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Why organisations work with Peter Rios He brings a published research base on Latinx leadership in higher education that few DEI advisers can match. Untold Stories (Wipf & Stock, with Juan F. Martinez) is one of the first academic studies of Latinx administrators in Christian higher education and gives his diagnosis weight no consultant deck can. He works in two doctoral disciplines, intercultural studies (Fuller) and strategic leadership (Regent), so his prescriptions sit inside organisational structure and incentives, not alongside them. He delivers in English and Spanish, useful for organisations with bilingual workforces or Latin American operations where translated DEI content typically loses its edge. His operator credibility is genuine. He held vice presidential roles at two universities and ran teams as a pastor for a decade before moving into consulting, so his sessions speak to leaders carrying P&L and people responsibility, not just HR. Biography highlights Author of Untold Stories: The Latinx Leadership Experience in Higher Education (Wipf & Stock, 2022), co-written with Juan F. Martinez. Author of Maximize!: 12 Keys to Unlocking Your Greatest Potential. Lecturer in leadership at Penn State University; former adjunct at Colorado State University-Global Campus and Indiana Wesleyan University. PhD in Intercultural Studies, Fuller Graduate Schools; Doctorate in Strategic Leadership, Regent University School of Business and Leadership; doctoral coursework at USC Rossier School of Education; MA, Northeastern Seminary. Founder of Peter Rios Consulting, advising clients across business, government, higher education and faith-based institutions on leadership and inclusion. US Marine Corps veteran; bilingual in English and Spanish. Biography Most organisations describe inclusion as a value and treat it as a programme. The leaders who carry it inside the building, particularly Latinx leaders in white-dominated institutions, often experience something else: invisibility, code-switching, and a slow drain on the energy needed to do the job. Untold Stories: The Latinx Leadership Experience in Higher Education, written by Peter Rios with Juan F. Martinez and published by Wipf & Stock, was one of the first academic studies to document that gap inside Christian higher education. Rios writes from inside the systems he studies. He served as vice president at two universities, taught at Penn State, Colorado State University-Global Campus and Indiana Wesleyan University, and built Peter Rios Consulting to advise organisations on leadership development, organisational change and DEI integration. Clients sit across business, government, higher education, non-profits and faith-based institutions. His credentials sit in two disciplines on purpose. The PhD in Intercultural Studies from Fuller Graduate Schools gives him the language of identity, power and belonging. The Doctorate in Strategic Leadership from Regent University gives him the language of structure, decision-making and organisational design. That dual lens is what allows him to translate inclusion from values statement into management practice. His second book, Maximize!: 12 Keys to Unlocking Your Greatest Potential, sits alongside the consulting work as a leadership development resource. He delivers in English and Spanish, draws on his US Marine Corps service and a decade in pastoral ministry, and is a frequent podcast guest on shows including Les Brown and Cafe con Pam. Key speaking topics Inclusive and values-based leadership Latinx leadership and representation Leadership development and executive coaching Organisational change and culture Identity, power dynamics and belonging at work Generational diversity in the workplace Personal leadership and peak performance Ideal for Heads of HR, CHROs and DEI leads in organisations where inclusion programmes are stalling at the leadership pipeline University presidents, provosts and trustees navigating Latinx student growth and faculty representation Bilingual or pan-American organisations seeking leadership development that works in English and Spanish Faith-based institutions and non-profits revisiting how leadership is identified and developed across cultural lines Audience outcomes A clearer view of where inclusion language and leadership practice diverge inside their own organisation Specific moves leaders can make to retain and promote underrepresented talent rather than just hire it A framework drawn from Rios’s research and consulting for surfacing the lived experience of Latinx and other underrepresented leaders Personal leadership reflection grounded in the twelve principles of Maximize!

Why organisations work with Ellis Watson He has run a ten-year transformation of a family-owned media group, DC Thomson, including the digital reinvention of brands like The Beano, with full P&L accountability. Few keynote speakers can show that length of tenure inside a turnaround. He has held the top operating role in three different content businesses, newspapers, global TV formats and family-owned media, so the change playbook he offers is sector-tested, not theoretical. His current seat as Chief Business Advisor to the First Minister of Scotland gives him a live view of how policy, regulation and capital are shaping the conditions executive teams are actually working in. He is direct in a room. Boards and executive audiences book him when they want candour about cost, culture and pace, not a motivational set piece. Biography highlights Chief Business Advisor to the First Minister of Scotland, appointed January 2023. CEO and later Executive Chairman of DC Thomson, 2011 to 2020, leading the modernisation of titles including The Beano and The Press and Journal. Global CEO of Syco Entertainment under Simon Cowell in 2010, with responsibility for the X Factor and Got Talent franchises. CEO of Celador International from 2000, oversaw the international rollout of Who Wants to Be a Millionaire? to around 100 territories. Managing Director of Mirror Group Newspapers from 2003 to 2005, accountable for five national and around 240 regional titles. Non-executive director of FirstGroup plc from 2009, with North American Greyhound responsibility, and a former Marketing Director of News International reporting to Rupert Murdoch. Biography DC Thomson is the kind of business that does not usually survive a digital decade. A family-owned publisher in Dundee, built on print titles like The Beano, The Sunday Post and The Press and Journal, it carried a cost base shaped by an industry that no longer existed. Between 2011 and 2020 it was rebuilt from the inside, with a third of the staff gone and the consumer brands repositioned for digital. Ellis Watson ran that decade as CEO and then Executive Chairman. That was not an unfamiliar problem to him. He had already taken Who Wants to Be a Millionaire? out to roughly 100 territories as CEO of Celador, run five national newspapers and around 240 regional titles at the Mirror Group, and spent 2010 as global CEO of Simon Cowell’s Syco Entertainment, holding the X Factor and Got Talent franchises. The earlier ground had been News International, as Marketing Director reporting to Rupert Murdoch. What that career produces, in a board context, is an unusually long lens on the same problem. Legacy businesses tend to be governed by people who have never personally rebuilt one. Ellis has, in three sectors, and he is now sitting inside Scottish Government as the First Minister’s Chief Business Advisor, a role created in January 2023 to bring private sector judgement into policy decisions. The result is a speaker who is most useful to executive teams in the middle of structural change, where the questions are about cost, talent and tempo, and where a generic transformation framework is not enough. Key speaking topics Leadership through structural change in legacy businesses Turnaround and brand revitalisation Building and holding high-performance cultures Engaging younger workforces inside traditional organisations Disruption as an operating discipline, not a slogan Governance and stakeholder trust during transformation Ideal for Boards and executive teams of legacy or family-owned businesses facing structural decline CEOs, COOs and transformation directors running cost and culture programmes in parallel CHROs and senior people leaders rebuilding engagement during restructure Senior leadership audiences in media, publishing, transport and consumer brands Audience outcomes A clear-eyed read on how long real turnaround actually takes inside a legacy business Specific operator decisions, on cost, talent and brand, drawn from DC Thomson, Mirror, Celador and Syco A working argument for why culture is the binding constraint in any transformation, not strategy A view from inside government on the conditions UK businesses are operating against A different vocabulary for talking about disruption with a board, less abstract, more accountable

Why organisations work with Eric M. Bailey He turns cognitive neuroscience into 22 named tools managers can use the next morning, not a worldview to adopt over time. The methodology is called the Principles of Human Understanding. His client list spans Google, the US Air Force, Los Angeles County, and the Phoenix Police Department. Few communication speakers translate across that range of cultures. The Cure for Stupidity gives an organisation a shared vocabulary for irrational workplace behaviour. Once a team has read it, conflict conversations get shorter. He works the room across analytical and emotional registers. Engineering audiences and frontline service teams both come away with the same takeaways, which is rare. Biography highlights President of Bailey Strategic Innovation Group, a communication and organisational development consultancy. Bestselling author of The Cure for Stupidity: Using Brain Science to Explain Irrational Behavior at Work. Creator of the Principles of Human Understanding methodology, used in keynote, facilitation, and coaching engagements. Master’s in Leadership and Organizational Development, Saint Louis University. Client work with Google, US Air Force, Los Angeles County, Canadian Imperial Bank of Commerce, City of Phoenix, Phoenix Police Department. Media features on CNN, Forbes, and HuffPost. Speaker on the Workhuman Live conference programme. Biography Most conflict at work is not about the issue on the table. It is about two people running different software on the same conversation. Bailey has built a career mapping that mismatch and giving leaders a way to talk about it without making anyone feel stupid. His book The Cure for Stupidity: Using Brain Science to Explain Irrational Behavior at Work sets out the argument. Irrational behaviour is usually rational once you understand what the brain is protecting against. The book seeded a methodology, the Principles of Human Understanding, which now anchors his keynote and consulting work through Bailey Strategic Innovation Group. The client list is the proof. Google, the US Air Force, Los Angeles County, the Canadian Imperial Bank of Commerce, the City of Phoenix, and the Phoenix Police Department have all brought him in. These are organisations with very different tolerance for soft language, which forces the material to do real work. The Master’s from Saint Louis University in Leadership and Organizational Development is the academic underpinning. The 22 tools are what audiences actually leave with. What sets Bailey apart from other neuroscience-of-work voices is that he writes for the manager who has eleven things to do today, not for the reader who wants a theory of mind. The framework is built to be used inside a difficult conversation, not admired from a distance. Key speaking topics Brain science of workplace communication Generational dynamics and intergenerational friction Diversity, equity and inclusion under contested conditions Change management and the neuroscience of resistance Team trust and functional team design Leadership development for first-line and mid-level managers Ideal for CHROs and people leaders dealing with persistent team conflict and engagement decay Heads of L&D commissioning manager development at scale DEI leads who need a frame for inclusion that lands with sceptical audiences Public sector and uniformed leadership teams (law enforcement, military, municipal government) needing communication training that travels across rank Audience outcomes A shared vocabulary for naming the cognitive patterns that drive workplace friction Specific tools, drawn from the Principles of Human Understanding, that can be used in a difficult conversation the same week A reframe of irrational behaviour as predictable, not personal, which lowers the temperature of recurring conflicts A working model for how the brain interprets change, status, and difference, applied to current team dynamics

Why organisations work with Eric Termuende He gives leadership teams a working language for incremental change. The “one-degree shift” framework reframes culture work as a sequence of small, low-resistance moves teams can actually make, instead of a programme to be launched. His research base is original. Rethink Work and the surveys behind it focus on what attracts and retains the right people for a specific workplace, not the best people in the abstract, which is a more useful question for most CHROs. He pitches at team level, not enterprise level. Most future-of-work speakers operate at workforce-strategy altitude. Termuende speaks to the manager and the leader of leaders, which is where engagement and retention are actually won or lost. He has tested the material against operating environments at Amazon, IBM, Coca-Cola, Toyota, and Nokia. The keynotes have been refined through repeated commercial use, not built for the stage. Biography highlights Co-Founder of NoW of Work, a workplace innovation and leadership consultancy. Author of Rethink Work (Barlow Books), an Amazon best-seller on engagement and retention. Named to American Express’s Top 100 Emerging Innovators under 35. 2022 Arch Award for Early Career Achievement, Haskayne School of Business, University of Calgary. TEDx speaker (TEDxBCIT, “Bigger than Work”) and Walrus Talks contributor. Host of the One Degree Shift podcast, interviewing operators and executives on incremental team change. Biography Most culture programmes fail not because the diagnosis is wrong, but because the prescribed change is too big to land. Teams are asked to adopt new behaviours on top of existing workload, and the new behaviours do not survive the first quarter. Eric Termuende’s work begins from this observation. The argument running through Rethink Work and the surveys behind it is that engagement and retention are decided at the team level, by a small number of recurring behaviours, and that the right intervention is operational rather than aspirational. NoW of Work, the consultancy Termuende co-founded, is built around that premise. The “one-degree shift” framework is its working vocabulary: small, specific behaviour changes designed to reduce friction and build trust without triggering another transformation initiative. The credentials sit underneath the argument. American Express named him to its Top 100 Emerging Innovators. The University of Calgary’s Haskayne School of Business gave him its Arch Award for Early Career Achievement in 2022. The material has been refined in front of audiences at Amazon, IBM, Coca-Cola, Toyota, Nokia, and Zoom, and on TEDx and Walrus stages. For senior people leaders, the proposition is unusually concrete. Termuende leaves an audience with a way to act on Monday morning, not a thesis to debate. That is rare in the future-of-work category, where most speakers operate one level too high to be useful to the line managers who actually run the teams. Key speaking topics Future of work and workforce design Team performance and trust Talent attraction and retention Workplace culture and engagement Multigenerational teams Leadership in uncertainty AI and the manager’s role Ideal for CHROs and people leaders responsible for engagement and retention strategy Leadership development and learning teams designing manager curricula Operations and divisional leaders running multigenerational teams under change Executive offsites focused on culture and talent in growth or post-merger contexts Audience outcomes A working framework for designing small behavioural shifts that hold at team level A clearer answer to which people the organisation should be attracting, not just how to attract more Practical positions on the multigenerational workforce that line managers can apply A reframing of culture work as operational practice, not communications activity

Why organisations work with Gorick Ng He turns two recurring HR problems, the disengagement of capable early-career hires and the quiet stagnation of mid-career professionals in pyramid-structured firms, into a single teachable framework drawn from 500-plus structured interviews and used by Harvard Business School with every MBA cohort. His work bridges three conversations that most organisations run separately: new-hire onboarding, frontline manager development, and DEI for first-generation and underrepresented professionals. One body of content, three internal audiences. The Unspoken Rules sits on the Thinkers50 Best New Management Books list for 2022 and is published by Harvard Business Review Press, which gives the content institutional credibility that motivational early-career speakers cannot match. He speaks the language of large professional-services and corporate buyers because he has been on the buy-side of it: Boston Consulting Group, Credit Suisse, and Harvard Business School’s Managing the Future of Work research project. Sessions are designed as practical training, not inspiration. Manager toolkits, ERG curricula, and onboarding modules can be built directly off the talk. Biography highlights Wall Street Journal bestselling author of The Unspoken Rules: Secrets to Starting Your Career Off Right (Harvard Business Review Press). Named to Thinkers50’s 30 Thinkers to Watch in 2022; book selected for Thinkers50’s Best New Management Books of 2022. Career adviser at Harvard College and faculty member at the University of California, Berkeley. Former management consultant at Boston Consulting Group and investment banker at Credit Suisse. Researcher with the Managing the Future of Work project at Harvard Business School. Featured in The New York Times, The Wall Street Journal, Forbes, Fast Company, Fortune, CNBC, and The Today Show. Biography The reason capable graduates plateau in their first two years is rarely the reason their managers give. It is almost never effort or intelligence. It is the gap between what new hires were told work would reward and what their organisations actually reward, a gap that is invisible to the people who already know the rules and punishing to those who do not. The Unspoken Rules, published by Harvard Business Review Press and built on more than five hundred structured interviews, names that gap and gives organisations a vocabulary for closing it. Gorick Ng wrote the book that Harvard Business School now hands to every MBA, and he teaches the same material to undergraduates at the University of California, Berkeley. As a career adviser at Harvard College, he works directly with first-generation and low-income students, the population on whom the cost of unspoken rules is highest. The work moved from classroom to corporate quickly. Aon, BNP Paribas, GE, Google, IBM, Invesco, Kirkland and Ellis, and Charles River Associates have used the content in manager training, new-hire onboarding, and DEI programming. UC Berkeley, StartSe, and Singularity University have commissioned him on adjacent themes including innovation and how authors and founders build audiences in the AI search era. His authority comes from sitting on both sides of the question. Before academia he was a management consultant at Boston Consulting Group and an investment banker at Credit Suisse, and a researcher with Harvard Business School’s Managing the Future of Work project. He has watched professional-services organisations make the same recurring mistakes with early-career talent, and his frameworks are written for the specific tensions those organisations face, not for a general audience. Thinkers50 named The Unspoken Rules one of the ten best new management books of 2022 and named Gorick to its 30 Thinkers to Watch list the same year. The work has since been covered in The New York Times, The Wall Street Journal, Forbes, Fast Company, Fortune, CNBC, and The Today Show. The recognition matters less than the practical point underneath it: very few speakers treat early-career navigation, manager onboarding, and first-generation inclusion as one connected problem with one connected research base, and that is what large employers buy him for. Key speaking topics Early-career talent attraction and retention Manager development for frontline and people-leader cohorts Inclusive management of first-generation and underrepresented professionals Onboarding and the school-to-work transition Employee Resource Group programming and DEI training content Ownership and performance behaviours in early-career roles The future of work and early-career expectations Ideal for CHROs, heads of talent, and learning and development leads designing onboarding or manager training at scale. Heads of DEI and ERG sponsors building substantive programming for first-generation and underrepresented professionals. Professional-services and corporate firms with large early-career intakes (consulting, banking, law, accounting, technology). Talent leaders addressing mid-career stagnation among senior associates, senior managers, and VPs in firms where the path to the top narrows sharply. University and graduate-school audiences at convocation, orientation, and career-readiness events. Audience outcomes A shared vocabulary across managers and new hires for the behaviours that quietly determine early-career progression. Specific manager actions that reduce avoidable attrition in the first two years, drawn from named patterns in the research. A practical lens for ERG and DEI work that translates inclusion into observable workplace behaviours, not slogans. Onboarding content that addresses what first-generation and underrepresented hires need to hear that their peers already know. Confidence among early-career employees that career progression is learnable, not a matter of background.

Why organisations work with Graeme Codrington The TIDES framework (Technology, Institutional change, Demographics, Environment, and Social values) gives leadership teams a named, structured lens for distinguishing structural disruption from short-term noise, something generic trend-watching rarely provides. His research on generational dynamics, anchored in Mind the Gap (Penguin), is one of the most analytically grounded treatments of multigenerational workforce tension available to leadership teams: it goes beyond labelling generations to explaining the mechanisms that drive the differences. Keynote insight does not stop at the room door: through TomorrowToday Global, organisations can move directly from a session to structured consulting and implementation, which means the analysis has a clear pathway to operational change. He is the only professional speaker inducted into two international speaking Halls of Fame: in South Africa and the UK/Ireland – an independently verified measure of sustained content quality across different professional and cultural contexts. His Seven Grey Elephants model and antifragility framework give boards a structured vocabulary for confronting the major forces that most organisations acknowledge but rarely analyse with discipline. Biography highlights Co-founder and lead futurist, TomorrowToday Global, a research and strategy firm operating across 150-plus countries Author of multiple Penguin bestsellers, including Mind the Gap (with Sue Grant-Marshall) and Leading in a Changing World (with Keith Coats) Guest lecturer at London Business School, Duke Corporate Education, Cornell, and the Gordon Institute of Business Science Only professional speaker inducted into two international speaking Halls of Fame: Southern Africa and UK/Ireland (Professional Speaking Association Award of Excellence) Global Certified Speaking Professional, Global Speakers Federation; Fellow and Honorary Fellow, Professional Speakers Association of UK and Northern Ireland TEDx Top Picks 2021; speaks to approximately 100,000 people annually across more than 20 countries Biography Graeme Codrington has spent over two decades arguing that most organisations are solving the wrong problem. The disruptions they face are not technical challenges requiring better execution, they are adaptive challenges requiring entirely new thinking. His co-founded firm TomorrowToday Global was built around that distinction, and around helping organisations act on it. Codrington is co-founder and lead futurist of TomorrowToday Global, a research and strategy firm tracking the disruptive forces shaping organisations since the early 2000s. His TIDES model maps five forces: Technology, Institutional change, Demographics, Environment, and Social values that drive disruption across any sector. His book Mind the Gap, published by Penguin, applied this thinking to generational dynamics and became a widely used text in leadership development programmes internationally. He lectures at London Business School, Duke Corporate Education, Cornell, and the Gordon Institute of Business Science, and speaks to roughly 100,000 people annually across more than 20 countries. His frameworks have expanded to include the Seven Grey Elephants (a structured analysis of the major forces leaders tend to acknowledge but avoid confronting directly) and an antifragility model that helps organisations move beyond resilience to building systems that actually strengthen under pressure. Codrington is the only professional speaker inducted into two international speaking Halls of Fame, in South Africa and the UK. He holds the Global Certified Speaking Professional designation from the Global Speakers Federation and is a Fellow and Honorary Fellow of the Professional Speakers Association of UK and Northern Ireland. For organisations wanting to move beyond a single session, TomorrowToday Global’s consulting team provides structured follow-through from keynote insight to practical implementation. Key speaking topics Strategic foresight and futurist methodology Future of work and workforce transformation Multigenerational leadership and generational dynamics Adaptive leadership in disruptive environments Organisational antifragility and resilience Innovation culture and next practice approaches The TIDES framework and disruptive forces mapping Ideal for C-suite and board-level leaders building adaptive strategy for permanent disruption CHROs and people leaders managing multigenerational workforce complexity Transformation leads and strategy teams moving beyond traditional planning horizons Executive development programmes at business schools and corporate leadership academies Audience outcomes A working understanding of the distinction between technical problems and adaptive challenges, and practical tools for identifying which they are facing Familiarity with the TIDES framework for mapping the disruptive forces most relevant to their sector and strategic context Concrete methods for scanning the business environment for weak signals and translating them into actionable strategy Clarity on what the future of work means for their organisation’s people strategy, including multigenerational dynamics and AI integration A framework for building antifragility into their team or organisation, moving beyond survival-mode resilience

Why organisations work with Hannah Ubl She runs primary research on generational cohorts, including original work comparing Early Millennials, Recessionist Millennials and Gen Z, and brings the data into the room rather than recycling commentary She wrote the operating manual on the first wave of this problem. Managing Millennials For Dummies (Wiley, 2017) is still the most-cited mass-market field guide for line managers running mixed-generation teams Her follow-up book, The Future of Work is Human, gives HR and people leaders a framework for rebuilding trust, psychological safety and belonging when half the workforce is remote and the other half is fatigued She speaks to the layer most generational speakers skip. Audiences from new hires to C-suite at Cisco, Kraft Heinz, Sodexo and Springer Nature, with the same material translating across all of them A decade inside BridgeWorks as Research Director, then six years building Good Company Consulting, gives her the rare combination of researcher discipline and operator instinct on culture problems Biography highlights Co-founder, Good Company Consulting Co-author, Managing Millennials For Dummies (Wiley, 2017) with Lisa X. Walden and Debra Arbit Co-author, The Future of Work is Human: Transforming Company Culture for a Post-Pandemic World, with Lisa X. Walden Former Director of Research and Director of Keynote Speaking, BridgeWorks BS, Communications Studies (Advertising), Boston University Clients include Cisco, Kraft Heinz, Sodexo, Springer Nature, Applied Materials and NACS Biography Five generations now work alongside one another, and the assumptions each generation brings about communication, authority and loyalty no longer overlap. That gap is where Good Company Consulting was built. Ubl co-founded the firm after a decade at BridgeWorks, where she ran the national research programme comparing how millennial sub-cohorts and Gen Z behave inside organisations. The research feeds the keynotes directly. Managing Millennials For Dummies, written with Lisa X. Walden and Debra Arbit and published by Wiley in 2017, set the early reference text for line managers handling mixed-age teams. The Future of Work is Human, her second book with Walden, picks up the thread post-pandemic and reframes culture work as a question of trust, psychological safety and belonging across hybrid teams. What buyers commission her for is the translation layer. She turns cohort data into specific manager moves: how to give Gen Z feedback that lands, how to redesign hybrid rituals so they produce connection rather than performance, how to talk about AI without losing the human contract that holds a team together. Cisco, Kraft Heinz, Sodexo and Springer Nature have all used her to do the same job inside very different cultures. The reason her work travels is research discipline rather than charisma. She earned her stripes inside a research firm before she earned them on stage, and audiences from new hires to senior executives respond to the same material because the underlying argument is empirical, not motivational. Key speaking topics Generational integration in mixed-age teams Gen Z in the workplace Hybrid work and the rebuild of psychological safety Manager capability across generations Employee engagement and the post-pandemic social contract Compassionate leadership in practice Human connection in the age of AI Ideal for CHROs and Heads of People rebuilding engagement and manager capability across generations Leadership development and L&D teams designing programmes for new and mid-level managers Internal communications and culture leads redesigning hybrid rituals Sector audiences with five-generation workforces, including healthcare systems, retail, hospitality and manufacturing Audience outcomes A working understanding of what Gen Z actually wants from an employer, separated from the social media caricature Specific manager behaviours that close the friction between generational cohorts in day-to-day work A clearer view of which hybrid-work rituals build trust and which performatively waste time Language for talking about AI and automation without breaking the employee social contract A research-grounded position to take back to the executive team on engagement and culture investment

Why organisations work with Hayley Mulenda She has been booked into the rooms where retention strategy is set, including Microsoft HQ in Redmond, Unilever’s C-suite under Leena Nair, and Meta MENA’s leadership. Her TEDxLSE talk «The Danger of Being a Role Model» frames a specific argument about authenticity that translates directly into how organisations think about leadership visibility and reverse mentoring. She holds an active operating seat as Brand Board Member at Wagamama, so the inclusion and culture content is informed by board-level decision-making, not consultancy at arm’s length. Her work on the gap between C-suite intent and Gen Z lived experience addresses a problem most leadership teams can name but few can resolve. Her book «The ABCs to Student Success» and her TEDx platform give her a public body of work that buyers can read before booking. Biography highlights TEDxLSE speaker, «The Danger of Being a Role Model» Author, «The ABCs to Student Success» Brand Board Member, Wagamama Keynote and consulting work with Microsoft, Unilever, JP Morgan, Google, Meta MENA, Chanel, Bloomberg Media, Harrods, Clifford Chance, Cabinet Office UK Spoken at Wembley Arena, Oslo Spektrum, and the UK Houses of Parliament Named one of 25 Black entrepreneurs to watch in 2024, The Black Business Show x HSBC Biography The cost of failing to engage a younger workforce is now measured at executive committee level. Retention has become a leadership question rather than an HR one. Hayley Mulenda’s work sits at the point where mental health, inclusion, and generational change converge inside that question. She came to the work through her own experience. After a suicide attempt at 18, she rebuilt her life around the practical mechanics of mental health and self-worth, and turned that into a public body of work. Her TEDxLSE talk, «The Danger of Being a Role Model», argues that organisations and leaders default to curated personas when employees actually need authenticity, and that the difference is what determines trust. Her client list reflects how that argument lands inside large organisations. Microsoft brought her to Redmond. Unilever’s then Chief HR Officer Leena Nair, now CEO of Chanel, has worked with her. Meta MENA, JP Morgan, Bloomberg Media, Clifford Chance, Google, the Cabinet Office, and Teach First have all booked her on briefs covering wellbeing, inclusion, and reverse mentoring. Wagamama appointed her to its brand board. The «ABCs to Student Success» gives her a published framework. The board seat keeps the work close to operating decisions. Together, they explain why she is booked less as a wellbeing speaker and more as a translator between senior leaders and the workforce now reporting to them. Key speaking topics Mental health and wellbeing in the workplace Reverse mentoring and generational engagement Diversity, equity and inclusion Employee retention and the social contract of work Authentic leadership and personal branding Workplace culture across the MENA region Ideal for CHROs and people directors managing retention of Gen Z and millennial talent Inclusion and culture leads building reverse mentoring or ERG programmes Executive teams reviewing employee engagement and wellbeing strategy Conferences and offsites where leadership wants a credible voice on mental health rather than a generic one Audience outcomes A working language for the difference between leader visibility and leader authenticity, and why one drives engagement and the other does not A direct view of what younger employees actually want from senior leaders A reframing of mental health from a wellbeing programme into a retention lever Practical reference points for designing reverse mentoring that produces decisions, not optics

Why organisations work with Jahkini Bisselink She sits inside Whetston Strategic Foresight, a practice built for long-range corporate planning, which means her insights arrive as briefable strategy inputs rather than generational commentary. She is one of the few speakers who is both a member of Generation Z and a trained foresight researcher of it, which closes the gap between authentic voice and analytical distance. Her UN Youth Representative work involved structured consultations with more than 4,000 young people, giving her data depth most generational speakers cannot match. Senior clients including Deutsche Telekom, the European Parliament, and Lloyds Banking Group have used her to shape leadership conversations about Gen Z, not as a panel novelty. She works in English and Dutch, and she presents to boards, HR functions, and customer experience teams without translating the message between them. Biography highlights Dutch United Nations Youth Representative, 2017 to 2019, elected through open national election. First UN General Assembly speech delivered at age 18. Youth expert at Whetston Strategic Foresight, Amsterdam, since 2020. TEDxYouth@Maastricht speaker, March 2019, “Why Youth Participation is Key”. Named in MIPAD (Most Influential People of African Descent) Class of 2023. Corporate clients include Deutsche Telekom, the European Parliament, Lloyds Banking Group, Rabobank, R/GA, and AVEVA. Biography A quarter of the workforce is now Generation Z, and most leadership teams are still describing them in language borrowed from coverage of millennials a decade earlier. The result is a steady mismatch between what organisations design for younger employees and customers, and what those groups actually want. Closing that gap is now a board-level problem, not an HR one. Bisselink works inside Whetston Strategic Foresight in Amsterdam, where her job is to translate generational research into corporate strategy. Whetston is a foresight practice, not a marketing agency, which shapes how her work lands: she briefs leadership teams the way a strategy consultant would, with a defined argument and named implications, rather than offering generational colour. Her credibility on Gen Z is built on two layers. She is a member of the generation, born in Amsterdam in 1999. She also spent two years as the Dutch United Nations Youth Representative, running structured consultations with more than 4,000 young people across the country and presenting their views at the UN General Assembly in New York. That fieldwork, conducted before she joined Whetston, is the data foundation under her current commercial work. Boards and HR functions at Deutsche Telekom, Lloyds Banking Group, the European Parliament, and Rabobank have used her to pressure-test assumptions about how their next generation of employees and customers actually decide. She was recognised in the MIPAD Class of 2023 for the same body of work. Key speaking topics Generation Z in the workforce The multigenerational workplace Future of customer experience Strategic foresight and generational trends Corporate purpose and youth activism Talent attraction and retention for the next generation Ideal for CHROs and heads of talent rebuilding attraction and retention strategies around a Gen Z-majority workforce CMOs and customer experience leaders whose growth segment is now Gen Z Executive teams and boards reviewing workforce, culture, and brand strategy through a generational lens Public sector and policy bodies that need a credible Gen Z voice in stakeholder conversations Audience outcomes A clearer read on what Gen Z employees and customers actually decide on, separated from common media generalisations. Specific implications for how attraction, retention, and customer strategy need to change inside the audience’s own organisation. A working understanding of the friction points between four working generations and where leaders are still managing on outdated assumptions. Direct exposure to a Gen Z researcher whose evidence base is consultation work, not commentary.

Why organisations work with Jeff Havens A defined thesis on generational workplaces, set out in his Pearson FT Press book “Us vs. Them,” that there are not four or five generations at work and that most generational training reinforces the problem it claims to solve. A keynote portfolio that covers four distinct organisational tensions, change (“Conquering Tomorrow”), leadership (“Unleash Your Inner Tyrant”), innovation (“Uncrapify Your Future”) and generations (“Us vs. Them”), each anchored in a published book or a defined argument. Built and runs Levity University, a microlearning platform of more than 400 courses serving over half a million learners a year, so the keynote sits on top of an operating training business, not just a speaking practice. A working comedian’s structure applied to a serious management argument, which is why CNBC and Fox Business book him as a recurring guest and why named clients including Ford, General Electric, JP Morgan, McDonald’s and Berkshire Hathaway use him at conferences where attention fatigue is the main risk. Biography highlights Phi Beta Kappa graduate of Vanderbilt University. Author of “Us vs. Them” (Pearson FT Press), “Unleash Your Inner Tyrant!” and “Uncrapify Your Life!” Founder of The Jeff Havens Company and Levity University, with 400+ microlearning courses and 500,000+ annual learners. Recurring guest on Fox Business (including The Willis Report) and CNBC. Published in The Wall Street Journal, Entrepreneur, Fast Company and BusinessWeek. Delivered over 1,000 keynotes to organisations including General Electric, Ford, US Bank, McDonald’s, JP Morgan, Honeywell, Berkshire Hathaway and Caesars. Biography Generational training is one of the most-bought and least-effective categories of corporate learning. Most of it asks employees to memorise the supposed traits of Boomers, Gen X, Millennials and Gen Z, then sends them back to the same teams with the same friction. The conflict is real. The frame is wrong. That is the argument behind “Us vs. Them,” published by Pearson FT Press, in which Jeff Havens makes the case that there are not four or five distinct generations in the workplace, and that the visible conflict is better explained by age and life stage than by birth cohort. The book sits alongside “Unleash Your Inner Tyrant!” on leadership behaviour and “Uncrapify Your Life!” on innovation, three published positions on three of the most-requested categories in corporate keynotes. A Phi Beta Kappa graduate of Vanderbilt and a former high school English teacher, Havens works at the intersection of stand-up comedy and management argument. The result is a presentation craft that holds a senior audience for a full hour. CNBC and Fox Business book him as a recurring guest for the same reason. His client list, General Electric, Ford, US Bank, McDonald’s, JP Morgan, Honeywell, Berkshire Hathaway, Caesars, is a list of organisations that buy attention as a scarce resource at their conferences. Beyond the keynote, he runs Levity University, a microlearning platform with over 400 courses and more than 500,000 annual learners. That operating business gives the speaking work a depth that pure-platform speakers rarely match: he is a practitioner who tests his content against a paying audience every week. Key speaking topics Generational dynamics in the workplace Leadership behaviour and management failure modes Innovation as an everyday discipline Change management and resistance Customer experience Corporate culture and communication Ideal for HR and L&D leaders running generational, culture or engagement programmes at scale Senior leadership conferences where attention fatigue across a long agenda is the main risk to the message CEO and divisional offsites looking to anchor a change, innovation or culture theme with a memorable plenary Industry association conferences (SHRM, ATD, MPI and equivalents) where mixed-seniority audiences need a single keynote that lands across the room Audience outcomes A working argument for why standard four-generations training does not reduce workplace friction, and what to do instead A clear language for naming leadership behaviours that quietly damage teams, drawn from “Unleash Your Inner Tyrant” A practical view of innovation as a habit available to every employee, not a function reserved for an R&D group A more confident stance for managers asked to lead change against fatigue and resistance A shared reference point, and shared humour, that a leadership team can take back into the room the next morning

Why organisations work with Jenk Oz A live daily feed of Gen Z behaviour. Thred.com publishes in 17 languages across 220+ countries and territories, feeding his brand advice with first-party data instead of commissioned surveys. Consulting credibility built on named client work. Thred Media has advised Coca-Cola, Google, Ford, Dunkin’, Microsoft, Snapchat, and Ogilvy on Gen Z strategy, so executive audiences engage with a working commercial operator. Primary-source Gen Z insight. Thred’s editorial team is almost entirely Gen Z, which grounds brand strategy work in lived cohort behaviour. A structural edge in data. The combination of publishing arm, Change Maker Discord community, and consulting practice generates zero- and first-party signals on emerging youth culture that traditional agencies do not hold. Biography highlights Founder and CEO of Thred Media, the Gen Z publishing and consulting business headquartered in London. Thred.com publishes in 17 languages, reaches audiences in 220+ countries and territories, and generates approximately 350,000 monthly article reads alongside 200,000+ social followers. Consulting clients include Coca-Cola, Google, Ford, Dunkin’, Microsoft, Snapchat, Ogilvy, Hilton, Meta, Universal Music Group, and Epic Games. Named on Forbes 30 Under 30 (Europe), winner of Digiday’s Future Leader Award and Greater Good Award, and recipient of a Webby/Anthem Young Leader Award in Diversity, Equity & Inclusion. Fellow of the Royal Society of Arts. Member of the Google Z-Council, Oracle for Startups, and the Microsoft Surface young entrepreneur programme. Delivered three TEDx talks and has spoken at 90+ international conferences, including Amazon AWS Summit London (where he interviewed Amazon CTO Werner Vogels), Forbes Summit Cincinnati, Vox YMS New York, Oxford University Model UN, and Brand Week Istanbul. Biography Most brand advice about Gen Z is produced from outside the generation it describes. Survey data and panel research reach brand teams after the fact, often long after the behaviour they track has moved on. Thred Media was built on the opposite principle. What became Thred Media began with a school show-and-tell by an eight-year-old Jenk Oz about the activities he was doing outside class. That project grew into iCoolKid, which was rebranded and repositioned as Thred Media in 2019. Today, Thred.com publishes in 17 languages and reaches audiences in 220+ countries, giving the business a live first-party read on what young consumers are actually doing and buying. The consulting arm applies that feed to commercial questions. Coca-Cola, Google, Ford, Dunkin’, Microsoft, Snapchat, Ogilvy, and Hilton have used Thred Media for Gen Z strategy work that draws on live behaviour from the Change Maker Discord community and the editorial desk. Recognition has followed: Forbes 30 Under 30 (Europe), the Digiday Future Leader Award, a Webby/Anthem Award in Diversity, Equity & Inclusion, and a Fellowship of the Royal Society of Arts. The commercial distinction is straightforward. He runs a functioning Gen Z business that advises major consumer brands, and he belongs to the generation he is paid to interpret. He has delivered three TEDx talks, interviewed Amazon CTO Werner Vogels at AWS Summit London, and been featured in Forbes, Business Insider, Fortune, and the Evening Standard. Key speaking topics Gen Z consumer behaviour Brand relevance and the Gen Z market Gen Z marketing strategy Youth culture and social change Digital activism and clicktivism Youth entrepreneurship The future of work through a Gen Z lens Ideal for Chief marketing officers, brand directors, and consumer strategy teams are trying to close the relevance gap with Gen Z consumers. Agencies and consultancies whose clients are asking sharper questions about youth audiences than internal research can answer. Corporate innovation and growth teams are building commercial plans that depend on reaching emerging consumer cohorts. Board and executive audiences wanting a primary source on Gen Z behaviour, not secondhand interpretation. Audience outcomes A live view of how Gen Z is actually behaving across purchase and media decisions, drawn from Thred.com’s daily publishing feed and Change Maker community. Recalibrated assumptions about the signals brands use to judge youth relevance, with examples from named client work. Specific examples of where established brands are winning and losing Gen Z attention, drawn from Thred Media’s advisory engagements. A direct read on how social change and purpose shape purchase decisions in the generation that now accounts for the largest share of emerging consumer spend.

Why organisations work with Johnny C Taylor Jr He speaks for the formal voice of the global HR profession. SHRM represents nearly 340,000 members influencing more than 362 million workers, which gives his read on workforce trends institutional weight no individual consultant can claim. His book RESET gives executives a structured argument for treating talent, culture, and inclusion as the primary commercial constraint, not technology or capital. He has testified to Congress on workforce policy and chaired the President’s Advisory Board on HBCUs, so he can frame people decisions inside the actual policy and regulatory weather boards are operating in. He writes USA Today’s weekly “Ask HR” column and co-hosts The Work Wire podcast, which keeps his content tested against real questions from working managers, not theory. He has run the talent function at large operating companies including Paramount Pictures, Blockbuster, IAC, and Compass Group, so the perspective is operator-grounded, not academic. Biography highlights President and CEO of SHRM, the largest HR professional body in the world, with members in 180 countries. Author of RESET: A Leader’s Guide to Work in an Age of Upheaval, a Wall Street Journal and national bestseller. Fellow of the National Academy of Human Resources; named Distinguished Executive of the Year by the Academy of Management. Former CEO of the Thurgood Marshall College Fund; chaired the President’s Advisory Board on Historically Black Colleges and Universities. Board director at XPO, Inc. (NYSE: XPO), Guild Education, and Flores HR; Vice Chair, University of Miami Board of Trustees. USA Today columnist on workplace questions; co-host of The Work Wire podcast. Biography The workforce that most boards still describe is the workforce they had in 2019. The one they actually employ has been remade by remote work, AI deployment, five generations on the org chart, and political tension that now arrives at the office door. SHRM’s research, and the questions arriving in Taylor’s USA Today column every week, point at the same gap. Taylor leads SHRM, the global professional body for human resources, with nearly 340,000 members across 180 countries. The seat gives him a working dataset of how organisations of every size are responding to AI adoption, hybrid work, talent scarcity, and contested cultural questions. RESET, his 2021 Wall Street Journal bestseller, made the central argument plainly: the binding constraint on most companies is not capital or technology, it is whether they can find, hire, and engage the people who can use either one. That argument is unusual because it comes from an operator. Before SHRM he was CEO of the Thurgood Marshall College Fund and held senior HR and legal roles at Paramount Pictures, Blockbuster, IAC, and Compass Group USA. He is a Fellow of the National Academy of Human Resources, holds a JD and MA from Drake University, and is admitted to the bar in Florida, Illinois, and Washington, D.C. He has testified to Congress on sexual harassment, paid leave, and workforce development, chaired the President’s Advisory Board on HBCUs, and serves on the boards of XPO, Guild Education, and Flores HR. The Academy of Management named him Distinguished Executive of the Year in 2020. For senior teams trying to run a credible people strategy in front of a board that wants commercial answers, that combination of practitioner authority, policy access, and published thesis is hard to assemble from any other speaker on the topic. Key speaking topics Future of work Talent acquisition and retention Workplace civility and culture AI and the human workforce Workforce policy and regulation Inclusion in a contested political climate Multigenerational workforce dynamics Employee engagement and the social contract of work Ideal for CHROs and senior HR leadership wrestling with talent, engagement, and culture as board-level metrics. CEOs and boards of directors recalibrating workforce strategy around AI, hybrid models, and inclusion. Industry associations and member events convening HR, legal, and operations leaders. Executive offsites and town halls where the people agenda is the central commercial question. Audience outcomes A clearer view of which workforce shifts are temporary and which are structural. A defensible case for treating culture, civility, and engagement as commercial inputs, with evidence drawn from SHRM’s member data. A sharper read on how policy, regulation, and political climate will shape people decisions over the next 12 to 24 months. Practical positions on AI adoption, hybrid work, and inclusion that can survive contact with a sceptical board. A vocabulary for talking about talent that aligns HR, finance, and the C-suite around the same problem.