insights Council. Key speaking topics Consumer psychology and digital influence Ethics of AI and persuasive technology Values-led brand resilience Human behaviour and digital trust Eudaimonic consumerism and shifting consumer expectations Web psychology and online decision-making Behavioural science applied to marketing and product design Ideal for CMOs and marketing leadership teams navigating the ethics and commercial implications of AI-driven personalisation Boards and senior leadership teams seeking a psychological framework for brand resilience and consumer trust strategy Digital product and technology teams applying persuasive design with ethical accountability Transformation and strategy leads working to align organisational values with commercial outcomes Audience outcomes A working model for understanding how AI and persuasive technology affect consumer trust and decision-making, grounded in published research rather than trend observation Practical application of self-determination theory and eudaimonic consumerism frameworks to brand, marketing and customer experience strategy A diagnostic approach to identifying where persuasive technology is eroding rather than building customer relationships Clarity on the commercial case for values-led strategy, with evidence from consumer behaviour research A set of questions to carry back into product, marketing and leadership conversations about how technology is actually affecting the people it is designed to serve

Why organisations work with Nick Tasler He gives leaders a working model of change, Change, Grow, Win, drawn from five books on decision science and his 2025 book Your Year of Wonders, and tested with senior teams at Microsoft, JPMorgan Chase, 3M, and Accenture. He names the failure mode most change programmes miss: the strongest performers often resist change hardest, recasting fear as a reasoned objection. He calls it FOFO (Fear Of Falling Off), and shows leaders how to read it and reverse it. He reframes resilience itself, arguing that returning to your original form is the wrong goal after a shock. Buyers get a sharper definition of adaptation than the usual “stay strong” message. His ideas are pre-edited for working leaders through Harvard Business Review and Psychology Today, so keynote content arrives tested on the audience it is meant for. He runs Decision Pulse, an assessment platform, so the keynote connects to a diagnostic and a workshop rather than ending at the stage. Biography highlights Organizational psychologist and founder of Decision Pulse, advising senior leaders on change and decision-making. Author of five books, including Your Year of Wonders (2025), which sets out his Change to Grow to Win framework. Leadership columnist for Harvard Business Review; contributor to Psychology Today and Bloomberg BusinessWeek. Former Director of Research and Development at TalentSmart, the source of his first book, The Impulse Factor. Keynote work with Microsoft, JPMorgan Chase, 3M, Accenture, Wells Fargo, Dell, Royal Bank of Canada, the Wharton School, and Yale University. Biography Change programmes stall at the level of individual decisions, not strategy decks. The people who stall them are frequently the strongest performers, the ones with the most to lose, who recast their fear as a reasoned objection to the plan. Most leaders read that as a skills gap and spend on training that was never the problem. Tasler’s name for the fear is FOFO (Fear Of Falling Off), and naming it is half the fix. His wider model, Change, Grow, Win, is set out in his 2025 book Your Year of Wonders and built on four earlier books on decision science, from The Impulse Factor to Ricochet. The throughline across all five: leaders and teams who decide well under uncertainty grow faster than those who wait for clarity. The credentials are operational. He began at Accenture, ran research and development at TalentSmart, the consultancy behind The Impulse Factor, and now writes for Harvard Business Review and Psychology Today, translating decision science for working managers. He has lectured at the Wharton School and Yale. His edge in a crowded change field is the diagnostic posture. Decision Pulse, the consultancy he founded, pairs each keynote with an assessment and a workshop, so a leadership team leaves with specific decisions to make and a way to measure them. The claim a board can act on: resistance from your best people is rarely a capability problem, and it shifts faster than any training budget can. Key speaking topics Leading organisational change The psychology of change resistance Decision-making under uncertainty High-performer engagement through change Behavioural science for leaders Resilience and adaptation Strategy-to-execution Ideal for CEOs and senior leadership teams entering or mid-way through a major transition. CHROs and chief transformation officers responsible for change adoption. Leadership development programmes for high-potential and newly senior managers. Sales and revenue leadership teams whose top performers face new rules or markets. Audience outcomes A shared model, Change, Grow, Win, a team can apply to a change already underway. A way to spot FOFO (Fear Of Falling Off) in their strongest people, and a method to reverse it without a training programme. A sharper definition of resilience, drawn from Ricochet, aimed at adaptation instead of a return to the old form. Specific decisions to make on Monday, attached to the change in front of them.

Why organisations work with Niluka Kavanagh She co-founded KPMG’s Behavioural Science Unit, giving her a practitioner’s understanding of how psychological insight can be embedded in organisational design: not cited in a presentation, but built into real structures inside a global firm. The KPMG FutureThinkers initiative she co-founded, convening speakers from the BBC, HSBC, and others, gives her direct insight into how large organisations signal innovation internally, and where those signals fall short. Through The Modern CEO, her leadership framework for organisations, she takes the multigenerational engagement debate out of HR theory and into the specifics of daily leadership communication, psychological safety, and behavioural design across teams. She has operated inside large organisations and built independent businesses, so she can speak to the intrapreneurship and autonomy conversation from both sides of the corporate boundary. Operating experience across fourteen countries, with a community of more than a thousand independent founders behind her, gives her a working understanding of what trust, engagement, and team performance look like when conventional structures of co-location and hierarchy do not apply. Biography highlights Opened the 2026 Learning Technologies conference programme on the human side of the future of work, at Europe’s largest workplace learning event Co-founded KPMG’s Behavioural Science Unit and the KPMG FutureThinkers initiative during nearly five years as a consultant and project lead at the firm Advised organisations including Mastercard, Tesco, the London Stock Exchange Group, and Lloyds Bank Published in The World Financial Review on the application of behavioural science to customer experience design, and featured in MSN’s “Top 10 Leading Speakers to Follow” (2025) Member of the UN Innovation Network (UNIN) Graduate of the University of Oxford (English, Somerville College) and an Alumni Ambassador for the college; has guest lectured at Trinity College Dublin and the University of Edinburgh Founder of ImagineThat, a global community for entrepreneurs with more than 1,000 members across multiple countries Biography Most organisations still use presence as a proxy for productivity and hierarchy as a proxy for trust. Neither assumption holds for the workforce that is now entering and increasingly leaving corporate life. Niluka Kavanagh’s work sits precisely at that fault line: the widening gap between how organisations are designed and what the people inside them now expect. Her grounding in this is practical. At KPMG, she spent nearly five years consulting for organisations including Mastercard, Tesco, and the London Stock Exchange Group, co-founding both the firm’s Behavioural Science Unit and its FutureThinkers initiative. Both projects were about the same thing: applying psychological and behavioural insight to how organisations lead change, design experiences, and engage the people doing the work. She now takes that thinking to the stage. In 2026 she opened the Learning Technologies conference, Europe’s largest workplace learning event, on the human side of the future of work, and she is a member of the UN Innovation Network. Her writing on behavioural science and customer experience has appeared in The World Financial Review. That work rests on an unusual operating base. Three businesses, fourteen countries of operating experience, and a community of more than a thousand independent founders gave her the empirical foundation for The Modern CEO, a leadership framework focused on engagement, communication, psychological safety, and intrapreneurship across multigenerational teams. She works with senior leaders to move organisations beyond outdated management models towards cultures built on clarity, trust, and sustainable performance. Key speaking topics Future of work and workforce transformation The Modern CEO framework for multigenerational leadership Behavioural science in organisational design Multigenerational leadership and team engagement Intrapreneurship and internal innovation Human-centric leadership and trust structures Leadership communication and psychological safety Ideal for CHROs and people leaders managing generational shifts in workforce expectation and culture CEOs and senior leadership teams seeking to align organisational structure with modern ways of working Transformation leads and change teams working on culture, engagement, and talent retention Professional services and entrepreneurial firms navigating the shift to more autonomous, distributed, or flexible operating models Audience outcomes A working understanding of how generational values are reshaping expectations around autonomy, leadership, and work design, and where the organisational cost is already showing up The Modern CEO framework as a practical model for engagement, intrapreneurship, communication, and psychological safety across multigenerational teams Concrete approaches to unlocking intrapreneurial thinking in teams, drawn from real experience building innovation initiatives inside a global consultancy A clearer sense of how behavioural science applies to culture and leadership challenges beyond the theoretical, grounded in organisational practice Practical questions to apply to their own organisation’s structure, communication norms, and talent strategy

Why organisations work with Ning Zhu A specific thesis on China, not a country briefing. China’s Guaranteed Bubble argues that implicit state support is the load-bearing feature of Chinese growth, and the source of its systemic risk. Audiences leave with a frame they can actually use. One of the few China-economy voices with peer-reviewed standing in the Journal of Finance and Review of Financial Studies, which means his macro reading is built on disciplined empirical work, not commentary. Operating experience inside Lehman Brothers and Nomura in Hong Kong, so the talk is calibrated to how capital allocators and quantitative desks actually think, not to a classroom audience. Behavioural finance fluency that translates into how Chinese retail investors, regulators and state-owned enterprises behave under pressure. This is rare combined with macro authority on the same market. Faculty Fellow status at Yale’s International Center for Finance and senior faculty roles at SAIF and Tsinghua, which gives him standing across Chinese policy circles and Western financial institutions in equal measure. Biography highlights Deputy Dean and Professor of Finance, Shanghai Advanced Institute of Finance (SAIF), Shanghai Jiao Tong University. Faculty Fellow, Yale University International Center for Finance. Author of China’s Guaranteed Bubble (McGraw-Hill), The Investors’ Enemy and The Investors’ Friend. Sun Yefang Financial Innovation Book Award, 2018. Named among Elsevier’s “China’s Most Cited Scholars,” 2022. Former Senior Executive at Lehman Brothers and Nomura Securities, Hong Kong, leading quantitative and portfolio advisory teams. Former tenured Professor of Finance at the University of California (Davis) and Chair Professor at Tsinghua University. Biography China’s economy does not behave like a textbook market. Implicit state guarantees underpin large parts of its credit system, shaping how banks lend, how households save, and how risk migrates into shadow channels. China’s Guaranteed Bubble, published by McGraw-Hill, sets out that argument in detail and is the work that defines Ning Zhu’s public profile. Zhu sits at the intersection of academic finance and operating practice. He is Deputy Dean and Professor of Finance at the Shanghai Advanced Institute of Finance, Shanghai Jiao Tong University, and a Faculty Fellow at the Yale International Center for Finance. His peer-reviewed work has appeared in the Journal of Finance, the Review of Financial Studies and Management Science, with a particular focus on behavioural finance and Chinese capital markets. Before returning to academia full-time, he was a Senior Executive at Lehman Brothers and then Nomura in Hong Kong, where he led quantitative strategy and portfolio advisory teams. That period gives his China commentary a useful directness: he has sat on the desk that has to act on the analysis, not only write it. He has also held tenured and chair appointments at the University of California, Davis and Tsinghua University. His work has been recognised with the Sun Yefang Financial Innovation Book Award, considered one of the highest honours in Chinese economics, and inclusion on Elsevier’s list of China’s most cited scholars. For boards and investors, the value is the combination: a researcher whose behavioural finance training shows him how investors and regulators actually behave, applied to the Chinese system he has studied and worked in for two decades. Key speaking topics China’s macroeconomy and financial system Implicit state guarantees and systemic risk Behavioural finance Shadow banking and credit risk in China Global financial order and capital flows Chinese investor and household behaviour Fiscal sustainability and financial reform Ideal for Boards, CFOs and CIOs with material China exposure assessing systemic risk Investment committees, asset managers and family offices allocating to or away from Chinese assets Banking and financial services leadership teams shaping China strategy Policy and regulatory audiences working on cross-border capital and financial reform Audience outcomes A working model for how implicit state guarantees shape Chinese credit, equity and property markets A clearer view of where systemic risk actually sits inside China’s shadow banking and SOE structures A behavioural finance lens applied to Chinese retail investors and institutional decision-makers A more disciplined reading of Chinese policy signals and what they imply for capital allocation Specific questions a board or investment committee should be asking about its China exposure

Why organisations work with Oliver Burkeman His «efficiency trap» argument; that pursuing greater efficiency increases the demands made on time rather than reducing them, gives leaders a named, evidence-based explanation for why their productivity programmes are making things worse. This is not a motivational reframe; it is a structural diagnosis. Four Thousand Weeks and Meditations for Mortals are already in the hands of senior leaders and knowledge workers. A session with Burkeman builds on a shared conceptual vocabulary rather than introducing one from scratch, which shortens the distance from insight to action. His «imperfectionism» framework, developed in Meditations for Mortals, gives teams a practical operating principle: that meaningful action does not require ideal conditions, and that waiting for control is itself the performance problem. He approaches this as a journalist with fourteen years of empirical investigation into the psychology of time and attention, not as a consultant with a methodology to sell. His arguments are critical rather than prescriptive, which gives them greater durability in boardroom and executive conversations. Two national bestsellers, two TEDx talks, and a decade-long BBC Radio 4 presenting record mean his material has been tested across audiences, formats, and cultures without dilution. Biography highlights Author of Four Thousand Weeks: Time Management for Mortals (2021, Farrar, Straus and Giroux), New York Times and Sunday Times bestseller; named one of the best books of 2021 by the Financial Times, The Times, The Observer, Audible, Time, and Barnes & Noble Author of Meditations for Mortals (2024, Farrar, Straus and Giroux) – national bestseller; introduces his operational philosophy of «imperfectionism» Former staff writer and weekly columnist at The Guardian; «This Column Will Change Your Life» ran for fourteen years (2006–2020) Writing has appeared in the New York Times, Wall Street Journal, Psychologies, and New Philosopher Winner, Foreign Press Association Young Journalist of the Year Award (2002); shortlisted, Orwell Prize (2006); FPA science story of the year (2015) Educated at Christ’s College, Cambridge (BA Social and Political Sciences) Presenter of BBC Radio 4 series including «Oliver Burkeman is Busy» and «Living with the News» TEDx talks: «How to stop fighting against time» (TEDxUniversityofNicosia) and «Why patience is a superpower» (TEDxManchester) Biography Most senior leaders know their organisations are overloaded. Fewer can explain why every investment in productivity appears to make it worse. Oliver Burkeman spent fourteen years as a columnist and journalist at The Guardian investigating exactly this tension, and his conclusion was not a better system, but a structural critique of the system itself. His 2021 New York Times and Sunday Times bestseller, Four Thousand Weeks: Time Management for Mortals names this «the efficiency trap»: the more capacity organisations and individuals create, the more demands expand to fill it. The book argues that the premise of eventually getting on top of everything is not a problem to be solved with better methods, but a structural illusion that drives the overload it promises to end. For leaders navigating performance culture debates, it provides intellectual grounding that goes well beyond the self-help category. His 2024 follow-up, Meditations for Mortals, develops a named operational philosophy, «imperfectionism» as a practical alternative. The argument is not that people should do less, but that taking meaningful action requires abandoning the precondition that conditions be ideal first. This gives teams and their leaders a durable, non-sentimental vocabulary for moving from awareness of overload to genuinely different behaviour. Burkeman trained at Christ’s College, Cambridge, reported from London, Washington, and New York, and was shortlisted for the Orwell Prize. His work has appeared in the New York Times, Wall Street Journal, and New Philosopher, and he presents BBC Radio 4 series alongside his newsletter, The Imperfectionist, which has built a substantial professional following. Key speaking topics Productivity culture and the efficiency trap Time, attention, and human finitude Imperfectionism as an organisational operating philosophy Burnout, overload, and performance culture Meaningful work and prioritisation under constraint The psychology of distraction and focus Patience as a strategic capability Ideal for CHROs and People directors addressing burnout, overload, and performance culture Senior leadership teams reviewing the assumptions underlying their productivity and ways-of-working programmes Conference audiences in knowledge-intensive sectors where attention, prioritisation, and sustainable output are live strategic concerns Boards and executive teams examining the relationship between culture, wellbeing, and long-term organisational performance Audience outcomes A named framework (the efficiency trap) for explaining why productivity investment can increase rather than reduce overload, applicable immediately in leadership conversations Clearer language for the tension between performance expectations and human limits, reducing the vagueness that makes wellbeing conversations difficult to act on Familiarity with «imperfectionism» as a practical operating principle for individuals and teams working under conditions of permanent overload A reframing of prioritisation: not as a time management technique, but as the fundamental capability that determines organisational focus Greater confidence in decisions to stop, delay, or deprioritise – backed by a rigorous philosophical and psychological argument rather than sentiment

Why organisations work with Olivier Sibony He co-authored Noise with Daniel Kahneman and Cass Sunstein, which means a board hears the original behavioural science argument from one of the people who built it, not a secondhand interpretation. Twenty-five years at McKinsey, including running the Global Corporate Strategy Practice, gives him a working vocabulary for the actual decisions executive committees argue about: portfolio bets, M&A, market entry, capital allocation. His framework converts cognitive bias from an interesting concept into a procurement question: what does your decision architecture look like, and which specific traps does it fail to catch. He is one of a small group who can sit in a HEC Paris and Saïd Business School classroom and a CEO’s strategy offsite in the same week, and translate without losing either audience. Biography highlights Co-author of Noise: A Flaw in Human Judgment with Daniel Kahneman and Cass R. Sunstein, New York Times and Sunday Times bestseller Author of You’re About to Make a Terrible Mistake!, winner of the 2019 Manpower Foundation Grand Prize for best management book Professor of Strategy at HEC Paris and Associate Fellow at Saïd Business School, University of Oxford Senior Partner at McKinsey & Company for 25 years, leading the firm’s Corporate Strategy Practice globally Co-author with Daniel Kahneman and Dan Lovallo of “Before You Make That Big Decision,” selected for HBR’s 10 Must Reads on Making Smart Decisions Knight in the French Legion of Honour and recipient of the Vernimmen Teaching Award at HEC Paris Biography Most strategic mistakes do not come from missing information. They come from the way executives process the information they already have. Behavioural strategy is the discipline of catching those errors before they reach the board paper, and Olivier Sibony has spent two decades building the case for treating it as a serious management practice rather than a curiosity. His credentials sit on both sides of the divide that usually separates academics from operators. He spent 25 years at McKinsey & Company, eventually as Senior Partner running the firm’s Global Corporate Strategy Practice and a European leader of the Consumer sector. In 2015 he moved full time into teaching, joining HEC Paris as a Professor of Strategy and taking up an Associate Fellowship at Oxford’s Saïd Business School. The intellectual work shows up most clearly in the books. Noise: A Flaw in Human Judgment, co-authored with Daniel Kahneman and Cass R. Sunstein, became a New York Times and Sunday Times bestseller and reframed an entire category of judgment error that bias literature had ignored. You’re About to Make a Terrible Mistake! won the Manpower Foundation Grand Prize and turned the academic case into 40 specific techniques executives can use. Earlier, his Harvard Business Review article with Kahneman and Dan Lovallo, “Before You Make That Big Decision,” was selected for HBR’s 10 Must Reads on Making Smart Decisions. What makes him useful in a room full of operators is the McKinsey vocabulary underneath the behavioural science. He talks about decision architecture the way other people talk about org design: as something you build deliberately, audit regularly, and rebuild when it stops catching the errors it was meant to catch. Key speaking topics Behavioural strategy and decision quality Cognitive bias in executive judgment Noise and inconsistency in organisational decisions Decision architecture in senior teams Strategic choice under uncertainty Algorithms, AI, and the limits of human intuition Diversity and personnel decision-making Ideal for CEOs, executive committees, and boards reviewing how major capital allocation and strategy decisions get made Chief Strategy Officers and corporate development teams running M&A, portfolio, and market-entry processes CHROs and senior HR leaders responsible for hiring, performance review, and promotion systems where noise quietly distorts outcomes Investment committees and risk leadership teams whose decisions repeat under uncertainty Audience outcomes A clearer view of where their own decision processes are most exposed to bias and noise A vocabulary to challenge confident recommendations without attacking the people making them Specific techniques for building dissent, structured disagreement, and pre-mortems into existing governance A framework for deciding when to trust judgment, when to trust data, and when to trust an algorithm A sharper sense of which decisions deserve the heaviest process and which do not

Why organisations work with Paco Underhill He invented the methodology behind modern in-store consumer research. Envirosell’s video-tracking and observational fieldwork, built up over four decades, is the empirical foundation that most behavioural retail consulting now borrows from. His client base is the proof point. Envirosell has worked with more than a third of the Fortune 100 across 50-plus countries, on stores, banks, restaurants, malls, and digital interfaces. Why We Buy: The Science of Shopping is taught in MBA and design programmes globally and has been published in 27 languages, giving him a shared vocabulary with the buyers in the room. Malcolm Gladwell’s 1996 New Yorker profile “The Science of Shopping” turned Underhill’s work into one of the most reprinted pieces the magazine has ever run, anchoring his standing as the named figure in the field. He works in concrete categories, food and beverage, beauty, telecoms, fashion, supermarkets, malls, financial branches, not abstract retail strategy, which is what category leaders actually need. Biography highlights Founder and former CEO of Envirosell Inc., the behavioural research and consultancy firm he established in 1986 Author of four Simon & Schuster titles: Why We Buy, Call of the Mall, What Women Want, and How We Eat Why We Buy published in 27 languages and used in MBA and design school curricula worldwide Subject of Malcolm Gladwell’s 1996 New Yorker profile “The Science of Shopping” Vassar College graduate; also studied at Columbia University and Ewha University, Seoul; former adjunct instructor in the doctoral programme in Environmental Psychology at City University of New York Owner of Peckshee LLC; columnist for Design: Retail and The Robin Report Biography In 1986, almost no one was studying what customers actually did inside a store. Marketers had surveys, retailers had sales data, and architects had floor plans, but no one had a continuous record of human behaviour at the shelf. Envirosell, founded in New York that year, was built to fix that. Paco Underhill borrowed the basic premise of environmental psychology, that surroundings shape behaviour, and turned it into a fieldwork practice using video cameras, trained observers, and large-sample tracking inside live commercial space. The output, after four decades, is a body of work that consumer brands and retailers across more than 50 countries have used to redesign stores, formats, packaging, and service flow. Envirosell’s client list spans more than a third of the Fortune 100. The categories range from grocery and food service to beauty, fashion, financial branches, telecoms, and malls. Underhill’s books, published by Simon & Schuster, took that work into the public domain. Why We Buy: The Science of Shopping has appeared in 27 languages and is taught in MBA and design schools globally. Call of the Mall, What Women Want, and 2022’s How We Eat extended the method into specific commercial terrains. The work earned wider recognition through Malcolm Gladwell’s 1996 New Yorker profile, “The Science of Shopping,” one of the most reprinted articles in the magazine’s history. It introduced ideas that have since become standard vocabulary in retail design: the decompression zone at a store entrance, the butt-brush effect, the way physical adjacency shapes purchase decisions. Underhill’s role in this is specific. He is the figure most consistently named when the field is described. He stepped back as CEO of Envirosell in 2020 and now advises through Peckshee LLC. The intellectual position has not changed. Stores, malls, food retail, and the consumer-facing parts of banking and telecoms remain the terrain, and direct observation of behaviour remains the method. Key speaking topics The science of shopping and retail psychology Consumer behaviour in physical and digital commercial environments Food, beverage, and grocery retail transformation Female-friendly markets and the rise of women as commercial decision-makers The future of malls, high streets, and retail real estate Brand experience at the point of purchase Cross-market retail trends from 50-plus countries Ideal for Chief marketing officers, chief customer officers, and brand leaders inside consumer-facing businesses Retail and merchandising leadership inside grocery, food service, beauty, fashion, and electronics Real estate, mall, and property executives planning the next generation of commercial space Boards and leadership teams of consumer banks, telecoms, and service businesses with branch or storefront networks Audience outcomes A clearer read on how customers actually behave inside their own stores, sites, and branches Specific levers, layout, adjacency, signage, dwell time, that move conversion and basket size A grounded view of how food, beauty, fashion, and grocery retail are shifting across markets A practical sense of where female consumers are reshaping product, format, and service design An external reference point for internal debates on store closures, format changes, and digital integration

Why organisations work with Paolo Surico He has shown, using household and firm micro-data, that most of the consumption response to interest rates comes from mortgaged households, which is the single most useful framing for any business modelling consumer demand under a rate cycle. His American Economic Review paper on the long-run effects of government spending was cited in the UK Chancellor’s Spring Statement, which is rare evidence that academic work has moved actual fiscal policy. His advisory portfolio with the Bank of England, European Central Bank, European Commission, and Financial Conduct Authority means he reads central bank communications from the inside, not as a commentator. His ESRC GBP 1 million grant and ERC Starting Grant put him in the top tier of European macroeconomists by independent funder validation. He translates technical macro into language a non-economist board can use, which is the reason financial services and professional services firms book him repeatedly. Biography highlights Professor of Economics, London Business School Fellow of the Centre for Economic Policy Research; Research Associate, LSE Centre for Macroeconomics Co-author, “The Long-Run Effects of Government Spending,” American Economic Review (2025), cited in the UK Chancellor’s Spring Statement Awarded a GBP 1 million ESRC grant for “Long-Run Consequences of Business-Cycle Fluctuations”; recipient of an ERC Starting Grant Former Adviser to the Bank of England’s Monetary Policy Committee; consultant to the European Central Bank, European Commission, and Financial Conduct Authority Regular contributor and commentator in the Financial Times, The Economist, Il Sole 24 Ore, and Corriere della Sera Biography Most macroeconomic commentary stops at the aggregate. Surico’s work begins where it usually ends: with the household and the firm. Using micro-data from the US and UK, he has shown that mortgaged households drive most of the consumption response to interest rate changes, while outright owners barely move at all. That finding has reframed how central banks think about transmission, and it gives commercial leaders something more useful than a forecast. His 2025 American Economic Review paper with Juan Antolin-Diaz, “The Long-Run Effects of Government Spending,” used 125 years of US data to show that military and public R&D spending produce large, persistent growth effects through their composition, not their size. The paper was cited in the UK Chancellor’s Spring Statement, which is an unusually direct line between academic research and fiscal policy. The credentials are substantial. Fellow of CEPR, Research Associate at the LSE Centre for Macroeconomics, former Adviser to the Bank of England’s Monetary Policy Committee, current consultant to the European Central Bank and European Commission. A GBP 1 million ESRC grant and an ERC Starting Grant sit behind the academic record. He writes regularly for the Financial Times, The Economist, and the major Italian financial press. What sets him apart for boardroom audiences is the bridge he builds between empirical macro and decisions a leadership team has to make this quarter. When he talks about household debt, demographic change, or the redistributive effects of monetary policy, the argument lands in concrete terms that a CFO, a head of strategy, or a wealth-management chief can act on. Key speaking topics Monetary policy transmission and household debt Public debt sustainability and fiscal outlook Government spending, innovation, and long-run growth Inequality and the macroeconomy Housing, credit, and financial markets Demographic change and macroeconomic policy Ideal for CFO, treasury, and finance leadership teams in financial services, asset management, and insurance Boards and executive committees stress-testing strategy against rate, fiscal, and policy scenarios Wealth and private banking client events where senior clients want substantive macro analysis Strategy and economic-policy functions in industrials, real estate, and consumer-facing sectors Audience outcomes A clearer view of how rate decisions actually move through mortgaged households, renters, and balance sheets, rather than aggregate models A framework for reading central bank communications from the inside of the policy process Specific implications of public debt and government spending trajectories for medium-term growth and capital allocation A grounded read on inequality as a macroeconomic amplifier, not a social commentary point

Why organisations work with Patrick Renvoise A tested, codified persuasion framework. NeuroMap® is a four-step model SalesBrain has applied in client engagements since 2002, turning cognitive science research into specific decisions about messaging and value proposition design. Co-author of two of the earliest commercial books on neuromarketing. The Persuasion Code (Wiley, 2018) received an Axiom Business Book Award and builds directly on the work of Nobel laureates Daniel Kahneman and Richard Thaler. Authority earned in enterprise sales before brain science. He sold multi-million-dollar supercomputers at Silicon Graphics and LinuxCare to clients including NASA, Boeing, Airbus and Shell. The framework is shaped by what closes deals in real B2B selling. Recognition from named bodies that buyers respect: an American Marketing Association Next Big Thing in Marketing award (2009) and three Advertising Research Foundation Innovation in Research Awards (2011, 2014, 2015). Trained more than 100,000 executives across 24 nationalities at companies including PayPal, Microsoft, Hitachi, Siemens and GE, giving sales and marketing teams a shared scientific language for messaging decisions. Biography highlights Co-founder and Chief Neuromarketing Officer of SalesBrain, the first dedicated neuromarketing agency, founded in 2002. Developer of NeuroMap®, a four-step persuasion framework used in SalesBrain’s advisory and training programmes. Co-author of The Persuasion Code: How Neuromarketing Can Help You Persuade Anyone, Anywhere, Anytime (Wiley, 2018) and Neuromarketing: Understanding the Buy Button in Your Customer’s Brain (2007). Recipient of the American Marketing Association “Next Big Thing in Marketing” award (2009), three Advertising Research Foundation Innovation in Research Awards (2011, 2014, 2015), and a Vistage “Above and Beyond” speaker award (2008). Former senior business development executive at Silicon Graphics and LinuxCare, where he sold multi-million-dollar supercomputers to NASA, Boeing, Shell, Airbus, BMW and Canon. TEDxBend speaker (“Is There a Buy Button Inside the Brain?”) and trainer of more than 100,000 executives at companies including PayPal, Microsoft, Hitachi, Siemens, Facebook and GE. Biography In 2002, the discipline of neuromarketing did not exist as a commercial practice. Patrick Renvoise and Dr. Christophe Morin co-founded SalesBrain that year to build it. Their premise was that two decades of cognitive science research could be translated into a working method for sales and marketing teams whose campaigns were not delivering. Most marketing assumes buyers can articulate what they want. Two decades of brain research suggest otherwise. The bulk of purchasing decisions are made by what Daniel Kahneman called System 1, the part of the brain that does not respond to logical argument or feature lists. SalesBrain’s NeuroMap® is a four-step framework. The steps are diagnose the pain, differentiate the claims, demonstrate the gain and address the primal brain. It translates cognitive science into specific decisions about messaging and value proposition design. Renvoise’s path to brain science came through enterprise sales. At Silicon Graphics and LinuxCare he sold multi-million-dollar supercomputers to NASA, Boeing, Shell, Airbus, BMW and Canon. After watching what worked and what did not in those rooms, he spent two years researching how the brain processes commercial messages. The result was published in 2007 as Neuromarketing: Understanding the Buy Button in Your Customer’s Brain. The expanded second book, The Persuasion Code, followed in 2018 from Wiley, building directly on the System 1 and System 2 work of Daniel Kahneman and Richard Thaler. The methodology has earned recognition from named bodies that buyers respect. The American Marketing Association named NeuroMap its Next Big Thing in Marketing in 2009. The Advertising Research Foundation followed with three Innovation in Research Awards. The Persuasion Code received an Axiom Business Book Award. SalesBrain has now trained more than 100,000 executives across 24 nationalities at companies including PayPal, Microsoft, Siemens, Hitachi, Facebook, GE and Airbus. Key speaking topics Neuromarketing The science of persuasion Sales messaging and value proposition design Brain science applied to decision-making Marketing strategy and effectiveness Complex B2B and enterprise sales Customer communication and influence Ideal for Chief Marketing Officers and Chief Revenue Officers accountable for marketing and sales return. Sales leaders and B2B teams selling complex or high-value solutions where messaging is a competitive differentiator. Marketing and brand teams responsible for messaging, value proposition and campaign performance. Founder-led companies whose growth depends on the persuasiveness of their commercial communication. Audience outcomes The six stimuli that trigger the brain’s primal decision-making system, and why most traditional messaging fails to reach it. The four steps of NeuroMap®, applied to their own messaging during the session. A clearer view of why customer surveys produce misleading data, and what to use instead. Specific changes to make to current marketing materials and sales conversations.

Why organisations work with Paul Gibbons His Adaptive Adoption model – a seven-pillar behavioral science framework for AI adoption – and its companion diagnostic, the Adaptive Adoption Maturity Index (AAMI), give leaders a structured tool for assessing and addressing the human conditions that determine whether an AI investment delivers returns or stalls. This kind of named, built IP is rare in this topic area. «The Science of Organizational Change» is cited by Google’s change team and Microsoft’s internal culture group as having reoriented how they approach transformation: an unusual form of verification that the intellectual framework holds up under real operational pressure, not just in consulting engagements. He will tell an organisation what is wrong with its change thinking. The Chairman of KPMG described the experience as hearing «what we needed to hear, not what we wanted to hear», a quality that becomes valuable when senior leaders have quietly invested in approaches that are not working. His practitioner career spans founding one of Europe’s leading leadership consulting firms (Future Considerations), serving as Partner at IBM Consulting, and developing change management methodology in PwC’s Strategy, Innovation and Change practice, meaning the frameworks have been stress-tested in exactly the large, complex organisations that attend senior leadership events. His academic breadth spanning neurochemistry, economics, neuroscience, philosophy, and behavioral science – allows him to draw on disciplines rarely applied to organizational transformation, and to name and debunk the pseudoscience that fills a field where, as Stanford’s Jeffrey Pfeffer has noted publicly, charlatanism is common. Biography highlights Founder and CEO of Future Considerations (2001), one of Europe’s leading leadership and culture change consulting firms, with named clients including Shell, BP, HSBC, Barclays, and KPMG Former Partner at IBM Consulting (Talent and Transformation); former senior strategist at PwC’s Strategy, Innovation and Change practice, where he developed its change management and corporate transformation methodologies Author of eight books including «The Science of Organizational Change» – named among the top change management texts of all time – and «Adopting AI: The People-First Approach» (2025) Ranked #5 globally in organizational culture change by Global Gurus; named among the top 52 globally in AI in 2026 (London Speaker Bureau) Fellow of the Royal Society of Arts (FRSA); Adjunct Professor of Business Ethics at the University of Denver (2015-2018); member of the American Philosophical Association and the U.S. Academy of Management Council Writing featured in The Wall Street Journal, The Financial Times, and The Guardian; endorsed by Jeffrey Pfeffer (Stanford Business School) and Simon Collins (Chairman, KPMG) Biography Most organisations know their AI and transformation investments are underperforming. The harder question is why and the honest answer, in most cases, is that the behavioural and cultural architecture of the organisation was never redesigned alongside the technology. Paul Gibbons has spent three decades building the evidence base that explains this failure, and the frameworks that help leaders act on it. His intellectual contribution begins with a provocation. In «The Science of Organizational Change,» Gibbons argues that most change management frameworks are built on myth and untested pop psychology, and replaces them with approaches grounded in behavioural economics, neuroscience, and complexity theory. Google’s change team and Microsoft’s internal culture group both credited the book with reorienting how they approach transformation. Jeffrey Pfeffer of Stanford Business School praised his work for bringing scientific rigour to what he described as a field riddled with pseudoscience. That critique evolved into a constructive framework for the AI era. His Adaptive Adoption model, a seven-pillar approach grounded in behavioral science, offers leaders a structured alternative to applying conventional change management to AI transformation. Its companion diagnostic, the Adaptive Adoption Maturity Index, helps organisations assess where they actually stand. The model draws on three decades of board and C-suite advisory work, including founding Future Considerations, one of Europe’s leading leadership consulting firms, serving as Partner at IBM Consulting, and developing change methodology in PwC’s Strategy, Innovation and Change practice. Gibbons is a Fellow of the Royal Society of Arts and is ranked among the top five globally in organizational culture change by Global Gurus, and among the top 52 globally in AI in 2026. He has taught business ethics and leadership at the University of Denver, serves on the board of Denver’s Institute for Enterprise Ethics, and hosts the Think Bigger Think Better podcast, which explores the intersection of AI, behavioral science, and organizational leadership. Key speaking topics Behavioral science and organizational change AI adoption and workforce transformation Culture change and behavior design Change management myths and evidence-based practice AI ethics and organizational governance Leadership in complex and uncertain environments The future of work and human-machine collaboration Ideal for CHROs and people transformation leaders navigating technology-driven organizational change Boards and C-suite leaders making AI adoption and governance decisions Organizational development and change management practitioners Digital and technology transformation leaders in large, complex organizations Audience outcomes A clear framework for understanding why culture change and AI adoption efforts typically fail, grounded in behavioral science rather than convention Practical tools for diagnosing where behavioral and cultural gaps are undermining technology investments A more rigorous basis for evaluating AI adoption strategies and distinguishing credible signals from market noise Language and framing for board and C-suite conversations about the organizational conditions required for successful transformation Familiarity with the Adaptive Adoption framework and Adaptive Adoption Maturity Index as structured, evidence-based alternatives to conventional change management applied to AI

Why organisations work with Peter Field His IPA Effectiveness Databank analysis – spanning over 1,000 campaigns, 80+ categories, and 30 years – gives senior marketers an empirical base for budget decisions that no internal dataset can match in scale or authority. The 60:40 principle he co-established with Les Binet is now the dominant reference point for CMO-level investment decisions globally; organisations use it to resist short-term pressure from finance and hold the case for brand building with the board. His 2019 Crisis in Creative Effectiveness report – showing that creatively-awarded campaigns had lost their effectiveness advantage entirely due to short-termism – gives marketing leaders the evidence to argue for sustained creative investment rather than disposable activation. The Creative Effectiveness Ladder, co-developed with James Hurman for Cannes Lions and WARC, gives organisations a practical evaluation tool for assessing the long-term ambition of creative work before it runs. His extension of effectiveness principles into B2B – The Five Principles of Growth in B2B Marketing – fills an empirical gap that most B2B marketing leaders have had to navigate without equivalent guidance. Biography highlights Cambridge graduate; 15 years as a strategic planner at advertising agencies including BMP (later part of the DDB network) Co-author with Les Binet of the IPA Effectiveness Databank series: Marketing in the Era of Accountability (2007), The Long & The Short of It (2013), Media in Focus (2017), Effectiveness in Context (2018) Author of The Crisis in Creative Effectiveness (IPA, 2019) – analysing 24 years of data on the declining relationship between creative awards and business outcomes Co-author with James Hurman of The Effectiveness Code (Cannes Lions/WARC, 2020), which produced the Creative Effectiveness Ladder framework Honorary Fellow of the UK Institute of Practitioners in Advertising Regular keynote speaker at the Cannes Lions Festival of Creativity, IPA EffWeek, and WARC Sessions Biography Marketing measurement has a structural flaw: the channels easiest to measure in real time are the ones least suited to building durable growth. Peter Field has spent 25 years making that argument with evidence – the IPA Effectiveness Databank, a repository of independently verified advertising effectiveness data spanning more than three decades. With Les Binet, Field co-authored the series of IPA Effectiveness Databank reports that set the empirical terms for decisions about budget allocation, media strategy, and creative investment. The Long and the Short of It (2013) established the 60:40 principle: most organisations systematically under-invest in brand building relative to short-term activation. Long-term emotional campaigns, the data showed, generate roughly double the profit of short-term approaches. The series has been cited in over 70 international academic publications and textbooks. Field’s solo research extended these findings into the relationship between creativity and effectiveness. The Crisis in Creative Effectiveness (IPA, 2019) revealed that creatively-awarded campaigns had become no more effective than non-awarded ones – the first time in 24 years of data – driven by the industry’s shift toward short-term activation work. His co-authored Creative Effectiveness Ladder, developed with James Hurman for Cannes Lions and WARC, provides a practical framework for evaluating the long-term ambition of creative work before it runs. A Cambridge graduate and former strategic planner at BMP, Field is an Honorary Fellow of the UK Institute of Practitioners in Advertising. His research has been presented at Cannes Lions, WARC Sessions, and IPA EffWeek, and has shaped how CMOs, CFOs, and boards across the world evaluate the returns on marketing investment. Key speaking topics Marketing effectiveness and budget allocation Long-term brand building vs. short-term sales activation Creative effectiveness and the business case for creativity Measurement, metrics, and the limits of digital attribution Brand growth and pricing power B2B marketing effectiveness Evidence-based commercial strategy Ideal for CMOs and senior marketing leaders under short-term commercial pressure from CFOs or boards CFOs and CEOs seeking an empirical framework for evaluating marketing investment decisions Brand and creative strategy leads making the case for long-term creative ambition internally B2B marketing directors who have lacked an effectiveness evidence base equivalent to B2C Audience outcomes A clear, evidence-based framework for allocating budget between brand building and short-term activation – grounded in 30+ years of campaign data A working understanding of why short-term digital metrics can systematically mislead commercial decision-making The analytical language to present the commercial case for brand investment to a CFO or board Practical criteria for evaluating whether a creative strategy is built for long-term effectiveness or short-term efficiency Awareness of how the Five Principles of Growth in B2B Marketing translate consumer effectiveness evidence into B2B strategy

Why organisations work with Philip Hesketh A behavioural framework, the Seven Drivers of Motivation, published by Wiley and built specifically for sales, pricing, and client conversations, not generic influence theory. Direct operator credibility: he ran a 150-person advertising agency with clients including the BBC, Nestle, Disney, and HSBC, so the case studies come from his own P&L. A specific, repeatable answer to the pricing question. His “How to hold high prices and fees” session is built around what makes buyers concede on value rather than discount. Two Amazon number-one books on persuasion, giving the speaker a public reference point the audience can revisit, share with their teams, and use as a working text. Biography highlights Founder and managing partner of Advertising Principles, Leeds, grown over 17 years to £48m in billings with 150 staff and clients including the BBC, Nestle, Disney, and HSBC. Author of two Amazon UK number-one bestsellers on persuasion, “How to Persuade and Influence People” and “Persuade”, both published by Capstone/Wiley, and a third book, “The Golden Rules for a Happy Life”. Psychology graduate of Newcastle University and former Procter & Gamble salesperson, named P&G Salesman of the Year. Vistage UK “Outstanding Performer” and “Most Requested Speaker”; TEC Australia “Overseas Speaker of the Year” 2009. Visiting Fellow of Newcastle University. Has delivered keynote and training programmes for sales, professional services, and leadership audiences across more than 20 countries. Biography Most pricing pressure does not come from competitors. It comes from how sales and account teams handle the conversation when a client pushes back. The behavioural science of why people say yes, why they concede on value, and why they stay loyal sits at the heart of that conversation, and it is the territory Philip Hesketh has worked in for two decades. Hesketh is a Newcastle University psychology graduate who started in sales at Procter & Gamble, where he was named Salesman of the Year. In 1986 he founded Advertising Principles in Leeds and built it over 17 years into a £48m agency with 150 staff and clients such as the BBC, Nestle, Disney, and HSBC. The frameworks he now teaches were developed inside that business, not bolted on afterwards. His two Wiley books, “How to Persuade and Influence People” and “Persuade”, set out the Seven Drivers of Motivation: a working model of what moves buyers, decision-makers, and colleagues to act. Both reached number one on Amazon UK in their categories. The model is built for commercial use, with direct application to pricing, negotiation, and client relationship work. Vistage UK named him “Outstanding Performer” and “Most Requested Speaker”; TEC Australia named him “Overseas Speaker of the Year”. Beyond the awards, the practical proof is repetition: chief executive groups book him back, which only happens when the content moves the conversations leaders are actually having about value, fees, and customers. Key speaking topics Psychology of persuasion and influence Pricing and value negotiation Client acquisition and retention Sales performance and conversion Behavioural drivers of buyer decisions Customer experience and loyalty Ideal for CCOs, sales directors, and revenue leaders facing margin compression Professional services partners and client-facing leaders in agencies, law, accountancy, and consulting Account management and key client teams in B2B environments Leadership audiences at Vistage, YPO, EO, and similar peer-group settings Audience outcomes A working vocabulary for the seven psychological drivers behind buyer decisions Specific techniques for holding price and defending fees in negotiation A sharper read on why clients defect, and what conversations keep them Practical questions and conversational moves teams can put to work the next day A clearer separation between price objections that are real and price objections that are tested