Innovación y disrupción

Why organisations work with Jonah Berger He has built two operating frameworks, STEPPS for word of mouth and REDUCE for overcoming resistance, that translate directly into product, marketing and change decisions rather than sitting at the level of theory. The research base is unusually deep for a commercial speaker: 80+ peer-reviewed articles, much of it using natural language processing on real consumer and organisational text, not anecdote. His client work spans Apple, Google, Nike, Amazon, GE, Moderna, Facebook and the Gates Foundation, which means the frameworks have been pressure-tested across consumer brands, platforms and mission-driven organisations. Contagious won the Berry-AMA Book Prize for the best book in marketing, the field’s most credible peer recognition. He addresses two distinct buyer problems with one body of work: how things spread (marketing, product, communications) and how to move people who do not want to move (change, transformation, sales). Biography highlights Marketing Professor at the Wharton School, University of Pennsylvania. PhD in Marketing, Stanford Graduate School of Business; BA Stanford. Author of Contagious, Invisible Influence, The Catalyst and Magic Words; books published in over 35 countries. Berry-AMA Book Prize for Best Book in Marketing (Contagious). Wharton Iron Professor Award for faculty research; recognised by the American Marketing Association as a top-five most productive marketing researcher. Research and commentary featured in The New York Times, Wall Street Journal, Harvard Business Review and NPR. Biography Most attempts to change behaviour rely on more pressure: more advertising spend, more incentives, more internal communication. The research suggests the opposite often works better. Removing the friction that holds people in place changes more behaviour than pushing harder against it. That argument sits at the centre of Jonah Berger’s work as a marketing professor at the Wharton School. His book The Catalyst sets out a five-part model, REDUCE, for identifying and dismantling the specific barriers that stop customers, employees and citizens from changing their minds. It is paired with the earlier STEPPS framework from Contagious, which names the six factors that make products and ideas spread. The academic foundation is substantial. Berger holds a PhD in Marketing from Stanford and has published more than eighty peer-reviewed articles, much of it applying natural language processing to large bodies of consumer and organisational text. Contagious won the Berry-AMA Book Prize for the best book in marketing. Invisible Influence and Magic Words extend the same methodology into social influence and the language of persuasion. The frameworks have been used inside Apple, Google, Nike, Amazon, GE, Moderna, Facebook and the Gates Foundation. The value to a senior team is the same in each case: a defensible, named model for two questions that boards and chief marketing officers ask repeatedly, why some things spread and others do not, and why people resist change even when the case for it is sound. Key speaking topics Word of mouth and viral marketing Behavioural science in commercial strategy Change and persuasion Consumer behaviour and decision-making Language and influence Social influence and choice architecture Branding and customer engagement Ideal for Chief marketing officers and brand leadership teams setting strategy on growth, virality and customer engagement. Transformation and change leaders running programmes where employee or customer resistance is the binding constraint. Sales and revenue leaders looking to apply behavioural science to pricing, messaging and conversion. Product and innovation teams working on adoption of new offerings. Audience outcomes A working knowledge of the STEPPS framework and how to apply each principle to a current product, message or campaign. The REDUCE model as a diagnostic for stalled change, with the five categories of resistance named and addressable. Specific language techniques from Berger’s natural language processing research that shift persuasion outcomes. A sharper read on which behavioural levers genuinely move customers and employees, and which ones do not. Concrete examples drawn from consumer brands, platforms and mission-driven organisations Berger has worked with.

Why organisations work with Jonas Kjellberg He has lived the full venture cycle at the level most leadership teams only theorise about: founding member of Skype’s leadership group, head of Internet Investments at Kinnevik backing Zalando and HelloFresh, then founder again at NORNORM. The Gear Up framework, developed with Stanford’s Tom Kosnik and Lena Ramfelt and published by Wiley, gives executives a structured way to diagnose where a business model will break before they commit capital. He brings the operator’s view on how Skype actually generated revenue and scaled commercially, not the founding myth. That distinction is what makes his sessions useful for boards thinking about commercial models, not just product. His current work at NORNORM puts him inside a circular, subscription-based business model with IKEA as a co-founder investor, which gives him a current case study on how subscription and sustainability economics interact. Biography highlights Co-creator and former member of the leadership team at Skype, with operating responsibility on the commercial side. Co-author of Gear Up (Wiley/Capstone, 2014) and Business Creation, with Stanford’s Lena Ramfelt and Tom Kosnik. Lecturer on entrepreneurship and sales culture at Stanford University and the Stockholm School of Economics. Former Head of Internet Investments at Kinnevik, leading roughly EUR 700m of investment into Zalando, Rocket Internet, Avito, Lamoda, Jabong, and HelloFresh. Founder and Chairman of NORNORM, a circular, subscription-based office furniture company co-founded with Inter IKEA, which raised EUR 110m in scale-up funding led by Verdane. Founder of Player:IO and former senior advisor at BCG Digital Ventures. Biography Skype was a small Stockholm team trying to work out whether voice-over-IP could ever be a real business. Jonas Kjellberg sat inside that team as part of the founding leadership group, focused on the commercial engine that turned a free product into a company eBay was prepared to pay for. That experience, of seeing exactly which business model decisions made the venture scalable and which nearly broke it, became the raw material for everything that followed. After Skype, he moved to the investor side as Head of Internet Investments at Kinnevik, deploying around EUR 700m into Zalando, Rocket Internet, Avito, Lamoda, Jabong, and HelloFresh. That seat gave him a comparative view across consumer internet bets that most operators never get. He saw which models survived contact with real markets and which collapsed under their own assumptions. Out of that operating and investing work came Gear Up, written with Stanford’s Tom Kosnik and Lena Ramfelt and published by Wiley in 2014. The book sets out a nine-component framework for testing whether a business model is actually viable before scaling it. It is now used in entrepreneurship classrooms at Stanford and the Stockholm School of Economics, where Kjellberg lectures on venture creation and sales culture. He is now back inside an operating business as founder and chairman of NORNORM, a circular, subscription-based office furniture company built with Inter IKEA as a co-founding investor and now backed by Verdane in a EUR 110m round. For executive audiences, this matters because it gives him a live case study on subscription economics and circular business models, drawn from a company he is currently running. Key speaking topics Business model innovation and venture design Scaling consumer technology businesses Sales culture and commercial growth Circular and subscription business models Corporate venturing and intrapreneurship Entrepreneurial decision-making under uncertainty Ideal for Boards and executive teams evaluating new ventures, spin-offs, or commercial model changes Chief Strategy Officers and Heads of Innovation responsible for new business creation Corporate venturing units and incubators inside large companies Founders and senior operators inside scale-up companies preparing for the next stage of growth Audience outcomes A clear way to stress-test a business model against the nine components of the Gear Up framework before committing capital A first-hand account of the commercial decisions that made Skype a scalable business, useful as a reference case for current bets A working view of how subscription and circular models change unit economics, drawn from NORNORM A sharper sense of which venture decisions are reversible and which lock the business in Direct comparison points from a portfolio that includes Zalando, HelloFresh, and Rocket Internet

Why organisations work with Jonas Ridderstrale He gives leadership teams a serious framework for the talent-versus-capital question, drawn from “Funky Business,” a title ranked No. 16 in Bloomsbury’s survey of the best business books and translated into more than 30 languages. He is one of a small group of European thinkers who have held a Thinkers50 European Top 5 position across multiple cycles, which gives senior buyers confidence that the underlying ideas have stood up to peer scrutiny. His argument cuts directly at strategic mimicry: why most differentiation programmes fail because organisations copy each other faster than they can build genuine identity, and what to do about it. He brings the academic spine of a Stockholm School of Economics PhD together with sustained advisory work at Ashridge and IE Business School, so the ideas land with both rigour and commercial framing. He is co-owner and chairman of Mgruppen, a Swedish management training company, which keeps his material connected to live executive development practice rather than archived theory. Biography highlights PhD in International Business and MBA, Stockholm School of Economics. Visiting professor at Ashridge Business School (UK) and IE Business School (Spain). Co-author of “Funky Business” (2000), “Karaoke Capitalism” (2004) and “Funky Business Forever” (2007) with Kjell A. Nordstrom. Co-author of “Re-energizing the Corporation” with Mark Wilcox and “Fast/Forward” with Julian Birkinshaw of London Business School. Ranked No. 23 globally and Top 5 in Europe on the 2009 Thinkers50 list, with continued European Top 5 placement in 2011. Italian Nobels Colloquia award for “Leadership in Business and Economic Thinking” (2007). Biography Capital is no longer the binding constraint on most large companies. Talent is, ideas are, and identity is. That shift, set out in “Funky Business” with Kjell A. Nordstrom in 2000, became one of the most widely translated business arguments of the last quarter century, sold over 300,000 copies in the original edition and reached more than 30 languages. The work behind the argument is academic. Ridderstrale completed his MBA and PhD in International Business at Stockholm School of Economics, with a doctoral thesis on global innovation in multinational corporations. He spent his early career at the Centre for Advanced Studies of Leadership there before moving into visiting professor roles at Ashridge in the UK and IE Business School in Spain. The follow-on books extended the thesis rather than restating it. “Karaoke Capitalism” tackled strategic mimicry in copycat markets. “Funky Business Forever” pressed on the human stakes. “Re-energizing the Corporation,” with Mark Wilcox, addressed the question of how leaders convert a different idea into actual organisational change. “Fast/Forward,” with Julian Birkinshaw of London Business School, sharpened the link to execution. The Thinkers50 ranking placed him at No. 23 globally in 2009 and inside the European Top 5 across multiple cycles, alongside the Italian Nobels Colloquia award in 2007. Today he chairs Mgruppen, a Swedish management training company, which keeps the material grounded in the executive development brief rather than the lecture circuit. Key speaking topics Strategy under commoditisation Talent and human capital advantage Innovation and corporate identity Leadership of organisational change Competitive differentiation in copycat markets Building corporate “tribes” and culture The future firm Ideal for Boards and executive teams setting strategy in markets where products and processes have converged. CHROs and Chief Talent Officers reframing the link between people strategy and competitive advantage. Innovation and strategy leads tasked with moving the business off cost-led competition. Leadership development programmes for senior managers in transformation-heavy industries. Audience outcomes A sharper read on why most differentiation efforts default to imitation, and how to break that pattern. Language for the talent-versus-capital question that lands with both finance and HR audiences. A practical view of how identity, culture and “tribe” become commercial assets, not soft factors. Concrete prompts for senior teams on what their organisation looks like when capital advantages run out.

Why organisations work with Jonathan Reynolds His research framework on omnichannel retail – built over four decades at Oxford through direct partnerships with Tesco, the British Retail Consortium, Eurocommerce, and retail associations in eight countries, gives leadership teams a structural diagnosis of competitive change, rather than a trend description. Navigating the New Retail Landscape (Oxford University Press, 3rd edition 2025) draws on over 40 international case studies to make a specific argument: the retailers that win redesign the enterprise, not just the channel mix. Audiences leave with a reference framework, not just a perspective. Reynolds leads OXIRM, the UK’s only dedicated university research institute for retail management, giving him an institutional vantage point that neither management consultants nor industry analysts can replicate. His research consistently interrogates the “death of the high street” narrative and offers a more rigorous counter-argument: physical retail is not dying, but its strategic logic has changed fundamentally. That distinction matters to boards making long-term investment decisions. As a regular contributor to the BBC, Financial Times, The Economist, and Wall Street Journal, he translates peer-reviewed research into language that executive teams and boards can act on directly. Biography highlights Associate Professor in Retail Marketing and Deputy Dean (External Relations), Saïd Business School, University of Oxford Founding member and Academic Director, Oxford Institute of Retail Management (OXIRM), since 1999 Co-author, Navigating the New Retail Landscape: A Guide for Business Leaders (Oxford University Press; 3rd edition, 2025) Deputy Director, ESRC Smart Data Research geographic data service (GeoDS) – joint initiative of Oxford, Liverpool, Edinburgh and UCL Vice-Principal and Governing Body Fellow, Green Templeton College, Oxford Keynote speaker, World Retail Congress Regular media contributor: BBC, Financial Times, The Economist, The Guardian, The Wall Street Journal Visiting Professor, Amos Tuck School of Business Administration, Dartmouth College Biography In 1985, a research commission from Tesco brought Jonathan Reynolds to Oxford to examine how new technology would reshape retail operations. Four decades later, Reynolds is Associate Professor in Retail Marketing and Deputy Dean at Saïd Business School. The structural question that commission raised of how a retail enterprise stays competitive when its environment is being redrawn, has never been more pressing. Reynolds is the founding Academic Director of the Oxford Institute of Retail Management, a role he has held since 1999. OXIRM is the UK’s only dedicated university research centre for retail management. Reynolds uses it to run sustained research partnerships with practitioners and policymakers including the British Retail Consortium, Eurocommerce, and retail associations in Estonia, Finland, Greece, Malaysia, New Zealand and the UK, giving his analysis a data foundation that industry commentary rarely achieves. His central argument, developed across three editions of Navigating the New Retail Landscape (OUP, 3rd edition 2025), is that the retailers who survive the current period of disruption are not those who add channels most quickly. Drawing on over 40 international case studies, Reynolds and co-author Alan Treadgold show that success requires redesigning the enterprise: its capabilities, its leadership model, and its understanding of what physical stores are strategically for. The book is now a standard reference for senior retail executives and strategy teams internationally. Reynolds is a keynote speaker at the World Retail Congress and a regular analytical voice for the BBC, Financial Times, The Economist, and The Wall Street Journal. His research sits inside peer-reviewed journals and inside boardroom conversations simultaneously: a combination that is less common than it should be, and that gives his arguments their particular authority. Key speaking topics Omnichannel and e-commerce strategy Retail business model innovation Technology adoption and digital transformation in retail The strategic role of physical stores Retail entrepreneurship and innovation Retail productivity and workforce capability Retail development, planning and location strategy Consumer data and retail intelligence Ideal for Chief Executive Officers and strategy directors of retail and consumer-facing enterprises Chief Commercial Officers and Chief Marketing Officers navigating channel complexity Real estate and property investors with significant retail exposure Policy teams and government bodies working on town centres, high streets, and retail planning Audience outcomes A clearer framework for distinguishing between channel complexity and genuine competitive strategy An evidence-based analysis of where physical retail creates value and where it no longer does, drawn from 40+ international case studies A more precise understanding of the organisational capabilities and leadership behaviours that separate retail winners from those adding digital layers without structural change Exposure to current Oxford research on consumer data, retail geography, and market evolution that does not typically reach practitioner audiences Language and reference points for board-level conversations about long-term retail investment and transformation

Why organisations work with Jose Morey He has implemented AI inside an actual clinical and research environment, not theorised about it. As former Associate Chief Health Officer at IBM Watson Health, he sat at the intersection where the Watson promise met hospital reality. He brings genuine NASA insight on how the agency screens emerging health and AI technologies, drawn from his roles as Medical Technology and AI Adviser to NASA iTech and Senior Advisor to the NASA Space Breathing Initiative. He connects medical, space, biosecurity, and transportation domains in a way that lets boards stress-test their AI assumptions against problems harder than their own. Few speakers can move from radiology workflows to Hyperloop systems engineering with credibility in both rooms. He is co-author of Latinx Business Success (Wiley, 2021), which gives him a distinct second register on representation, talent pipelines, and how diverse leadership shows up in technology-driven industries. He is a working radiologist and medical society leader, currently President of the Medical Society of Virginia Foundation, which keeps the keynote material grounded in operational practice rather than commentary. Biography highlights Co-author, Latinx Business Success: How Latinx Ingenuity, Innovation, and Tenacity are Driving Some of the World’s Biggest Companies (Wiley, 2021). Former Associate Chief Health Officer, IBM Watson Health; former Chief Medical Innovation Officer, Liberty BioSecurity. Medical Technology and AI Adviser to NASA iTech and Senior Advisor to the NASA Space Breathing Initiative. Eisenhower Fellow, 2020/2021 Zhi-Xing Fellows Program. Adjunct Professor of Radiology and Biomedical Imaging, University of Virginia and Eastern Virginia Medical School; Guest Lecturer, Singularity University. Member, Forbes Technology Council; Informatics Leadership Council, American College of Radiology; public volunteer, NIST Generative AI Public Working Group. CEO and Founder, Ad Astra Media LLC, a STEAM media production company building role models and educational content for under-represented students. Biography Most of the AI conversation inside large organisations is still happening at one remove from where the technology actually meets a patient, a pilot, or a regulator. Jose Morey works at that meeting point. He is a practising radiologist who has built clinical AI tools, advised NASA on which health technologies are worth backing, and helped Liberty BioSecurity think through genetic intelligence and augmented human performance. His operational range is unusually wide. At IBM Watson Health he served as Associate Chief Health Officer during the period when the platform’s clinical claims were being tested against hospital reality. He has advised NASA iTech on the feasibility and commercialisation of emerging health and AI companies, and serves as a Senior Advisor to the NASA Space Breathing Initiative. He sits on the Chief Engineering Council for Hyperloop Transportation Technologies and on the Informatics Leadership Council of the American College of Radiology. The intellectual through-line is translation between domains. Morey co-authored Latinx Business Success with Frank Carbajal (Wiley, 2021), a book built around interviews with Latinx leaders across technology, finance, healthcare and media, and structured around what they call the DIGITAL framework. He is also an Eisenhower Fellow from the 2020/2021 Zhi-Xing programme, an adjunct professor of radiology at the University of Virginia and Eastern Virginia Medical School, and a guest lecturer at Singularity University. He runs Ad Astra Media, a production studio he founded to put serious STEAM role models in front of under-represented students, and contributes as a public volunteer to the NIST Generative AI Public Working Group. The result is a speaker who can take a board from a question about AI hallucination risk to a question about clinical liability to a question about who is actually being trained to build the next generation of these systems, without losing the room. Key speaking topics Artificial intelligence in clinical medicine Health technology and the future of patient care AI for space exploration and human performance in extreme environments Emerging technology and innovation strategy Latinx leadership and representation in technology industries Generative AI policy and responsible deployment Frontier infrastructure: Hyperloop, biosecurity, and the new technology renaissance Ideal for Healthcare boards, hospital executives, and CMIOs evaluating clinical AI deployment and governance CTOs, CIOs, and innovation leads in regulated industries who need a practitioner view of frontier technology Public-sector and defence audiences focused on biosecurity, space health, and emerging-technology policy DEI sponsors and talent leaders looking to connect representation with technical workforce strategy Audience outcomes A grounded reading of where clinical and operational AI actually works today and where it is still marketing Specific examples of how NASA, biosecurity, and healthcare institutions evaluate emerging technologies before they buy A framework, drawn from Latinx Business Success, for thinking about leadership, talent and innovation in technology-driven industries A clearer view of which frontier technologies (AI, biotech, space health, hyperloop-class infrastructure) are converging on the same set of organisational problems Direct, practical answers to executive questions on AI governance, regulation, and risk

Why organisations work with Jo Fairley She built the first Fairtrade-marked product in the UK, in 1994, when ethical sourcing was a fringe argument rather than a procurement requirement. Few founders can speak to that arc with first-hand authority. She has run the full lifecycle most founders never see: kitchen-table launch, category creation, sale to a FTSE confectioner, and a continued ambassadorial role inside the acquirer. That makes her credible on what survives an acquisition and what does not. Beyond Green & Black’s she has built and exited multiple businesses, including Judges Bakery, The Wellington Centre wellbeing facility, and The Perfume Society. The portfolio breadth gives her a useful pattern view across categories. She holds an Honorary Doctorate from Kingston University and the Shackleton Medal from the Royal Scottish Geographical Society for leadership and citizenship. Recognition from a serious geographical body, not a marketing prize. Biography highlights Co-founder of Green & Black’s organic chocolate, 1991, with Craig Sams. Created Maya Gold, the first product to carry the UK Fairtrade Mark, in March 1994. Sold Green & Black’s to Cadbury in 2005; retained the role of Chocolate Ambassador. UK’s youngest-ever magazine editor at 23, editing Look Now and then Honey. Founder of Judges Bakery, The Wellington Centre, and The Perfume Society. Honorary Doctorate in Business Studies, Kingston University; Shackleton Medal, Royal Scottish Geographical Society. Co-author of the Beauty Bible series and The Perfume Bible; long-running contributor to The Times, YOU Magazine and the Telegraph. Biography The first product in the UK ever to carry the Fairtrade Mark was a chocolate bar called Maya Gold. It launched in 1994, three years after Jo Fairley and Craig Sams started Green & Black’s at their kitchen table. At that point, ethical sourcing was a niche conviction. Today it is a procurement standard in most large grocers. Fairley sat at the start of that shift and helped force it. Green & Black’s grew into a category-defining brand and was acquired by Cadbury in 2005. Fairley stayed on as Chocolate Ambassador, which gave her an unusual vantage point: a founder watching her values-led business absorbed into a confectionery giant, and learning in real time which parts of the brand promise survived contact with corporate scale. Few founders speak with that experience attached. Her career started in publishing, where she became the UK’s youngest-ever magazine editor at 23, editing Look Now and then Honey. The journalist’s instinct is still visible in the work: a focus on what consumers actually want to be told, and a refusal to let mission language do the work that products and pricing have to do. Subsequent ventures, including Judges Bakery, The Wellington Centre wellbeing facility in Hastings, and The Perfume Society, all follow the same pattern of category authorship rather than category entry. Recognition has come from serious bodies, not marketing prizes. An Honorary Doctorate in Business Studies from Kingston University. The Shackleton Medal from the Royal Scottish Geographical Society for leadership and citizenship. WorldAware and Soil Association awards across her businesses. The track record is not one of a single early hit; it is a thirty-year argument that values-led brands can be built, scaled, and sold without losing their reason to exist. Key speaking topics Ethical brand building Entrepreneurship and category creation Sustainability and Fairtrade in consumer business Founder experience through acquisition and post-acquisition life Women in entrepreneurship Brand consumer insight Portfolio entrepreneurship Ideal for CEOs and founders of consumer businesses navigating purpose, pricing and scale. Marketing and brand directors building ethical or values-led product lines. Sustainability and procurement leads working on Fairtrade, organic and ethical sourcing. Women’s leadership networks and entrepreneurship audiences. Audience outcomes A practical view of how a values-led brand survives an acquisition by a multinational. A first-hand account of how the UK’s first Fairtrade product reached supermarket shelves and what it took to keep it there. A clearer read on the difference between purpose as marketing language and purpose as supply chain decision. Specific lessons on category creation and the founder mindset across multiple businesses.

Why organisations work with Julia Streets Twenty-five years inside financial services, from senior roles at NYSE Euronext and Instinet to founding Streets Consulting, gives her unusual fluency across the language of trading floors, regulators, fintechs and boards. DiverCity Podcast, which she launched in 2017 as the first DE&I podcast in financial services, has run 16 seasons with listeners in more than 50 countries and gives her a documented track record of holding industry leaders to specific commitments, not slogans. An MBE in the 2025 King’s Birthday Honours, awarded for services to diversity and inclusion in entrepreneurship in financial services and technology, is a credential almost no other speaker in her topic area carries. Her host and moderator craft, sharpened by years on the stand-up circuit, makes her a credible choice for conferences where the chair has to keep senior bankers, regulators and founders in the same conversation without flattening any of them. She advises fintech founders and global institutions on the same set of growth and communication problems, which means she can speak to both sides of the buyer-vendor relationship in the room. Biography highlights Founder and CEO of Streets Consulting, advising fintech startups, scaleups and global financial institutions on growth, marketing and communications. MBE, 2025 King’s Birthday Honours, for services to diversity and inclusion in entrepreneurship in financial services and technology. Host and executive producer of DiverCity Podcast, the first DE&I podcast in financial services, with 16 seasons and listeners across 50 countries. Author of The Lingua Franca of the Corporate Banker, published by Searching Finance. Former senior executive at NYSE Euronext (global head of communications, technology division) and Instinet (European marketing and sales development). Twice named a Global Diversity Champion in the Global Diversity List; three-time Brummell Magazine listee for women on boards, women entrepreneurs and women of influence in the City. Trustee of Street Child; regular broadcast contributor on BBC Radio 4, BBC Radio Kent and City AM. Biography The first DE&I podcast in financial services launched in 2017 with no obvious commercial reason to exist. Sixteen seasons later, DiverCity Podcast has listeners in more than fifty countries and a back catalogue of named industry figures committing on the record to specific changes. The host and executive producer is Julia Streets, and the show is one piece of a wider body of work on how financial services actually changes, rather than how it announces it does. Streets Consulting, which she founded after senior roles at NYSE Euronext and Instinet, advises fintechs and global institutions on growth, positioning and communications. The brief is the same on both sides: how does a firm explain what it does to people who are paid to be sceptical of it. Two decades inside trading-floor culture, and a 2012 satirical book on corporate jargon, The Lingua Franca of the Corporate Banker, give her a low tolerance for the kind of language that lets executives avoid saying anything specific. The 2025 MBE, awarded in the King’s Birthday Honours for services to diversity and inclusion in entrepreneurship in financial services and technology, sits alongside two listings as a Global Diversity Champion and three appearances on Brummell Magazine’s lists of women on boards, women entrepreneurs and women of influence in the City. The recognitions track a single argument across her work: that diversity in finance is a commercial question, not a compliance one, and that it should be measured by who gets hired, promoted and listened to. For an audience, the practical effect is a speaker and host who can move between fintech innovation, capital markets technology and DE&I without losing the room, because she has actually built a business in each. She is also a former stand-up comedian, which is why bankers tend to talk back to her on stage rather than at her. Key speaking topics Fintech innovation and capital markets technology Diversity, equity and inclusion in financial services Entrepreneurship in regulated industries Communication and influence for senior leaders AI and the future of financial services Conference chairing and panel moderation Women in fintech and technology Ideal for Boards and executive teams in banking, capital markets and fintech navigating technology adoption and regulatory change. CHROs and DE&I leads in financial services who need a credible external voice on inclusion that holds up to commercial scrutiny. Founders and investors at fintech scaleups working on positioning, growth and institutional credibility. Conference organisers in financial services who need a chair or moderator with subject fluency across innovation, regulation and culture. Audience outcomes A clearer view of where fintech innovation is genuinely changing financial services and where it is being oversold. Specific, named examples of how DE&I commitments translate into hiring, promotion and product decisions, drawn from sixteen seasons of recorded interviews. Direct, jargon-stripped language for talking about technology change inside regulated organisations. A working sense of how fintech founders and incumbents see each other, useful for anyone building or buying across that line.

Why organisations work with Julie Holmes She gives leaders a way past the trap most AI programmes fall into. Second Story Strategy™, her framework, treats AI as a starting line for distinct new value, not a finish line for cost savings. She has built and sold technology, not just studied it. Two innovation companies and products in over 60 countries give her keynotes the texture of an operator, and she still builds AI applications for herself and clients today. Her material works at two stages: helping teams who are still becoming AI-capable, and pushing teams who have already proven AI makes them faster toward the harder question of what they will do with it that no one else can. PSA-UKI Hall of Fame status puts her among 33 speakers recognised for sustained craft on stage, which matters when the brief is a high-stakes leadership audience with mixed AI fluency in the room. She lectures on innovation and AI at Yale, Birkbeck, and the American University of Beirut, keeping the material tested against faculty and students as well as paying clients. Biography highlights Hall of Fame Speaker, PSA-UKI, one of 33 to hold the honour Originator of Second Story Strategy™ and the Second Story Blueprint for building competitive advantage on top of AI Author of Little Big Bangs for Leaders and of the 101+ AI Tips, Tools and Prompts series for leaders and sales professionals Founder of two innovation companies with products distributed in over 60 countries Clients include Oracle, Expedia, American Express, JetBlue, Nestle, EY, VMware, US Bank, and LinkedIn Guest lecturer at Yale, Birkbeck (University of London), and the American University of Beirut Biography AI is raising the floor for everyone. The same models, agents, and automation reach every competitor in a category at roughly the same time. That makes it easy to be good, and good is no longer a position. It is the new baseline. Julie Holmes works on the question that follows: once everyone is faster, what will your organisation be that no one else can be? Her answer is Second Story Strategy™, a framework drawn from studying which companies actually pull ahead with AI and which simply run harder in place. The pattern she found was not about budget or engineering depth. The standouts treated AI as a foundation and built something distinct on top of it, working through four levels she maps as Build, Reimagine, Extend, and Lead, with the organisation’s own distinctiveness as the load-bearing element running through all of them. Her credibility comes from building, not commenting. Holmes founded two innovation companies and shipped products into more than 60 countries, and she still builds AI applications for herself and clients. That operator history shapes how she talks to senior audiences. The diagnosis is practical, the language is plain, and her work extends into resources leaders can use directly, including the regularly updated 101+ AI Tips, Tools and Prompts series. Holmes is a Hall of Fame Speaker with PSA-UKI, one of 33 to hold the honour, and a guest lecturer at Yale, Birkbeck, and the American University of Beirut. Brands including Oracle, Expedia, JetBlue, Nestle, EY, and LinkedIn have brought her in for the same reason: to move AI from a tool that makes them cheaper to a foundation that makes them distinct. Key speaking topics Second Story Strategy™ and competitive advantage through AI AI strategy and enterprise adoption AI-empowered teams and workflows Innovation as a leadership discipline Sales and customer experience under AI Future of work and AI capability building Ideal for C-suite leaders setting enterprise AI direction Heads of department helping their teams level up with AI Sales and customer-experience leaders integrating AI into commercial workflows Company-wide events where AI fluency varies widely across the room Audience outcomes The five behaviours that set AI-savvy teams apart, framed as a Second Story Strategy™ they can act on A clear way to decide where to build genuine distinction and where keeping pace is enough Concrete examples of how AI is reshaping leadership, sales, and customer experience, with specific tools named Language for leading non-technical teams into AI with confidence rather than anxiety A sharper sense of which AI use cases build advantage and which only add speed

Why organisations work with Kai Gondlach Brings academic foresight methodology (Master of Arts in Future Studies, Freie Universitat Berlin) into rooms that usually receive trend talks. The difference shows in how scenarios are constructed, not just how they are presented. Co-editor of Arbeitswelt und KI 2030, the Springer Gabler reference volume that pulled together 78 contributors on AI and the world of work. Few keynote speakers on AI sit on a publication of comparable academic weight in the German-speaking market. Built the scientific methodology behind a major commercial trend-research institute (2b AHEAD) before founding PROFORE. Boards get a foresight practitioner, not a generalist commentator. Works in both German and English, with sustained client traction in regulated sectors, insurance, mobility, energy, public administration, where foresight needs to survive contact with risk and compliance teams. Biography highlights Master of Arts in Future Studies, Freie Universitat Berlin; bachelor degrees in Sociology and Political/Administrative Sciences from Universitat Potsdam. Founder and Managing Director, PROFORE Gesellschaft fur Zukunft mbH, Leipzig. Co-editor of Arbeitswelt und KI 2030 (Springer Gabler), with Inka Knappertsbusch. Author and editor of further volumes including KI Jetzt! and Regenerative Zukunfte und kunstliche Intelligenz. Former Senior Research Fellow at 2b AHEAD ThinkTank, where he established the institute’s scientific foresight methodology. Member of the World Futures Studies Federation; founding member of the German Master of Future Science alumni network. Biography Strategic foresight is the discipline most often demanded and least often supplied at board level. Companies ask for a view of the next decade and receive a trend list. Kai Gondlach trained in the academic version of the discipline at Freie Universitat Berlin, where he completed the Master of Arts in Future Studies, before bringing that methodology into commercial practice. His four years as Senior Research Fellow at 2b AHEAD ThinkTank in Leipzig were spent translating academic foresight into work that industrial clients could act on. He built the scientific basis for the institute’s trend studies, then left in 2019 to found PROFORE, his own Leipzig-based foresight institute. The shift was deliberate. Clients increasingly wanted long-range scenarios that held up under board scrutiny, not headline trends. His publishing record sits on Springer Gabler. Arbeitswelt und KI 2030, co-edited with Inka Knappertsbusch, gathered 78 contributors across research and industry on how AI reshapes the structure of work; a second edition followed in 2024. KI Jetzt! and the Regenerative Zukunfte und kunstliche Intelligenz volumes extend the same method into operational AI and into the ecological and social dimensions of the technology. Gondlach is a member of the World Futures Studies Federation and a founding member of the German Master of Future Science alumni network. Boards in insurance, mobility, energy, and public administration use him when the question is not whether AI matters, but how to plan capital, talent, and operating model around a future that resists single-point forecasting. Key speaking topics Strategic foresight and scenario planning Artificial intelligence in the world of work Future of work and workforce transformation Industry 5.0 and regenerative futures Mobility, energy and sustainability to 2050 Long-range megatrends for boards and executives Ideal for Boards and executive committees setting long-range AI and workforce strategy CHROs and transformation leads redesigning the workforce around AI capability CSOs and corporate strategy teams in regulated sectors (insurance, mobility, energy, public administration) Innovation and R&D leadership briefing senior stakeholders on long-horizon scenarios Audience outcomes A working method for thinking about long-range futures, not a memorable trend list Sharper distinction between trends, scenarios, and forecasts in their own strategy conversations A defensible language for talking about AI with boards that resists hype on either side Concrete reference points from German-speaking industry on how AI is restructuring the world of work

Why organisations work with Karl Lillrud He speaks about AI from the seat of someone who has run digital commerce businesses since the late nineties and is currently building one. PodManager AI, his AI-driven podcast production platform, is shipping to paying customers as he speaks about AI to other operators. His work connects AI directly to revenue mechanics: pricing, conversion, retention, and customer acquisition, the parts of the P&L the C-suite is actually accountable for. Nine published books, including «You, Me and AI» and «AI, Your Second Brain: Evolve or Go Extinct», give leadership teams a shared language for the second-order effects of AI on work, governance, and customer trust, beyond the productivity headlines. Membership of the Harvard Business Review Advisory Council and recognition in Thinkers360’s AI thought-leader rankings signal that the perspective travels at board level, not just at the developer conference. The client footprint, including Volvo, Spotify, Klarna, H&M, AstraZeneca, and 3, gives him pattern recognition across regulated and consumer-facing businesses that few AI speakers can match. Biography highlights Founder of PodManager AI, an AI-driven podcast production platform he is currently building. Founder of Pricelizer, a Swedish e-commerce startup named to CNBC’s 20 hottest startups list in 2015. Author of nine books on AI and digital business, including «You, Me and AI» and «AI, Your Second Brain: Evolve or Go Extinct». Member of the Harvard Business Review Advisory Council since August 2024. Two-time TEDx speaker. Recognised across multiple years in Thinkers360’s AI thought-leader rankings and Global Gurus’ Top 30 Motivational Speakers list. Public engagement footprint includes Volvo, Spotify, Klarna, H&M, AstraZeneca, Qliro, 3, Tele2, and TUI. Biography Most AI keynote speakers have never run a checkout flow at scale. Karl Lillrud has. He has been building digital businesses since the late nineties, founded Pricelizer in 2013 to solve the abandoned-cart problem he kept hitting as an operator, and watched it land on CNBC’s 20 hottest startups list in 2015. He is now building PodManager AI, an AI-driven podcast production platform shipping to paying customers. That operator history, still in present tense, is the through-line for everything he says about artificial intelligence. His books reflect the same instinct. «You, Me and AI» treats the technology across 54 chapters covering work, creativity, education, governance, and the human-machine boundary, rather than as a productivity story. «AI, Your Second Brain: Evolve or Go Extinct» focuses on how leaders and their teams should actually integrate the tools day to day. The two sit inside a wider catalogue of nine published books, written for people who have to make decisions, not people studying the field. The institutional signals followed the work. Thinkers360 has recognised him across its AI thought-leader rankings. Global Gurus has placed him repeatedly in its Top 30 Motivational Speakers ranking. In August 2024 he joined the Harvard Business Review Advisory Council. Volvo, Spotify, Klarna, H&M, AstraZeneca, Qliro, and 3 sit on a public client list that runs across consumer retail, telecoms, and pharma. What a buyer is paying for is the translation layer between board ambition and operating reality. Lillrud has been the person trying to ship the next quarter’s numbers, and he is still in the chair, building an AI product while advising executives who have AI strategies they cannot yet execute. The argument lands because he has been on both sides of the table. Key speaking topics Artificial intelligence and the C-suite agenda AI in retail and consumer experience Digital commerce and customer acquisition Innovation and business model reinvention Leadership in technology-driven organisations AI ethics and governance Future of work in the AI era Ideal for Boards and executive committees moving from AI strategy approval to execution. CEOs, CMOs, and chief digital or commerce officers in retail, telecoms, and consumer brands. Innovation, transformation, and AI leads inside large enterprises building the operating model for AI. Founder and growth-stage leadership teams using AI as a commercial wedge. Audience outcomes A sharper read on which AI use cases move commercial metrics and which are theatre. A vocabulary for discussing AI’s second-order effects on customers, employees, and brand trust at board level. Concrete reference points from operators who have shipped AI inside consumer-facing businesses. A clearer view of where leadership attention should sit next versus where it can wait. Confidence to challenge vendor narratives and refocus internal AI portfolios on revenue impact.

Why organisations work with Kate Ancketill A ten-year run delivering the trends keynote at the NRF Big Show, the largest retail technology event in the world, makes her the reference voice for what major retailers are about to do next. Twenty-five years inside GDR Creative Intelligence working with P&G, Tesco, Sephora, Microsoft, Google, Samsung, Lego and Moet Hennessy, which means her examples are drawn from live client work, not desk research. A three-to-five year forecasting horizon that is short enough to commit budget against, longer than the next quarter, and grounded in case examples rather than abstract futures. 2025 Best AI and Future Technology Speaker at the Speaker Awards, and a BizTech Top 30 IT Influencer listing, which gives buyers an external read on quality before they commission. Biography highlights CEO and founder of GDR Creative Intelligence, a London-based futures and innovation consultancy founded in 1992. Ten consecutive years as trends keynote at the National Retail Federation Big Show in New York. Named clients include P&G, Tesco, Sephora, Microsoft, Google, Samsung, Moet Hennessy, Costa Coffee, Lego and the BBC. 2025 Speaker Awards: Best AI and Future Technology Speaker. BizTech Magazine Top 30 IT Influencers, 2024. Regular broadcast and conference commentator on AI, retail, high street decline, and consumer behaviour. Biography The retail and consumer industries are running two clocks. One is quarterly, governed by trading, footfall, and conversion. The other is the three to five year horizon on which AI, automation, and Gen Z consumer behaviour are quietly rewriting the operating model. Boards are being asked to commit capital against the second clock with the analytical habits of the first. Kate Ancketill has spent twenty-five years inside that gap. As CEO and founder of GDR Creative Intelligence, she has worked as the innovation partner to a roster of consumer brands that includes P&G, Tesco, Sephora, Microsoft, Google, Samsung, Moet Hennessy, Costa Coffee, Lego and the BBC. The work is granular, weekly tracking of the innovations that are reshaping retail, hospitality, brand and technology, then translated into specific commercial implications for clients planning two and three product cycles out. That practitioner base is what makes her platform work. For ten consecutive years she has delivered the headline trends keynote at the National Retail Federation Big Show in New York, the industry’s most-watched stage for what major retailers are about to commit to. Martin Reardon, NRF’s CMO, attributes the repeat invitation to her audience scores. In 2025 she was named Best AI and Future Technology Speaker at the Speaker Awards, the year after BizTech Magazine listed her among its top thirty IT influencers. Her current work centres on what consumer-facing AI does to customer experience, brand, and the economics of the store. The argument runs against both extremes: AI is not a productivity bolt-on, and it is not an existential threat, it is the substrate on which the next generation of retail and consumer business models will be built. The job for senior leaders is to read the early signal accurately enough to commit capital before the pattern is obvious. Key speaking topics Business futurism on a three to five year horizon Consumer-facing AI in retail and brand The future of customer experience Innovation and disruptive business models in consumer industries Gen Z and Generation Alpha consumer behaviour Sustainability and the future of consumer brands Trends and innovation at the NRF Big Show The future of the high street and physical retail Ideal for Retail, consumer goods and hospitality boards making three-to-five year capital and format decisions CMOs and customer experience leaders rebuilding brand and CX around AI Innovation and strategy leads inside major consumer brands Conferences where the audience is operators, not technologists, but the agenda is technology-driven Audience outcomes A clear read on which retail and consumer innovations are signal and which are noise Specific case examples of how named global brands are already deploying AI in customer-facing roles A working three-to-five year horizon for board and CMO planning, not a ten-year futurology piece A sharper view of Gen Z and Generation Alpha as commercial customers, not as demographic abstractions

Why organisations work with Katherine Melchior Ray She has made the standardise-versus-adapt decision from inside five global brands, so she can tell a leadership team which elements of a brand must stay fixed worldwide and which should flex by market. Her cultural intelligence framework, set out in Brand Global, Adapt Local (Kogan Page, 2025), gives teams a repeatable method for entering new markets instead of one-off market research that ages quickly. She has led marketing in Japan, France, Germany, and the US in three languages, so her read on a market comes from having sold to those consumers herself. She teaches this material to MBAs at UC Berkeley Haas, which means her frameworks are built to be taught and applied by a team, not performed once from a stage. Biography highlights Lecturer in international marketing and leadership at UC Berkeley Haas School of Business. Co-author of Brand Global, Adapt Local: How to Build Brand Value Across Cultures (Kogan Page, 2025), endorsed by David Aaker, Greg Hoffman, and Jonah Berger. Former CMO of Shiseido’s luxury portfolio in Tokyo and former CMO of Babbel in Berlin. Senior roles at Nike (GM, US Women’s Footwear), Louis Vuitton (VP Marketing, Japan), Gucci (Executive Director, Japan), and Hyatt (VP, Luxury Brands). Featured on CBS 60 Minutes and CNN, and profiled in The Wall Street Journal. Keynote speaker at Cannes Lions and DMEXCO; fluent in English, French, and Japanese. Biography Louis Vuitton broke sales records in Japan with the Neverfull launch in a market where most Western brands struggle to read the customer. Katherine Melchior Ray ran that marketing. The difference was cultural intelligence: knowing which parts of a global brand to hold firm, and which to adapt for a specific market. That judgement came from an unusually broad operating career. She led Nike’s US women’s footwear business, ran global marketing for Nordstrom’s Façonnable from France, and directed Gucci in Japan before taking on Hyatt’s Park Hyatt and Grand Hyatt luxury brands. She later became CMO of Shiseido’s luxury portfolio in Tokyo, then CMO of Babbel in Berlin, growing both through rapid market change. In Brand Global, Adapt Local, written with Nataly Kelly and published by Kogan Page in 2025, she turned that experience into a method. The book argues that cultural intelligence, the ability to flex across markets, now matters more than ever, because AI scales reach cheaply but cannot read culture. David Aaker, Greg Hoffman, and Jonah Berger endorsed it. She teaches the same material to MBAs at UC Berkeley Haas. Her career spans four countries and three languages, and every framework she offers has already been tested against a real market and a real profit-and-loss statement. Key speaking topics Cultural intelligence as competitive advantage Global brand building across cultures Brand localisation and market entry Marketing leadership in luxury and consumer goods High-performing global teams Culture as a source of innovation Ideal for CMOs and brand leaders scaling a brand into new international markets Global marketing and international expansion teams balancing brand consistency with local relevance Executive teams and boards at consumer-facing businesses in retail, luxury, beauty, hospitality, and tech Leaders of multicultural or multinational teams Audience outcomes A clear test for which brand elements to keep consistent worldwide and which to adapt locally Named examples of how brands such as Apple, Louis Vuitton, and Kit Kat handled the same tension A working definition of cultural intelligence and how it differs from general and emotional intelligence A view on where AI helps global marketing and where human cultural judgement still decides the outcome