Innovación y disrupción

Why organisations work with James Henderson He treats strategy as a sequence of staged commitments, not a single plan, which is what boards facing capital decisions in volatile sectors actually need. His teaching draws on more than 50 published case studies built with named companies, so the room is working with operating examples, not abstractions. He has run IMD’s Strategic Partnerships and Leading Sustainable Business Transformation programs, giving him a working view of how ecosystems and sustainability commitments are reshaping competitive strategy. As a former Dean of Programs and Innovation at IMD, he has built and led large executive programs himself, which translates into sessions designed for senior decision-makers rather than classroom delivery. Biography highlights Professor of Strategic Management, IMD Lausanne, since 2006. Program Director of IMD’s Strategic Partnerships course; Co-Director of Leading Sustainable Business Transformation. Former Dean of Programs and Innovation at IMD (2012 to 2016); launched the Global Leadership in the Cloud online portfolio. Co-edited Restructuring Strategy (Strategic Management Society, 2005); editorial board, Strategic Management Journal. EFMD Excellence in Practice Gold Award (2018); Academy of Management Carolyn Dexter Award (2009); ECCH Best Selling Case in Europe. PhD, INSEAD; MBA, Ivey School of Business; BA Economics, University of Western Ontario. Biography Strategy textbooks describe choices that have already been made. The harder work is the period before, when leaders must commit capital, build partnerships and reshape portfolios while the underlying competitive logic is still moving. That is the territory Henderson has spent twenty years teaching at IMD. He treats strategy as a discipline of staged commitment. Where many frameworks assume a stable view of advantage, his work focuses on options-based investment, corporate venturing, and the timing of moves into new positions. The argument is that senior teams overestimate the cost of acting early and underestimate the cost of waiting for clarity that does not arrive. That work is grounded in operating cases. Henderson has developed more than 50 published case studies, including the Heineken Buckler Beer case that became ECCH’s best-selling case in Europe. He co-edited the Strategic Management Society’s Restructuring Strategy and sits on the editorial board of the Strategic Management Journal, the field’s flagship journal. Inside IMD he has carried operating responsibility as well as faculty responsibility. As Dean of Programs and Innovation he launched the school’s Global Leadership in the Cloud online portfolio. He directs the Strategic Partnerships course and co-directs Leading Sustainable Business Transformation, two of IMD’s anchor programs on how ecosystems and sustainability are reshaping commercial strategy. Key speaking topics Strategy under uncertainty Strategic agility and options-based investment Corporate strategy and portfolio decisions Strategic partnerships and ecosystems Strategy execution Sustainable business transformation Corporate entrepreneurship and new growth platforms Ideal for Boards and executive committees facing capital allocation decisions in volatile or transitioning markets. CSOs, heads of corporate development and strategy teams running portfolio and partnership reviews. CEOs and senior leadership teams working through sustainable business transformation. Senior leadership programs and offsite agendas focused on commitment and execution under uncertainty. Audience outcomes A working vocabulary for staging strategic commitments rather than treating strategy as a single decision. A sharper read of when to invest early, when to hold optionality, and when waiting becomes the costlier choice. Operating examples from named companies that map onto the audience’s own portfolio and partnership questions. A view of how ecosystem and sustainability pressures are restructuring competitive advantage in capital-intensive industries.

Why organisations work with James Poulter Operator credibility. He built and sold a voice AI company (Vixen Labs to House 337, 2023) before becoming a speaker. The frameworks come from running the work, not commenting on it. A named implementation model. The AI Nervous System framework, published in AI @ Work (Bloomsbury, 2026), gives leadership teams a structure for embedding AI across functions rather than treating it as a tools procurement question. Inside view of how a global brand actually adopts emerging tech. As Head of Emerging Platforms at LEGO, he led LEGO Life and the GIPHY partnership at consumer scale, so the case material is concrete. Comfortable with the ethics conversation without losing the commercial argument. He has advised the Church of England Digital Board alongside corporate clients, which signals range when the AI question shifts from productivity to governance. Biography highlights Founder and former CEO of Vixen Labs, acquired by House 337 in December 2023. Founder of ThreePoint Labs; Head of AI at Dunham & Company, Dallas. Former Head of Emerging Platforms, The LEGO Group, leading LEGO Life and the LEGO GIPHY channel. Author of AI @ Work: Rewire your team and yourself for the AI Revolution (Bloomsbury, August 2026). Advisor to the Church of England Digital Board; board roles with Christian Aid and Raiser. Client and advisory work cited with Amazon, Verizon, Bosch and Universal Music. Biography The hard part of corporate AI is rarely the model. It is what happens once a leadership team agrees to use one. Procurement, legal, brand, product, and people functions each have a stake, and most organisations have no shared structure for resolving the trade-offs between them. This is the territory James Poulter has worked in for the past decade. At The LEGO Group, as Head of Emerging Platforms, he led LEGO Life and managed the brand’s GIPHY partnership, learning at consumer scale how a heritage business absorbs new technology without breaking its existing one. He then founded Vixen Labs, a UK voice and conversational AI consultancy, scaled it through the pandemic, and sold it to House 337 in December 2023. His current work sits inside that operator lineage. Through ThreePoint Labs and as Head of AI at Dallas-based Dunham & Company, he advises leadership teams on how to move from isolated AI pilots to a coherent operating capability. His forthcoming book, AI @ Work: Rewire your team and yourself for the AI Revolution (Bloomsbury, August 2026), sets out the AI Nervous System framework, a model for connecting model choice, team design, ethics, and decision rights across the business. The client list spans Amazon, Verizon, Bosch and Universal Music, alongside advisory work with the Church of England Digital Board. The range matters: Poulter is comfortable when the conversation is about productivity gains, and equally comfortable when it shifts to governance, values, and what an organisation should refuse to automate. Key speaking topics AI implementation across the enterprise The AI Nervous System framework Conversational and voice AI in commercial strategy AI ethics and responsible deployment Innovation culture inside established organisations The future of work in an AI-native business Emerging platforms and consumer technology adoption Ideal for CEOs and executive teams sponsoring an enterprise AI agenda CTOs, CIOs and Chief AI Officers moving from pilots to operating capability CHROs and people leaders redesigning teams around AI capability Boards and advisory groups grappling with AI ethics and governance Audience outcomes A structured way to assess where their organisation actually is on AI adoption, rather than where the vendor deck claims it is A working vocabulary for the AI Nervous System framework and how its components map to real decisions Worked examples from LEGO, Vixen Labs and named enterprise clients, not generic case studies A clearer position on the ethics calls leadership has to own rather than delegate to a working group

Why organisations work with James Taylor A named, published model. The Eight Ps of SuperCreativity (Purpose, Personality, Practice, People, Process, Place, Product, Persuasion) gives leadership teams a common language for a problem most companies still discuss in abstractions. Field-tested with the buyers he is pitching to. Apple, Cisco, Deloitte, EY, Visa, IBM, McDonald’s, Sony and Johnson and Johnson have used his work with their teams, so the credibility problem is solved before the conversation starts. Primary research, not curation. Through the SuperCreativity Podcast he has interviewed hundreds of founders, researchers and creative directors, which gives his keynotes specific stories that bureau-written talks on AI cannot match. A Fellow of the Royal Society of Arts with a TED talk on augmenting human creativity, which signals institutional seriousness for boards that want more than a futurist pitch. Works in partnership as The Ethical Futurists with Alison Burns when briefs require joint treatment of AI, sustainability and ethical business practice. Biography highlights Author, SuperCreativity: Accelerating Innovation in the Age of Artificial Intelligence (Sirmione Publishing, 2026). Fellow of the Royal Society of Arts (FRSA); MBA. TED speaker: SuperCreativity, Augmenting Human Creativity in the Age of AI. Host, SuperCreativity Podcast, featuring interviews with creative leaders, founders and AI researchers. Advisory and keynote client roster includes Apple, Cisco, Deloitte, EY, Visa, IBM, McDonald’s, Sony, Mercedes-Benz and Johnson and Johnson. Co-founder of The Ethical Futurists with Alison Burns, focused on sustainability, ethics and future of work. Biography The conversation in most boardrooms has moved on from whether to adopt AI to whether AI is producing anything genuinely new. Productivity gains are easier to claim than originality, and executives now want to understand what separates teams that use AI to compress existing work from teams that use it to generate ideas their competitors have not yet considered. That is the question Taylor has built his practice around. His book SuperCreativity, published by Sirmione Publishing in 2026, argues that the age of the lone genius is over and that creative advantage now belongs to leaders who can orchestrate collaboration between humans and machines. The Eight Ps framework at the centre of the book (Purpose, Personality, Practice, People, Process, Place, Product, Persuasion) is how he translates the argument into something a leadership team can act on. The evidence base is unusually direct. Through the SuperCreativity Podcast he has run long-form interviews with founders, researchers, and creative directors across Silicon Valley and beyond, building a library of primary material on how creative work is actually being done under AI conditions. That research feeds keynotes for Apple, Cisco, Deloitte, EY, Visa, IBM, McDonald’s, Sony, Mercedes-Benz and Johnson and Johnson. He is a Fellow of the Royal Society of Arts, holds an MBA, and has delivered a TED talk on augmenting human creativity in the age of AI. With Alison Burns he also runs The Ethical Futurists, a dedicated partnership for briefs that sit at the intersection of AI, sustainability and corporate ethics. Key speaking topics Human-AI creative collaboration Innovation capability and the Eight Ps of SuperCreativity Creative leadership in AI-enabled organisations Applied artificial intelligence for business teams Ethics and responsibility in AI adoption Future of work and creative skills Ideal for C-suite and board sessions weighing the strategic return on AI investment beyond productivity Chief Innovation Officers, CTOs and transformation leads responsible for integrating AI into existing teams Leadership offsites for creative, marketing, product and R and D functions Industry conferences on AI, innovation and the future of work Audience outcomes A shared framework, the Eight Ps of SuperCreativity, that leadership teams can carry back into their own planning A clearer view of where AI augments human judgement and where it dilutes it Specific examples of how large organisations are using AI to raise creative output, not just operational speed A starting position on the ethical questions that follow any serious AI rollout Prompts for how to redesign roles, teams and workflows around human-AI collaboration

Why organisations work with James Woudhuysen He treats forecasting as a discipline, not a performance. His work is built on decades of market intelligence at Philips and Seymour Powell, which gives his calls on technology and consumer behaviour a base of operating evidence rather than commentary. He argues against received wisdom on energy, climate and innovation in print, repeatedly. For boards reviewing capital allocation in those areas, that contrarian record is the value, not a stylistic feature. He covers innovation across energy, IT, construction, transport and the office in a single frame. That breadth lets him explain why an emerging technology will or will not change a sector, drawing on adjacent precedents most specialists miss. He writes and lectures with named sources and statistics, not slogans. The work is closer to a serious editorial brief than to a futures keynote, and it stands up to scrutiny in a room of operators. Biography highlights Visiting Professor of Forecasting and Innovation, London South Bank University Co-author, Energise! A Future for Energy Innovation (Beautiful Books, 2009) with Joe Kaplinsky Co-author, Why is Construction so Backward? (Wiley-Academy, 2004) with Ian Abley Co-author, Big Potatoes: The London Manifesto for Innovation (Shanghai Jiao Tong University Press, 2012) Former Chief of Worldwide Market Intelligence, Philips Consumer Electronics; former Director, Seymour Powell Editor of Design magazine (1979 to 1982); co-founder of Blueprint; contributor to The Economist, The Times, The Independent, The Guardian and spiked Biography Most forecasts about technology repeat the dominant narrative back to the buyer. The harder, more useful question is which parts of the consensus are wrong, and where the capital and political assumptions behind it are about to break. That has been the working question across four decades of Woudhuysen’s career, from physics at Sussex to running worldwide market intelligence at Philips Consumer Electronics in the Netherlands. His chair at London South Bank University is in Forecasting and Innovation, and the topics he writes on cover energy systems, construction, IT, infrastructure and consumer technology in a single frame. Energise! A Future for Energy Innovation, co-authored with Joe Kaplinsky in 2009, argued that the response to climate change should be heavy investment in supply-side energy technology, not moralising about consumption. The argument set the template for his later commentary in spiked, The Economist and The Times. The corporate record matters because it grounds the work. Three years as Chief of Worldwide Market Intelligence at Philips, four years as a director at Seymour Powell, decades of consulting reports for clients including Amadeus, Brother UK and UK Trade and Investment. He edited Design magazine in the early 1980s and co-founded Blueprint. That combination of operating intelligence and sustained published commentary is what makes the forecasting calls credible. His co-authored manifesto Big Potatoes: The London Manifesto for Innovation was published in 2010 and republished by Shanghai Jiao Tong University Press in 2012, and his earlier book Why is Construction so Backward? remains a reference point in the industry’s productivity debate. The through-line across the work is a defence of ambitious innovation against what he sees as the cultural reasons organisations and governments hesitate to pursue it. Key speaking topics The future of energy and the limits of net zero policy Forecasting technology and consumer behaviour Innovation in construction, infrastructure and transport The economics and politics of climate policy The future of work and the office Globalisation, China and the geography of R&D Market intelligence and competitive foresight Ideal for Boards and executive committees reviewing long-range capital allocation in energy, infrastructure or industrial technology Chief Strategy Officers and innovation leads briefing on technology cycles and emerging markets Senior teams in construction, manufacturing and consumer technology rethinking their productivity assumptions Investor and analyst forums looking for a contrarian read on energy transition and innovation policy Audience outcomes A clearer sense of which technology and energy forecasts the audience should trust and which it should challenge A working framework for telling structural change from cyclical noise across sectors A concrete account of why innovation slows in mature sectors and what unblocks it Named arguments and data the audience can take into their own strategy and capital decisions

Why organisations work with Jamie Anderson He brings a working academic’s command of strategy and innovation research, not a recycled consultancy deck. His articles sit in California Management Review, MIT Sloan Management Review and Business Strategy Review, and he teaches the material at Antwerp Management School. His Lady Gaga and contemporary-art case work is the rare strategy content that lands with mixed senior audiences. It is taken seriously by London Business School’s journal yet readable for a leadership team without an MBA. He has built and taught executive programmes at London Business School, IMD, INSEAD, ESMT Berlin and Indian School of Business, which means his frame of reference is global executive practice, not one country or one sector. He is a Case Centre top-50 bestselling author, with a Nespresso case among the global prize winners. Buyers get a speaker whose teaching cases are actually used by other faculty. Financial Times named him a “management guru”; Business Strategy Review placed him among the world’s top 25 management thinkers. The credentialling is from named bodies, not bureau description. Biography highlights Professor of Strategy and Innovation, Antwerp Management School. Faculty and visiting positions at London Business School, IMD, INSEAD, ESMT Berlin, and Indian School of Business. Co-author, The Fine Art of Success (Wiley), and author of the Gaganomics / Strategy Gaga case work. Articles in California Management Review, MIT Sloan Management Review, Financial Times, and Wall Street Journal. The Case Centre Top 50 Bestselling Case Authors (No. 33 in 2021/22; No. 28 in 2020/21); winner of a global case prize for his Nespresso case. Named “management guru” by the Financial Times; listed among the world’s top 25 management thinkers by Business Strategy Review. Biography The classic strategy textbook assumed advantage was something a firm could build and defend. The leaders running large organisations now treat that assumption as a liability. The question is no longer how to protect a position, but how to keep generating new ones at the cadence the market demands. Anderson’s work sits inside that question. As Professor of Strategy and Innovation at Antwerp Management School, with faculty experience at London Business School, IMD, INSEAD, ESMT Berlin and Indian School of Business, he has spent two decades translating innovation research into language operating leaders can use. His articles in California Management Review, MIT Sloan Management Review, Financial Times and Wall Street Journal are the same material he teaches in executive programmes, written for practitioners. The signature of his work is its source material. Where most strategy speakers reach for the same handful of case studies, Anderson has built much of his teaching from artists and pop-culture figures, most famously his Lady Gaga case (Strategy Gaga / Gaganomics) and the book The Fine Art of Success. Business Strategy Review named the Lady Gaga article one of the top pieces of its year. The cases work because the underlying strategy is rigorous, and the surface is readable for a non-specialist audience. The recognition is from named bodies. The Financial Times has called him a management guru. Business Strategy Review put him among the top 25 management thinkers. The Case Centre lists him as a top-50 bestselling case author across multiple years, which is the closest the academic strategy world gets to a market test of whether other faculty actually use your work. Key speaking topics Strategic innovation and business model design Sustaining competitive advantage in mature industries Creativity and the strategy of contemporary brands Digital transformation and customer experience Leadership for innovation Personal strategy and career reinvention Ideal for Boards and executive committees rebuilding the innovation pipeline behind a mature core business CSOs, heads of strategy and corporate development teams in large incumbents CMOs and CXOs working on brand and customer-experience reinvention Senior leadership offsites where strategy content needs to land with a mixed, non-specialist audience Audience outcomes A clearer read on why traditional sources of competitive advantage are eroding, and what is replacing them Concrete cases of organisations and brands that have engineered new advantage in mature markets A working vocabulary for strategic innovation drawn from current management research, not consultancy framing A perspective on creativity and brand strategy that connects to operating decisions, not just marketing Energy. The Lady Gaga, Madonna and contemporary-art material is the rare strategy content senior audiences actually quote afterwards

Why organisations work with Jamie Siminoff He has the full founder arc on the record: invented a product category in a garage, pitched it on national television and walked out without a deal, rebuilt from near-bankruptcy, and sold to Amazon for about 1 billion dollars. He has run the acquired business inside Big Tech, giving buyers a rare view of what integration, reporting lines, and product autonomy look like after a landmark exit. He has repeated the cycle: founded Honest Day’s Work, sold it to Latch Inc., took the CEO seat at the acquirer, then returned to Amazon as a VP running Ring and adjacent smart home units. Most speakers have one exit story; he has a sequence. The Shark Tank rejection is specific and documented, which makes the resilience material credible rather than motivational. It is cited by the Sharks themselves as one of the biggest misses in the show’s history. He co-authored “Ding Dong: How Ring Went From Shark Tank Reject to Everyone’s Front Door” with Andrew Postman, published in November 2025, which gives buyers a named, durable reference point for the material. Biography highlights Founder and original CEO of Ring, acquired by Amazon in 2018 for approximately 1 billion dollars. Pitched DoorBot on ABC’s Shark Tank in 2013 and left without a deal; returned to the show as a guest Shark in 2018. Earlier founder of PhoneTag, the first voicemail to text service, and Unsubscribe.com, both acquired. Founder of Honest Day’s Work, acquired by Latch Inc. in 2023; subsequently appointed CEO of Latch. Rejoined Amazon in 2025 as Vice President running Ring and related smart home businesses, leading a pivot to AI. Babson College, Class of 1999, and Honorary Doctor of Laws from Babson in 2021, where he delivered the undergraduate commencement address. Co-author with Andrew Postman of “Ding Dong: How Ring Went From Shark Tank Reject to Everyone’s Front Door,” published November 2025. Biography Ring began as DoorBot, a Wi-Fi video doorbell built in a garage in 2011. By 2013 it was on Shark Tank, where every investor passed. The company was close to running out of money. Seven years later, Amazon bought it for roughly 1 billion dollars. That arc is the material Siminoff brings to the stage, and he brings it with the receipts. The more useful part of the story for serious operators is what happened between the rejection and the exit. Siminoff rebuilt the product and the brand, raised from Kleiner Perkins, Qualcomm Ventures, Goldman Sachs, DFJ Growth and Sir Richard Branson, and built Ring into a category defining consumer technology business. After the Amazon acquisition he stayed inside the company for five years, running Ring alongside Blink, Amazon Key and adjacent smart home lines. Most founder talks stop at the exit. His continues through integration. He has since extended the pattern. He founded Honest Day’s Work, sold it to Latch Inc. in 2023, stepped in as Latch’s CEO, and in 2025 rejoined Amazon as a Vice President running Ring and nearby smart home units, now pivoting the category toward AI. In November 2025 he published “Ding Dong” with Andrew Postman, the first full account of how Ring actually got built. A Babson graduate and Honorary Doctor of Laws from the same institution, he is one of a small group of founders who can speak to rejection, category creation, acquisition, and re-entry as connected stages of one working life. Key speaking topics Consumer technology product invention and category creation Scaling from prototype to acquisition Founder resilience through investor rejection Operating an acquired business inside Big Tech Smart home, connected devices, and AI in consumer hardware Brand building in hardware startups Hiring and team building in early stage companies Ideal for Founders, CEOs and product leaders in consumer technology and connected hardware Corporate innovation, strategy and M and A teams working on acquisition integration Investor audiences and startup ecosystems running portfolio or founder programmes Entrepreneurship centres and executive education audiences in business schools Audience outcomes A concrete, non-generic view of what it takes to get a hardware startup from prototype to billion-dollar exit. A working model for how to treat a high-profile rejection as distribution rather than a verdict. Specific insight into how an acquired category runs inside a company like Amazon, and what that means for teams going through similar integrations. A clear read on where consumer smart home and home security technology are heading as AI becomes the core layer of the product. Hiring and early team construction principles drawn from building Ring from a Craigslist hire list to a company sold for 1 billion dollars.

Why organisations work with Jann Mardenborough He carries a verified outlier credential: third in the LMP2 class at the 2013 Le Mans 24 Hours, reached in two years from a Gran Turismo console with no prior motorsport background. His subject is composure after consequence. The 2015 Nürburgring crash, which killed a spectator and which he chose to allow into the Sony Pictures film, is part of what he discusses, not a fact left at the door. The Gran Turismo film, in which Archie Madekwe plays him and on which he served as co-producer and stunt driver, gives audiences immediate recognition without requiring a motorsport brief. He has operated inside two of the most demanding racing cultures in the world, Japan’s Super GT and Super Formula, where the working language and feedback loops are not built around his first language. Biography highlights Won the 2011 Nissan GT Academy, beating more than 90,000 entrants on Gran Turismo before progressing through a real-car final at Silverstone. Third in LMP2 class at the 2013 24 Hours of Le Mans with Greaves Motorsport; further Le Mans entries in 2014 and 2015, the latter with Nissan’s LMP1 programme. Second in the 2016 All-Japan Formula 3 Championship, with four wins, six poles and twelve podiums. Long Japanese career across Super GT GT300 and GT500 and Super Formula, including a GT300 win at Fuji. Co-producer, stunt driver and consultant on Gran Turismo (Sony Pictures, 2023), portrayed by Archie Madekwe. Simulator and test driver in Formula E for Nissan e.dams and McLaren (2021 to 2022); signed by HRT Ford Performance for the 2025 GT World Challenge Europe Endurance Cup. Biography The 2011 Nissan GT Academy final was a twenty-minute race at Silverstone in real GT cars, contested between gamers who had never sat in one. Jann Mardenborough won it by eight seconds and signed a professional racing contract the same week. He had been playing Gran Turismo since he was eight. Two years later he stood on the LMP2 podium at the 24 Hours of Le Mans. That trajectory is unusual enough on its own. What makes the story usable for senior audiences is what came after. In 2015 his Nissan GT-R Nismo left the circuit at the Nürburgring Nordschleife, cleared the catch fencing at Flugplatz and killed a spectator. He survived. He returned to racing. He later agreed to let the incident appear in the Sony Pictures Gran Turismo film, on which he was co-producer, stunt driver and consultant. The professional record sits alongside that. Second in the 2016 All-Japan Formula 3 Championship with four wins and a dozen podiums. A GT300 win at Fuji. Multiple seasons in Super GT’s top GT500 class and in Super Formula, racing inside an engineering culture that does not run on his first language. Simulator and test work in Formula E with Nissan e.dams and McLaren. A 2025 signing with HRT Ford Performance for the GT World Challenge Europe Endurance Cup. The talk he gives is about what performance actually costs once the conditions stop being forgiving, and what a person and a team have to keep doing on the morning after a setback that is not theoretical. Few speakers in this category can address that subject from inside the event rather than at a remove. Key speaking topics High-performance under pressure Composure and recovery after setback Mindset and the transition from amateur to professional Decision-making at speed Cross-cultural performance in elite sport Digital disruption and unconventional career paths Ideal for Leadership teams preparing for high-stakes execution windows: product launches, results days, regulatory events Sales, trading and operations groups whose work is judged on consistency under pressure Talent and L&D programmes addressing resilience and career reinvention Corporate partner activations for motorsport, gaming and automotive sponsors Audience outcomes A concrete account of what changes inside a performer between an amateur ceiling and a professional one A sharper sense of what composure looks like in the hours and days after a serious setback A working frame for thinking about decision-making when feedback is immediate and consequence is high Recognition that high-performance careers are made of recoveries, not only of wins

Why organisations work with Jason Bradbury Twelve years presenting The Gadget Show on Channel 5 trained him to make emerging technology legible to a general audience without diluting the substance. Boards get the same treatment. His 2026 keynote The AI Advantage introduces a “6 Degrees of AI” framework that maps AI impact across sectors, giving audiences a structured way to read their own industry rather than a generic overview. He completed MIT’s Artificial Intelligence: Implications for Business Strategy programme, anchoring the keynote content in a formal commercial-AI curriculum rather than vendor marketing. He combines keynote and host roles in the same booking. For technology summits and innovation days that need a credible anchor across the whole programme, this removes a casting decision. Biography highlights Presented Channel 5’s The Gadget Show from launch in 2004 to 2016, twelve years of prime-time technology broadcasting. Multiple Guinness World Records set on the programme, including fastest jet-powered street luge at 186.41 km/h. Author of the Dot Robot techno-thriller series for Penguin Random House: Dot Robot, Atomic Swarm, Cyber Gold. Completed MIT Sloan’s Artificial Intelligence: Implications for Business Strategy programme. Has sat on judging panels for the BAFTA Video Games Awards and the Media Guardian Innovation Awards. Keynote and hosting work with Vodafone, Samsung, Intel, Microsoft, Oracle, Sony, Audi, BMW, BP, Disney, Porsche, Salesforce, Royal Caribbean and BT. Biography Twelve years on Channel 5’s The Gadget Show is, among other things, twelve years of explaining emerging technology to an audience that did not study engineering. Jason Bradbury presented the programme from its 2004 launch through 2016, by which point he had also set multiple Guinness World Records on air, the most cited being a jet-powered street luge clocked at 186.41 km/h on the show’s 200th episode. The broadcasting work sits alongside a second strand of authorship. The Dot Robot series for Penguin Random House (Dot Robot, Atomic Swarm, Cyber Gold) is technology fiction for younger readers, and the same instinct runs through his keynote work: take a complicated technical subject, find the human stakes, hold attention. The keynote material has tightened as AI has moved up the boardroom agenda. Bradbury completed MIT Sloan’s Artificial Intelligence: Implications for Business Strategy course, and his 2026 talk The AI Advantage introduces a “6 Degrees of AI” framework intended to give business audiences a structured way to read AI impact in their own sector rather than a generic horizon scan. He is most commonly booked by organisations that want a single credible figure to anchor a technology day, keynote on AI in the morning, host panels in the afternoon, hold the room. Clients across that work include Vodafone, Samsung, Intel, Microsoft, Oracle, BMW, BP, Porsche, Disney and Salesforce. Key speaking topics Artificial intelligence for business audiences Sector impact of generative AI Future of work and automation Emerging consumer technology Robotics and autonomous systems Innovation and product disruption Technology event hosting and moderation Ideal for Technology summits and innovation days that need a single anchor across keynote and host roles Sales kick-offs and customer conferences using AI as the headline theme Boards and executive offsites looking for an accessible read on AI sector impact Awards ceremonies and brand events with a technology adjacency Audience outcomes A working mental model of where AI is heading across the next decade, mapped to the audience’s own sector Sharper questions to ask vendors, internal teams and consultants about AI claims A concrete sense of which AI use cases are credible now versus speculative Reduced sense that AI is a single undifferentiated wave, replaced with a structured view of where it lands

Why organisations work with Javier Verdura He has shipped category-defining hardware, not slide decks. The Supercharger form, the Powerwall housing and the Solar Roof tile are his team’s work, manufactured globally. He is named inventor on more than 130 patents across surgical equipment, consumer products, packaging and energy hardware. The range is the point: the discipline travels across sectors. He operates inside one of the most demanding product environments in the world, reporting into a company that asks its teams to “fail fast” and still hit volume. Leaders hear how that actually runs day to day. He can speak to the handoff between design, engineering and manufacturing, which is where most product organisations lose time and money. His philosophy is explicit: if you can’t manufacture what you create, it is not worth designing. He brings a credible Latin American voice into rooms that rarely hear one at this level of product leadership, which matters for organisations building global teams. Biography highlights Global Director of Product Design at Tesla since 2012. Product design lead on the Tesla Supercharger network, Powerwall home battery and Solar Roof. Named inventor on more than 130 patents. Graduate of ArtCenter College of Design, Pasadena (BS Product Design, 1991). Former VP of Industrial Design and Development at Product Ventures (Connecticut), where he spent roughly 15 years before Tesla. Has taught industrial design at Georgia Tech School of Design and Architecture and at Universidad de Monterrey (UDEM). Biography The Supercharger stall, the Powerwall on the garage wall, the Solar Roof tile that reads as a roof before it reads as a panel. All three had to look inevitable and be manufacturable at volume. Javier Verdura leads the team inside Tesla that does that work, and has since 2012. His route in was unusual. Tesla’s chief designer, Franz von Holzhausen, an ArtCenter classmate, called in 2012 and asked him to run product design. By then, Verdura had already spent a full career in industrial design consultancy: senior designer at Group 4 Design in Connecticut, design manager at Inno Design in Atlanta, then fifteen years as VP of design and development at Product Ventures, shipping surgical instruments, consumer goods and packaging for clients including Ingersoll-Rand, Kodak and Panasonic. The through-line is manufacturability. Verdura states his philosophy plainly: if you can’t make what you design, it isn’t worth designing. That discipline is what Tesla bought when it hired him, and it is the lens he brings to audiences wrestling with why their own product pipelines stall between concept and line. He holds more than 130 patents, a BS in Product Design from ArtCenter (1991), and teaching posts at Georgia Tech and Universidad de Monterrey. He is one of the most senior Mexican-born product leaders in the global technology sector, a fact that gives his accounts of working inside Tesla an additional resonance for organisations thinking about where their next generation of design and engineering talent comes from. Key speaking topics Product design leadership at scale Design-to-manufacture discipline Innovation inside Tesla: Supercharger, Powerwall, Solar Roof Electric vehicles and the energy transition Patent-driven product development Building global design and engineering teams Latin American talent in global technology Ideal for CEOs, CPOs and heads of R&D running product organisations where design, engineering and manufacturing have to meet on the same timeline. Boards and leadership teams in automotive, energy, consumer hardware and industrials benchmarking their innovation pipeline against Tesla’s. Design and engineering leadership summits that want an operator, not a theorist. Corporate events building Latino and Hispanic executive networks at a senior technical level. Audience outcomes A clear, first-hand account of how Tesla turns a pencil sketch into manufactured hardware at a global scale. The operating logic behind “fail fast” when the failures cost real capital, not slideware. A practical view of where most product organisations break between design, engineering and manufacturing, and where Tesla’s handoff is structured differently. Specific examples from the Supercharger, Powerwall and Solar Roof programmes, not generic innovation theory. A sharper sense of what a modern product leadership function has to look like to ship category-defining hardware.

Why organisations work with Jay Samit His framework for disruption is derived from operating on both sides of it: he led digital transformation at EMI and Sony when their core business models were collapsing, then went on to build and advise companies that were doing the disrupting. That dual vantage point is not common among innovation speakers. Disrupt You! provides a replicable method for identifying where value will migrate in a given industry, applicable at both the organisational and individual leadership level, giving teams a shared vocabulary and process, not just inspiration. His Deloitte advisory work means the framework has been stress-tested against the specific constraints of large, publicly accountable organisations, not just start-up environments. He translates exponential technology trends including AI, spatial computing, blockchain, automation into commercial and competitive decisions, rather than presenting technology as the end in itself. His Fortune column and WSJ documentary series give him a current, credible public presence that amplifies the authority he brings into a room; senior audiences have typically encountered his thinking before the engagement begins. Biography highlights Former Independent Vice Chairman, Deloitte Digital; led enterprise consulting across AI, robotics, IoT, and digital transformation Author of Disrupt You! (Flatiron Books, 2015), published in 12 languages, and Future Proofing You (2021) Global President of Digital Distribution, EMI / Capitol Records; led the label from negligible digital presence to industry benchmark for digital transition Creator and General Manager, Sony Connect; Executive Vice President, Sony Regular contributor to Fortune (bi-weekly column on exponential technologies), Wall Street Journal, and Harvard Business Review Adjunct Professor, USC Viterbi School of Engineering; UCLA Presidential Fellowship graduate, magna cum laude Advised LinkedIn and eBay pre-IPO; CEO of NASDAQ-listed SeaChange International Biography Most organisations understand disruption as something that happens to them. The harder strategic question is whether an organisation can develop the internal capability to anticipate market shifts and capture value from them before competitors or new entrants do, and what that requires structurally, culturally, and at the leadership level. Jay Samit has occupied both sides of that problem. As Global President of Digital Distribution at EMI and as the executive brought in to lead Sony’s digital transformation, he operated inside institutions whose core revenue models were being destroyed by technologies they could see but could not commercialise fast enough. Those experiences inform Disrupt You!, his internationally published framework for applying disruptor logic inside established organisations, which argues that the methods used to build new markets are the same methods available to incumbents willing to challenge their own assumptions. His subsequent role as Independent Vice Chairman of Deloitte Digital extended that work across industries and at scale, applying AI, robotics, and data analytics to the operational and competitive challenges of major global enterprises. That trajectory – from operator to adviser to author to investor – gives his arguments about disruption an empirical base that distinguishes them from frameworks developed in academic or consultancy settings alone. His writing appears regularly in Fortune, the Wall Street Journal, and Harvard Business Review, and he teaches innovation at USC’s Viterbi School of Engineering. Senior leadership teams engaging with his work gain not only a model for reading competitive environments, but a practical method for building the internal conditions that allow large organisations to act on what they see. Key speaking topics Disruption strategy for established enterprises Business model innovation and value migration Entrepreneurial thinking inside large organisations Exponential technologies and commercial strategy AI, automation, and competitive positioning Data analytics as competitive advantage Future-proofing careers and leadership capability Ideal for CEOs and executive leadership teams navigating competitive disruption or industry transition Chief Strategy Officers and Chief Innovation Officers building internal innovation capability Boards and senior leadership in media, financial services, retail, and technology sectors facing structural change Transformation leads and digital strategy functions tasked with operationalising change at enterprise scale Audience outcomes A structured way of thinking about where value will migrate in their industry, and how to position ahead of it rather than responding after the fact Practical methods drawn from Samit’s Disrupt You! framework for identifying market gaps and turning internal constraints into innovation triggers Clearer understanding of how exponential technologies (AI, automation, spatial computing) translate into specific commercial and competitive decisions A reframe of disruption as a strategic tool available to incumbents, not just start-ups – with examples from Samit’s own operational experience Greater confidence in communicating a growth and innovation agenda internally, using a common language and set of principles

Why organisations work with Jef Staes He gives leaders a working language for the conflict at the heart of innovation: the Red Monkey model treats the awkward, radical idea as the asset, and the cultural reflex to suppress it as the real problem to solve. His 2D to 3D framework names the specific shift companies are stuck in, from organisations built on standardised competence to ones that run on passion and continuous learning. He has lived both sides of the argument. Two decades inside Siemens and GTE ATEA as software designer, training manager and Corporate Learning Officer, then twenty more building the Red Monkey Company around what he learned was missing. His work is grounded in the academic mainstream of Belgian management education, with visiting lectureships at Vlerick, UAMS and EHSAL, but his delivery is built for general audiences, including four TEDx stages. He addresses culture and innovation as one problem, not two. Most speakers pick a side; Staes argues you cannot fix one without rewiring the other. Biography highlights Author of the Red Monkey trilogy: “I was a sheep”, “My manager is a hero”, and “My organisation is a jungle”. Founder of Red Monkey Company, where he develops the Red Monkey Story and the Engine of Innovation Mindset with client organisations. Former Corporate Learning Officer at Siemens Belgium; earlier career as software designer at GTE ATEA in Belgium and the USA. Visiting lecturer at Vlerick Business School, the University of Antwerp Management School (UAMS), and EHSAL. TEDx speaker on multiple occasions, including TEDxUtrecht with “Behave, brake for red monkeys”. Recurring keynote at OEB Global (Online Educa Berlin), including the Spotlight Stage session “Red Monkey Disruption”. Biography Most organisations are not built to change. They are built to standardise, to repeat, to filter out the awkward. That is the tension Jef Staes has spent four decades inside, first as a software designer at GTE ATEA, then as a training manager and Corporate Learning Officer at Siemens Belgium, and now as the founder of Red Monkey Company. His central argument is that innovation does not fail because organisations lack ideas. It fails because the cultural reflex of any mature company is to reject the radical idea and the person who carries it. The Red Monkey is his name for both. The work, then, is not to generate more ideas, but to redesign the conditions under which a Red Monkey can survive long enough to be tested. Around that core sit two sharper frames. The 2D to 3D shift describes how companies move from running on standardised competence to running on passion-fed expertise. The Power Defect names the structural mismatch between formal authority and actual capability in an information-rich economy. Together they give leaders a vocabulary for problems they usually only feel. Staes writes in metaphor on purpose. The trilogy (“I was a sheep”, “My manager is a hero”, “My organisation is a jungle”) is built for the operator, not the academic, and his TEDx and OEB Global stages reach the same audience. The argument lands because it is unsentimental about how organisations really behave when something new walks in. Key speaking topics Innovation culture and the management of disruptive ideas The 2D to 3D organisational shift The Red Monkey conflict model Learning organisations in the information age Leadership in environments resistant to change Talent, passion and the limits of standardised competence Ideal for Boards and executive teams whose innovation programmes consistently stall after launch CHROs and Chief Learning Officers redesigning learning and talent systems for a knowledge economy Transformation leads and innovation directors trying to protect radical ideas inside conservative cultures Leadership conferences in technology, manufacturing, financial services and the public sector Audience outcomes A working model for why their best ideas keep dying inside their own organisation Language to describe the conflict between standardised competence and passion-driven expertise A clear position on what 3D leadership demands of managers, and where most stop short Recognition of the Power Defect inside their own structure and where it is costing them speed A reframing of resistance to change as an organisational design problem, not a people problem

Why organisations work with Jeff DeGraff He brings a tested intellectual frame, the Competing Values Framework, that gives executives a shared language for the trade-offs they already feel but cannot resolve. His Innovatrium has built innovation programmes inside more than half the Fortune 500, including Google, Apple, Coca-Cola, Pfizer, NASA and Microsoft, so the methods are stress-tested in real operating conditions. The work crosses sectors that rarely share a stage: commercial, military (US Air Force, NATO, Singapore Armed Forces), academic and mission-driven, which sharpens his diagnosis of what is structural and what is industry-specific. He treats innovation as a system of competing roles (Artist, Engineer, Athlete, Sage), so leaders leave with a way to staff and sequence change, not a motivational pep talk. The Ross School base and the Certified Professional Innovator programme give buyers a credible academic anchor when they need to sell the engagement internally. Biography highlights Clinical Professor of Management and Organizations, University of Michigan Ross School of Business, since 1990. Co-creator of the Competing Values Framework, with Robert Quinn, Kim Cameron and John Rohrbaugh. Founder of the Innovatrium Institute for Innovation, working with Fortune 500 firms, NASA and allied military commands. Author of The Art of Change (Berrett-Koehler, 2025), The Creative Mindset, The Innovation Code, Leading Innovation and Competing Values Leadership. Host of the PBS programme Innovation You and contributor to Michigan Public’s The Next Idea. Former Vice President of Communications and New Ventures at Domino’s Pizza during the period the company scaled from a regional chain to a global brand. Biography Innovation inside large organisations rarely fails for lack of ideas. It fails because the same organisation rewards efficiency, control and reliability while asking a small group to break those very rules. That tension is the subject Jeff DeGraff has spent his career mapping, first as a co-creator of the Competing Values Framework alongside Robert Quinn, Kim Cameron and John Rohrbaugh, and then as the architect of a more applied body of work on innovation as a system. The academic anchor is the Ross School of Business at the University of Michigan, where he has been Clinical Professor of Management and Organizations since 1990. The applied side is the Innovatrium, the institute he founded to put the theory into contact with operating reality. Through Innovatrium and direct consulting, his methods have been used inside more than half the Fortune 500, including Google, Apple, Coca-Cola, Pfizer, Microsoft and NASA, and inside the US Air Force, NATO and the Singapore Armed Forces. His three most recent books, The Innovation Code (2017), The Creative Mindset (2020) and The Art of Change (Berrett-Koehler, 2025), form a single argument. Innovation is not a personality trait, it is a discipline of holding competing values long enough to produce something new. The Innovation Code translates that into roles and team design. The Creative Mindset breaks creative work into six trainable skills. The Art of Change reframes paradox itself as the engine of transformation. The career arc explains the bias toward application. He earned his PhD at the University of Wisconsin-Madison in 1985 and went directly into industry as Vice President of Communications and New Ventures at Domino’s Pizza, where the nickname “Dean of Innovation” stuck. The work since has kept the same shape: a serious framework, tested against organisations that cannot afford abstractions. Key speaking topics Innovation strategy and operating models Competing Values Framework in practice Creative leadership and team design Organisational change and transformation Culture and capability for sustained innovation Cross-sector innovation: commercial, public, military Paradox and decision-making under competing priorities Ideal for CEOs and executive teams under pressure to deliver core performance and a credible innovation agenda at the same time Chief Innovation Officers, CSOs and heads of strategy designing or rebuilding innovation operating models CHROs and learning leaders building creative capability across senior cohorts Public-sector, defence and mission-driven leadership groups that need a private-sector grade innovation method Audience outcomes A shared language for the competing demands inside the business and a way to talk about them without picking sides A working model for staffing innovation teams across distinct creative roles rather than relying on a few “creative” individuals A practical sequence for turning paradoxes (efficiency versus experimentation, control versus autonomy) into design decisions Confidence that innovation can be built as a repeatable system, not a personality-driven exception Examples drawn from companies, NASA and military commands that translate cleanly back to the audience’s own context