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

Why organisations work with Noreena Hertz Sits on two Nasdaq-listed boards, Mattel and Warner Music Group, which means her counsel is shaped by live boardroom debates on governance, ESG and consumer strategy rather than from the outside. Has spent two decades arguing, in print and to governments, that political and economic risk are inseparable from corporate strategy; The Silent Takeover and IOU named structural risks that later became central to board agendas. Authored original research on a 13 to 20 year-old cohort she labels Generation K, giving consumer brands and employers a specific read on the workforce and customer base now entering organisations. Frames AI for senior audiences as a question of governance, labour and societal trust, not feature adoption, which is what most boards now need from the conversation. Writes for The New York Times, The Wall Street Journal, The Financial Times and The Guardian, which means she works in the same register and discipline as the publications a senior buyer reads on a Sunday. Biography highlights PhD in Economics and Business, King’s College, Cambridge; MBA, The Wharton School, University of Pennsylvania. Honorary Professor, UCL Institute for Global Prosperity, University College London. Director, Mattel (Nasdaq) and Warner Music Group (Nasdaq); also serves on the board of Workhuman. Author of five books including The Silent Takeover, IOU: The Debt Threat, Eyes Wide Open, Generation K and The Lonely Century, which was named Book of the Year by The Daily Telegraph, Wired and El Mundo. Opinion contributor to The New York Times, The Wall Street Journal, The Washington Post, The Financial Times and The Guardian. Hosted MegaHertz: London Calling on SiriusXM Insight as the network’s first foreign-based news and talk host. Biography The Silent Takeover, published in 2001, argued that global corporations were displacing the state as the primary political actor in citizens’ lives. Two decades later, that thesis reads less like provocation and more like the standing brief for any board navigating ESG, regulation and political pressure. Noreena Hertz wrote it as a Cambridge economist; the questions it raised have followed her into the boardrooms she now sits inside. Her work has consistently anticipated structural risks before they hit corporate agendas. IOU: The Debt Threat made the case for sovereign debt as a destabilising force years before the financial crisis. Generation K, based on her own survey research with thousands of 13 to 20 year-olds in the UK and US, identified anxiety, loneliness and institutional distrust as defining cohort traits, well before those words became standard in workforce and consumer strategy decks. The Lonely Century, published in 2020, treated loneliness as an economic and political variable, not a wellbeing issue. The credentials sit behind the argument rather than in front of it. A PhD from Cambridge and an MBA from Wharton. An Honorary Professorship at the UCL Institute for Global Prosperity. Directorships at Mattel and Warner Music Group, both Nasdaq-listed, and at Workhuman. Opinion pieces in The New York Times, The Wall Street Journal and The Financial Times. The work has been recognised by The Daily Telegraph, Wired and El Mundo, which each named The Lonely Century a Book of the Year. What makes the perspective unusual is the combination of seats. Few economists who write at this register also vote on remuneration, audit and governance matters at major listed companies. That is why the boards and leadership teams who book her tend to be working on the same questions she is: how to govern through geopolitical fracture, how to integrate AI without losing institutional trust, and how to lead a workforce and customer base that has stopped giving incumbents the benefit of the doubt. Key speaking topics Geopolitical and political risk for business AI, governance and societal trust Generation K and the post-millennial workforce and consumer Loneliness as an economic and political variable Global capitalism, debt and the state ESG and corporate governance in contested terrain Decision-making under uncertainty Ideal for Board directors and chairs working on governance, ESG and political risk CEOs and executive committees setting strategy under geopolitical and AI uncertainty CHROs and CMOs whose workforce and customer base is now defined by Gen Z and post-millennial behaviour Investor and asset-management leadership audiences focused on macro and policy risk Audience outcomes A sharper read on where geopolitical and policy risk meets corporate strategy A specific picture of how a younger workforce and consumer base behaves, and why incumbent assumptions are failing A framework for treating AI as a governance and trust question, not only a technology one Argument-ready material for board-level debate on ESG, capitalism and the state A clearer view of loneliness and disconnection as commercial and political forces, not soft issues

Why organisations work with Paul Redmond He brings a five-generation diagnostic, not a Millennials-versus-Boomers cliche, that gives HR and commercial leaders a working language for friction they can already feel. His employability research, built across senior roles at the University of Liverpool, lets him speak credibly to graduate-recruitment, early-careers, and talent-pipeline audiences other generational speakers cannot. His Zombie Jobs thesis, anchored in his 2019 TED Talk and 2024 Trotman book on the AI age, gives leadership audiences a sharp, named frame for which roles AI hollows out and which it does not. He moves comfortably between commercial keynotes and broadcast work, including BBC and ITV current affairs, which translates into a polished platform presence for high-stakes events. Biography highlights Director of Student Experience and Enhancement, University of Liverpool, with continuing lecturing responsibilities. Fellow of the Royal Society of Arts (2010), awarded for writing and research. Author of The Graduate Jobs Formula, Talking about my Generation, A Parent’s Guide to Graduate Jobs, and The Graduate’s Guide to Future-Proofing Your Career (Trotman, 2024). TED speaker: Zombie Careers: Will You Lose Your Job to AI? (2019). Regular contributor to BBC and ITV current affairs; collaborator on the BBC and Tiger Aspect documentary Who Gets the Best Jobs? Speaks across financial services, technology, healthcare, and travel, with named clients including Google, Hargreaves Lansdown, Janus Henderson, Royal London, the NHS, and ABTA. Biography Five working generations now sit inside the same organisation. Each one learned to work under a different economy, a different communication norm, and a different settlement with the employer. The friction this produces shows up in engagement scores, retention numbers, and customer outcomes. Redmond’s work names that friction and gives leaders a way to act on it. His vantage is unusual. As Director of Student Experience and Enhancement at the University of Liverpool, he has spent years inside the machinery that produces the next generation of the workforce, and in continuous research conversation with the employers buying that talent. That has made his commentary on Gen Z and the post-Covid graduate market a regular fixture on BBC and ITV current affairs, and a reference point for HR and early-careers teams across UK plc. The future-of-work strand runs alongside it. His TED Talk Zombie Careers, published in 2019, set out the roles most exposed to AI and robotics, and the cognitive and human skills that survive automation. The Graduate’s Guide to Future-Proofing Your Career, published by Trotman in 2024, extends that argument into a working guide for the AI age. The thesis lands because it is grounded in named research, not in tech-keynote futurism. His books include The Graduate Jobs Formula, Talking about my Generation, A Parent’s Guide to Graduate Jobs, and Making it Happen. In 2010 he was awarded a Fellowship of the Royal Society of Arts for his writing and research. Key speaking topics The multigenerational workplace Gen Z and the post-Covid workforce The future of work and AI exposure Graduate recruitment and early-careers strategy Selling and marketing across generations Wellbeing and the staff-customer link Employability and career resilience Ideal for CHROs, heads of talent, and early-careers leads designing pipelines around Gen Z and a five-generation workforce. Commercial and marketing leaders building proposition and channel strategy across generational customer segments. Executive teams stress-testing which roles AI will hollow out and which human capabilities to invest in. Boards and leadership conferences in financial services, technology, healthcare, and professional services. Audience outcomes A working language for the five generations now in the workforce and the specific friction points each pair produces. A named view of which roles are most exposed to AI and robotics, and which capabilities buyers and employers should be investing in. Practical engagement and retention moves calibrated to Gen Z and post-Covid graduate expectations. A sharper read on how generational difference shows up on the customer side, in buying behaviour and channel preference.

Why organisations work with Rachel DeAlto She brings a working framework for relatability that translates a soft concept into specific leader behaviours, sourced from her own research and applied across Fortune 500, government and nonprofit settings. Her dual training in law and psychology gives her credibility with both legal-minded executives and people-function leaders, two audiences that often talk past each other on culture work. As Chief Connection Officer at Match Group, she works inside a business whose product is human connection at scale, which gives her examples that land with commercial audiences rather than HR-only ones. She holds the Certified Speaking Professional designation and has worked across more than 200 national media platforms, so the delivery is polished without sliding into performance. The work is built for multigenerational teams specifically, which is where most leadership programmes fail in practice. Biography highlights Chief Connection Officer at Match Group, parent company of Match.com, Tinder and Hinge. Author of The Relatable Leader and relatable, both published by Simon & Schuster. TEDx speaker; Being Authentic in a Filtered World featured on TED.com. Television expert on Lifetime’s Married at First Sight and TLC’s Kate+Date. Certified Speaking Professional, National Speakers Association. JD, Seton Hall University; MA in Psychology, Arizona State University; BA in Communications, Syracuse University. Biography Most organisational culture problems present as engagement problems first. People stop volunteering ideas, hand-offs get sloppy, turnover ticks up in the wrong roles. The diagnosis is usually slower than the decline. Rachel DeAlto’s argument is that what looks like disengagement is often a relational deficit at the leader level, and that the deficit is fixable with specific skills rather than slogans. Her two books, relatable and The Relatable Leader, both published by Simon & Schuster, build the case. The first sets out how people connect with each other under conditions of distraction, filtering and fatigue. The second turns the argument toward leadership and the practical question of how a senior manager builds trust quickly across a workforce that spans five generations and several working modes. DeAlto’s background is unusual for the topic. She trained as an attorney at Seton Hall, holds a master’s in psychology from Arizona State, and now serves as Chief Connection Officer at Match Group, where connection is the commercial product. That combination shapes the work. She speaks the language of executives, draws on psychological research rather than anecdote, and tests her frameworks against a business whose users vote on connection every day. The audience is corporate, but the substance is granular. Whitepapers on the multigenerational workforce, signature programmes on customer experience and sales relatability, and a Certified Speaking Professional designation that signals a craft-level investment in delivery. The closing claim is not that culture is everything. It is that culture is built from countable leader behaviours, and those behaviours can be taught. Key speaking topics Relatability and human connection Leadership and team performance Multigenerational workforce dynamics Communication and emotional intelligence Customer experience and relatable sales Organisational culture and engagement Ideal for CHROs and chief people officers building engagement and retention strategy Senior leaders managing newly hybrid or distributed teams Sales and customer experience leaders rebuilding trust in long-cycle buyer relationships Leadership development teams designing programmes for multigenerational workforces Audience outcomes A vocabulary and a framework for relatability that turns a soft concept into observable leader behaviours A clearer view of where engagement breaks down inside multigenerational teams and what to do about it Specific tactics for building trust at speed in hybrid and high-turnover environments A shift in how senior leaders think about communication, from broadcast to connection

Why organisations work with Riaz Shah He has run reskilling at a scale almost no academic or consultant has matched: more than 400,000 employees and 24 million hours of learning a year inside EY. He built the EY Tech MBA, one of the first corporate degree programmes to put technology fluency at the centre of professional services training, and can speak about what it took to make it work. His authority on the future of work rests on operating responsibility, not research alone. He has been the executive on the hook for the budget, the platform choices and the outcomes. He chairs One Degree Academy, a free school for children in an underserved part of London now ranked among the world’s top ten in the Overcoming Adversity category of the World’s Best School Prizes. His argument that learning design matters at scale is supported by results, not theory. His OBE for Services to Education, awarded by HM King Charles III in 2023, signals that the credibility is recognised beyond the corporate audience. Biography highlights Professor of Practice for Innovation & Leadership, Hult International Business School. 27 years as a partner at EY, including Global Learning Leader, Managing Partner of London Assurance and Chief Operations Officer for EMEIA Markets. Architect of the EY Tech MBA, deployed across a workforce of more than 400,000 professionals. OBE for Services to Education, 2023. Founder and Chair of One Degree Academy, a Top 10 finalist for the World’s Best School Prize in the Overcoming Adversity category. Non-executive director, Genius Group (appointed July 2024). Biography Most large organisations have an AI strategy. Very few have a learning strategy capable of delivering it. That gap, between what a workforce is being asked to do next year and what it knows how to do today, is the specific problem Riaz Shah has spent the last decade inside. At EY, as Global Learning Leader, he carried operating responsibility for how more than 400,000 professionals were equipped for a market reshaped by automation, AI and digital platforms. His team delivered more than 24 million hours of learning a year and built the EY Tech MBA, a full corporate degree programme that put technology fluency at the centre of a professional services career. He had previously been Managing Partner of London Assurance and Chief Operations Officer for EMEIA Markets, so the work was anchored in commercial reality, not in the learning department’s preferences. He now teaches at Hult International Business School as Professor of Practice for Innovation & Leadership, where his sessions with senior executives concentrate on global megatrends, digital disruption and how organisations rebuild capability fast enough to keep up. He also chairs One Degree Academy, a state-funded free school for children aged 4 to 18 in an underserved part of London. The school is a Top 10 finalist in the Overcoming Adversity category of the World’s Best School Prizes, and is the practical expression of his argument that learning design, done seriously, scales. In 2023, King Charles III awarded him the OBE for Services to Education. He sits on the board of Genius Group, a Nasdaq-listed education business, and is a member of YPO. Key speaking topics AI and the future of work Reskilling and workforce transformation at scale Corporate learning as a strategic capability Innovation and growth mindset inside large organisations Generational shifts in the workplace Demographics and changing consumer attitudes Leadership in conditions of digital disruption Ideal for CHROs and Chief Learning Officers commissioning a workforce transformation tied to AI and automation. CEOs and executive committees of large services and knowledge businesses where the talent base is the product. Boards reviewing the capability assumptions inside a digital or AI strategy. Senior leadership conferences where the brief is to make the case for serious, not cosmetic, reskilling. Audience outcomes A sharper view of where the gap between AI ambition and workforce capability is biggest, and which gaps matter most commercially. A clearer picture of what corporate learning has to look like to keep pace with technology, drawn from running it at EY scale. An honest read on what worked and what did not in building the EY Tech MBA, with the operational detail intact. A more confident sense of how to talk to a workforce about AI without losing trust.

Why organisations work with Russell Beck His 6C© model (Compensation, Career, Cause, Community, Culture, Company) gives people teams a structured, actionable framework for talent strategy: not a list of principles, but a diagnostic and planning tool organisations can apply directly. His career spans engineering project leadership across 25 countries, European Head of Talent at Yahoo!, MD of a £120m talent outsourcing business, and Global Head of Consulting at Impellam Group: a level of operational depth that most future-of-work commentators do not have. The World of Work to 2030 was recognised by the Financial Times as a business book to read and won the Institute of Leadership’s Book of the Year giving his frameworks independent, named validation rather than self-asserted authority. He translates megatrend analysis into specific commercial decisions. His sessions leave teams with a clear view of what the talent market will require of them by 2030, not just why it matters. Biography highlights Author of The World of Work to 2030, published by Bloomsbury Business (2024) Winner, Institute of Leadership Leadership Book of the Year 2024 Recognised by the Financial Times as a business book to read; regular interviewee in the FT Former European Head of Talent, Yahoo! – built one of the first pan-European talent functions Former Managing Director, Carlisle Managed Solutions – grew business to £120m turnover in 30 months; former Global Head of Consulting, Impellam Group Engineering project leader across 25+ countries, including a USD500m programme; co-owner and Director of Inspiration, ImagineThinkDo Biography Work is changing faster than most organisations’ talent strategies can keep up with. The labour market that defined hiring and retention practices for the last thirty years has shifted structurally, and the organisations still winning on compensation alone are discovering the limits of that approach. Russell Beck has spent three decades working through this tension as an operator running large-scale engineering programmes across 25 countries to building Yahoo!’s first pan-European talent function, to leading a £120m talent outsourcing business as Managing Director. His book, The World of Work to 2030, published by Bloomsbury Business, maps the megatrends reshaping organisations and careers and translates them into a practical action framework. It won the Institute of Leadership’s Leadership Book of the Year in 2024 and was recognised by the Financial Times as a business book to read. The book’s argument is not that change is coming, it is that most organisations are already behind, and that closing that gap requires deliberate, structured action on people strategy now. The 6C© model (Compensation, Career, Cause, Community, Culture, Company) is Beck’s proprietary framework for diagnosing and rebuilding talent strategy in a market where employees hold structural leverage. It has been deployed with organisations across sectors including Vodafone, the NHS, Cambridge University Press and the Top Employers Institute. Through ImagineThinkDo, the consultancy and development firm he co-owns with Alison Beck, he works directly with senior leadership teams on workforce transformation, leadership development and cultural change. His perspective combines the research discipline of an engineer, the strategic experience of an operator who has led at scale, and the practical tools of a practitioner who has done the work inside organisations, not just advised on it from outside. Key speaking topics Future of work and workforce strategy Talent attraction, retention and the 6C© model Organisational culture and belonging The multigenerational workforce Purpose-led leadership Leadership in uncertainty Future skills and employability Megatrends and their organisational implications Ideal for CHROs and people directors designing future-fit talent strategy Senior leadership teams navigating workforce transformation Talent, learning and organisational development functions CEOs and MDs seeking a commercially grounded view of the future labour market Audience outcomes A structured view of the megatrends reshaping work, and their specific implications for organisational and talent strategy Familiarity with the 6C© model as a practical tool for rebuilding attraction and retention approaches Clearer understanding of why belonging – not diversity alone – determines whether inclusion strategies deliver measurable outcomes Practical steps leaders can take to close the gap between current people strategy and what the labour market will require by 2030 A leadership lens for embedding purpose and meaning at work in ways that affect retention and performance

Why organisations work with Scott Lesnick He has spent 24 years inside Shaw Industries, a Berkshire Hathaway Fortune 500 business, before moving into speaking, so the change, retention and communication material is delivered from operating experience, not a consultancy framework. His multigenerational workplace content draws on a five-year practitioner survey and converts it into seven concrete strategies for recruiting, retaining and integrating Millennials, Gen Z and the incoming Generation Alpha. The Certified Speaking Professional (CSP) designation from the National Speakers Association, plus a term as Dean of the NSA Academy for Professional Speakers, is a credential of speaking craft, not of subject expertise, and it shows up in the quality of room-handling for plenary keynotes. The Kidjacked story (recovering his two children after international abduction) gives him a non-negotiable platform for keynotes on resilience and persistence under sustained pressure, used by clients including UPS Freight, US Bank, 7-Eleven and SHRM. Biography highlights 24 years in sales and management leadership at Shaw Industries, a Berkshire Hathaway Fortune 500 company. Certified Speaking Professional (CSP), National Speakers Association. Former Dean of the Academy for Professional Speakers, National Speakers Association. TEDx speaker, TEDx Oshkosh: “Limited Resources or Unlimited Resourcefulness”. Author of Kidjacked: A Father’s Story and Lifejacked: Life Lessons on Leadership. Named client list includes UPS Freight, US Bank, 7-Eleven, SHRM, the Financial Planning Association and the American Association of Orthodontists. Biography For the first time in working memory, five generations are sharing the same office, the same Slack channel and the same performance review system. Traditionalists are exiting, Generation Alpha is starting to arrive, and managers in between are running engagement playbooks built for a workforce that no longer exists. Scott Lesnick built his speaking practice on that problem. After 24 years leading sales and management teams at Shaw Industries, a Berkshire Hathaway Fortune 500 business, he moved into keynote work full time and built a multigenerational workplace programme around a five-year practitioner survey. The output is a set of seven concrete strategies for recruiting, retaining and integrating workers across Millennials, Gen Z and the incoming cohorts. The resilience material runs alongside it. Lesnick’s memoir Kidjacked tells the story of locating and recovering his two young children after they were abducted to the Middle East, and his second book, Lifejacked, collects interviews with people who came through serious adversity and went on to lead. Both feed into the change, burnout and persistence content he is most often booked for. He holds the Certified Speaking Professional (CSP) designation from the National Speakers Association, served as Dean of the NSA Academy for Professional Speakers, and delivered a TEDx talk on doing more with less at TEDx Oshkosh. Named clients include UPS Freight, US Bank, 7-Eleven, SHRM, the Financial Planning Association and the American Association of Orthodontists. Key speaking topics Multigenerational workplace strategy Leading through organisational change Employee engagement and retention Resilience and burnout Communication across generational cohorts Hybrid workplace dynamics Ideal for CHROs, talent and people leaders rebuilding engagement across a five-generation workforce. Sales and commercial leaders managing teams through restructure or market change. Healthcare, financial services and trade associations running practitioner conferences with mixed-cohort audiences. Internal leadership development programmes for newly promoted managers leading older and younger reports. Audience outcomes Seven practitioner strategies for blending and retaining multiple generations on the same team. A clearer read on what Millennials, Gen Z and Generation Alpha actually respond to in recruitment and engagement design. Specific tools for reducing burnout and protecting decision quality during periods of sustained change. A working vocabulary for inclusion and communication that is portable across the organisation.

Why organisations work with Seth Mattison His book The War at Work, co-authored with Joshua Medcalf, frames the cultural and structural tension between the traditional hierarchy and the emerging network, which is the underlying shape of most workforce disputes leaders are now managing. As a Strategic Partner at BridgeWorks, the firm that helped define generational diversity consulting, he works inside the practitioner tradition rather than commenting on it from the outside. His client list is unusual in its breadth: MasterCard, Microsoft, AT&T, PepsiCo, Morgan Stanley, Berkshire Hathaway, Dow, Disney and the Dallas Cowboys, which means his material has been calibrated across consumer, technology, financial services, industrial and entertainment audiences. He is a main-stage speaker first, with an Editors’ Picks Speaker to Watch selection and published quotes in the Wall Street Journal, Forbes, Entrepreneur and The Globe and Mail, which is useful for all-hands, sales kick-offs and customer conferences. He combines data-heavy content on workforce trends with a storyteller’s register, which keeps Gen Z and boomer audiences in the same session without patronising either. Biography highlights Co-Founder and CEO of Luminate Labs; Strategic Partner at BridgeWorks Co-author of The War at Work with Joshua Medcalf Expert on generational workforce dynamics, future of work and talent management Published and quoted in the Wall Street Journal, Forbes, Entrepreneur and The Globe and Mail Named clients include MasterCard, Microsoft, AT&T, PepsiCo, Morgan Stanley, Berkshire Hathaway, Dow, Disney, Johnson & Johnson, IBM and the Dallas Cowboys Editors’ Picks Speaker to Watch Biography Four generations are now working alongside each other in most major organisations, and the assumptions each has brought to the table about loyalty, hierarchy and flexibility are pulling in different directions. Seth Mattison has spent almost two decades working on that gap. As Co-Founder and CEO of Luminate Labs and a Strategic Partner at BridgeWorks, the consulting firm that helped define the generational-diversity category, he works with senior leaders on the specific changes that multi-generational and post-hierarchical workplaces require. The War at Work, co-authored with Joshua Medcalf, is the most accessible expression of his argument. Written as a fable, it lays out the tension between the traditional hierarchy and the emerging network inside modern organisations, and the unwritten rules leaders need to understand to manage both. The book is widely used in leadership programmes, and it is the same argument his keynotes are built on. The client list runs across industries that rarely share a training vendor: MasterCard, Microsoft, AT&T, PepsiCo, GE Energy, Cisco, Morgan Stanley, Berkshire Hathaway, Dow, Disney, Johnson & Johnson, IBM and the Dallas Cowboys. His work has been quoted in the Wall Street Journal, Forbes, Entrepreneur and The Globe and Mail, and he has been selected as an Editors’ Picks Speaker to Watch. For CHROs, chief talent officers and executive committees trying to build a leadership pipeline that spans Gen Z through boomers, Mattison offers something most generational speakers do not: a main-stage performer backed by a consulting practice and a published book, with a client footprint that shows the argument holds up across sectors. Key speaking topics Generational dynamics and the multigenerational workplace Future of work and the shift from hierarchy to network Talent management and high-performance culture Sales and leadership in the new workforce Next-generation leadership development Change and transformation in the people system Ideal for CHROs, chief talent officers and HR leadership teams designing multigenerational workforce strategy Sales, revenue and commercial leadership teams adapting to new buyer and workforce dynamics All-hands, kick-offs and customer or partner conferences where a main-stage future-of-work voice is needed Leadership programmes and corporate universities running high-potential and next-generation cohorts Audience outcomes A working vocabulary for the tension between hierarchy and network inside their own organisation A clearer view of what drives and derails each generational cohort at work, drawn from BridgeWorks practice and Mattison’s own research Specific prompts for updating leadership, sales and talent practices for a post-hierarchical workforce Case material from named Fortune 500 engagements usable as reference cases in the audience’s own context

Why organisations work with Simon Walker Operational leadership credibility, not metaphor. Walker took Toshiba Wave Warrior to second place in the BT Global Challenge as the fleet’s youngest skipper, then ran the company that organised the race. Boards hear leadership lessons drawn from a record, not an anecdote. Twenty years of practice inside corporate leadership development through his own firms, talentsmoothie and my360plus, including 360-degree feedback systems used inside live executive programmes. Academic anchoring at Henley Business School and Southampton Business School as a Visiting Executive Development Fellow, which gives the work a research spine that withstands scrutiny from heads of L&D and CHROs. A coherent point of view on generational dynamics, grounded in his co-authored “Generation Y: what they want from work” research, that helps leadership teams stop treating generational friction as an HR irritation and start treating it as a leadership question. Range across formats. Walker is commissioned for keynote, masterclass, mentoring and senior-team facilitation, which suits buyers who need the same voice across a multi-touch leadership programme rather than a one-off platform speech. Biography highlights Skipper of Toshiba Wave Warrior, BT Global Challenge 1996/97, second place, youngest skipper in the fleet. Former CEO of Challenge Business, organiser of the 2000/01 and 2004/05 Global Challenge round-the-world yacht races. Co-founder of talentsmoothie, a leadership and people development consultancy. Co-founder of my360plus, an online 360-degree feedback and executive coaching platform. Visiting Executive Development Fellow, Henley Business School and Southampton Business School. Co-author, “Generation Y: what they want from work.” Featured in Fast Company’s “Who’s Fast 2001” leadership profile. Biography Most leadership lessons come from books. A smaller number come from a documented record under conditions that punish poor judgement. The 1996/97 BT Global Challenge sent fourteen identical yachts the wrong way around the world against the prevailing winds, and a 28-year-old skipper named Simon Walker brought Toshiba Wave Warrior home in second place, the youngest in the fleet. Fast Company later profiled him under the line, “I can only compete through my crew.” That insight, that a leader competes through other people, has shaped the rest of his career. After the race he ran Challenge Business, organising the 2000/01 and 2004/05 Global Challenges, then turned full-time to corporate leadership development. He co-founded talentsmoothie, a research-based consultancy, and my360plus, an online 360-degree feedback and coaching platform now used inside executive programmes. His academic anchoring sits at Henley Business School and Southampton Business School, where he is a Visiting Executive Development Fellow. The work covers leadership behaviour under pressure, the practical mechanics of executive development, and the generational shifts reshaping how teams form and commit, ground he covered first in the co-authored report “Generation Y: what they want from work.” What buyers tend to remember after a session is the specificity. The detail of how a crew breaks down on the seventh gale of a Southern Ocean leg maps closely onto how a leadership team breaks down in the third quarter of a difficult restructure. The diagnostic is the same. Walker’s value to a senior audience is that he has run both kinds of crew and can talk about each in the language of the other. Key speaking topics Leadership under sustained pressure Executive development and 360-degree feedback Future of work and the changing employment contract Generational diversity in senior teams Team dynamics and crew leadership Technology and the behavioural shift inside organisations Talent attraction and retention Ideal for CEOs, CHROs and heads of leadership development designing senior leadership programmes Boards and executive teams entering or recovering from a sustained period of change Talent and L&D leaders rethinking executive development for a multigenerational workforce Senior leadership offsites where the brief is composure, judgement and crew dynamics rather than a single topic Audience outcomes A clearer read on how leadership behaviour shifts when pressure becomes sustained rather than episodic A sharper diagnostic for where a senior team is likely to break down before it does A practical view of how 360-degree feedback and structured executive development translate into changed behaviour A more grounded conversation about generational expectations inside the leadership pipeline Reference points and language that senior leaders can use back at work, drawn from a documented offshore command record rather than abstraction

Why organisations work with Susan Greenfield She framed the question. Her “Mind Change” thesis treats prolonged exposure to digital technology as a force on human cognition comparable in scale to climate change, and has shaped a decade of mainstream debate on screens, attention and identity. The science behind the argument is hers. Two hundred peer-reviewed papers, mostly from her Oxford lab, sit beneath her claims about attention, empathy and identity in the digital age. As founder and CEO of Neuro-Bio, the Oxford biotech she launched in 2013 to pursue a novel theory of Alzheimer’s based on the T14 peptide, she speaks from inside an active research programme. She has spent decades translating brain science for senior non-specialist audiences. That includes twelve years leading the Royal Institution of Great Britain as its first woman director, and ten years as a Forum Fellow at the World Economic Forum at Davos. Biography highlights Founder and CEO of Neuro-Bio Ltd, the Oxford biotech developing a novel approach to Alzheimer’s based on the T14 peptide Senior Research Fellow at Lincoln College, Oxford, and former Professor of Synaptic Pharmacology, University of Oxford Director of the Royal Institution of Great Britain from 1998 to 2010, the first woman to hold the post; first woman to give the Royal Institution Christmas Lectures (1994) Author of Mind Change, The Private Life of the Brain, ID: The Quest for Identity in the 21st Century, and A Day in the Life of the Brain, published by Penguin and Random House Crossbench Life Peer in the House of Lords since 2001 as Baroness Greenfield, of Ot Moor Honours include CBE, Chevalier de la Légion d’Honneur, Australian Society for Medical Research Medal, Fellowship of the Royal Society of Edinburgh, and 32 honorary degrees Biography In a 2009 House of Lords debate, a question was raised that the technology industry has never fully answered. If the human brain adapts to its environment, and the environment is now digital, what is happening to the brain at scale? The argument that grew from that question, developed across the next decade, has shaped how serious organisations think about screens and cognition. Greenfield’s standing to ask the question came from a long career in brain science. Two hundred peer-reviewed papers from Oxford, where she became Professor of Synaptic Pharmacology, sit behind it. So does her tenure as the first woman director of the Royal Institution of Great Britain, the post she held from 1998 to 2010, and the Royal Institution Christmas Lectures she delivered there in 1994. In 2001, she was created a Life Peer as Baroness Greenfield, of Ot Moor. Mind Change, published in 2014, set out the case. The technologies surrounding a young brain shape its development. This is uncontroversial neuroscience. What is contested is the scale of the effect when those technologies are engineered to capture attention and to be returned to. Greenfield’s argument is that the consequences show up in places leaders care about: in how people sustain focus, and in how they form empathy and construct identity. She still runs the science. In 2013, she founded Neuro-Bio, the Oxford biotech she leads as CEO, developing a novel approach to Alzheimer’s based on her research into a peptide called T14. Her lab has linked T14 to neurodegeneration upstream of the amyloid pathway, and is working on a saliva-based diagnostic test the company hopes will detect Alzheimer’s decades before symptoms appear. Key speaking topics The neuroscience of digital technology and the human mind Consciousness, identity and the physical basis of the mind Attention, empathy and the cognitive shift between digital generations The neuroscience of creativity Alzheimer’s, dementia and the future of brain health Women in science, engineering and technology Ideal for Boards and executive committees in financial services, technology, media and consumer-facing sectors CHROs and learning leaders are working on attention and digital fatigue in the workforce Strategy and innovation teams whose customers are the first generation to grow up entirely in a digital environment Education and policy audiences engaging with the science of cognition and the workforce of the future Audience outcomes A defensible vocabulary for what digital technology is doing to attention, empathy and identity A working distinction between what brain science actually shows and what is loosely attributed to “neuroscience” in popular commentary A view of where Alzheimer’s and dementia research is heading from a scientist actively pursuing a novel theory A perspective on the cognitive differences between digital natives and the workforce that came before them, grounded in published evidence

Why organisations work with Tammy Erickson A trilogy of Harvard Business Review Press books on Boomers, Gen X and Gen Y built on primary research, not commentary, giving leaders a defensible base for talent and engagement decisions. A McKinsey Award-winning HBR article (“It’s Time to Retire Retirement”) that reframed how Fortune 500 employers think about late-career workers, still cited in CHRO conversations. Five appearances on the Thinkers50 ranking, evidence that her ideas have stayed relevant across more than a decade of workforce change. Operating credibility from board seats at PerkinElmer and Allergan, plus client work with General Electric, Bank of America and Novartis, so the workforce arguments land with senior commercial leaders, not just HR. Co-direction of London Business School’s “Leading Businesses into the Future” programme, which keeps her arguments calibrated to current senior-executive challenges rather than past research. Biography highlights Adjunct Professor of Organisational Behaviour, London Business School; co-director of the “Leading Businesses into the Future” programme. Founder and CEO of Tammy Erickson Associates, a workforce and engagement advisory firm. McKinsey Award winner, Harvard Business Review, for “It’s Time to Retire Retirement.” Author of the HBR Press generational trilogy: “Retire Retirement,” “Plugged In,” and “What’s Next, Gen X?” Co-author of “Workforce Crisis” (Harvard Business School Press) and “Third Generation R&D.” Former director of Fortune 500 corporations PerkinElmer and Allergan. Ranked on Thinkers50 five times, including 2011, 2013, 2015 and 2017. Biography Most workforce strategies still treat the employee base as one undifferentiated group with a single set of motivations. That worked when one or two cohorts dominated the org chart. It does not work now, with Boomers, Gen X, Millennials and Gen Z sharing teams and reporting lines, each carrying different assumptions about authority, loyalty and what work is for. Erickson built her career on closing that gap. Her Harvard Business Review article “It’s Time to Retire Retirement” won the McKinsey Award and reframed how large employers thought about late-career talent. The argument was not nostalgic or motivational. It was an operating case for redesigning roles, hours and contracts to retain expertise that the demographics said would otherwise walk out. The HBR Press trilogy that followed, “Retire Retirement,” “Plugged In” and “What’s Next, Gen X?,” gave leaders something most generational commentary lacks: a research base built cohort by cohort, with practical implications for engagement, team design and career architecture. Her companion book “Workforce Crisis,” with Ken Dychtwald and Bob Morison, set the broader demographic context. “Leading Across the Ages” was named a Harvard Business Review Breakthrough Idea of 2008. That research sits on top of a working role at London Business School, where she co-directs “Leading Businesses into the Future,” and a track record of Fortune 500 board service at PerkinElmer and Allergan. The result is a voice on workforce questions that boards and executive teams take seriously, because it carries both the scholarship and the operating context. Key speaking topics Multi-generational workforce strategy Employee engagement and the changing employer-employee contract Workforce planning and talent shortage Collaboration in complex organisations Innovation in the intelligent economy Twenty-first century organisational design Future of work and changing assumptions about careers Ideal for CHROs and chief people officers redesigning engagement and retention strategy Boards and executive teams setting talent and workforce policy Heads of organisational development and learning leading multi-generational team programmes Leadership development faculty and HR conferences Audience outcomes A clearer read of how each generational cohort actually behaves inside organisations, beyond the stereotypes Specific implications for talent retention, engagement and team design across cohorts A reframed view of late-career workers as a retention and capacity question, not a cost question An organising frame for redesigning roles, hours and contracts to fit a five-generation workforce Vocabulary senior leaders can use in board and executive conversations on workforce strategy

Why organisations work with Thimon de Jong His Trust Pendulum framework gives leadership teams a structured account of why institutional trust has declined – and what leaders must do differently as a result His book Future Human Behaviour (Routledge) maps the behavioural shifts most likely to affect strategy over the next decade, making his frameworks referenceable long after the event As a lecturer in social psychology at Utrecht University, he brings academic grounding that makes his arguments credible to analytically rigorous leadership teams, not just receptive conference audiences His Polycrisis framing helps organisations move from crisis-by-crisis reaction to a coherent leadership posture designed to absorb the next disruption – whatever form it takes He holds together trust, generational change, technology adoption, and mental health as an integrated account of how human behaviour is shifting – not as a list of separate topics Biography highlights Founder of WHETSTON / strategic foresight, an Amsterdam-based think tank established in 2014, specialising in future human behaviour and societal change Author of Future Human Behaviour: Understanding What People Are Going To Do Next, published by Routledge Lecturer in social psychology at Utrecht University, teaching master’s-level students how to apply academic research to business strategy Master’s degree in Cultural Studies with a minor in International Business Studies Former Insights & Strategy Director at TrendsActive; researcher at FreedomLab Future Studies; Editor-in-Chief of RELOAD Magazine Clients include Morgan Stanley, Vodafone, IKEA, Google, L’Oréal, BNP Paribas, and the European Central Bank Biography Human behaviour is changing faster than most organisations’ ability to read it. The gap between how people actually think, trust, and act – and how leaders assume they do – is the problem Thimon de Jong has spent fifteen years researching. De Jong is the founder of WHETSTON / strategic foresight, an Amsterdam-based think tank focused on the implications of societal and behavioural change for leadership and business strategy. His Routledge book, Future Human Behaviour: Understanding What People Are Going To Do Next, maps the key shifts across trust, technology adoption, generational expectations, and mental health – and translates each into practical strategic implications. Routledge described it as an example of the future of publishing: part business book, part academic work, designed to be used, not shelved. His academic grounding matters. De Jong lectures in the social psychology department at Utrecht University, teaching master’s students how research applies directly to business decisions. That dual footing – practitioner and academic – gives his frameworks a rigour that is uncommon in the foresight and futures space. The organisations that work with him – Morgan Stanley, IKEA, BNP Paribas, the European Central Bank – are not looking for trend lists. They are looking for a coherent way to lead in a world where the assumptions that underpinned past decisions no longer hold. That is the territory his work occupies, and has done for over a decade. Key speaking topics Behavioural foresight and societal change Trust dynamics and institutional decline Technology adoption and human response Generational change and multigenerational leadership Leadership under polycrisis conditions Mental health and leadership responsibility Future of work and evolving workplace expectations Strategic foresight for leadership teams Ideal for Senior leadership teams preparing for medium-term strategy cycles or leadership offsites CHROs and people directors navigating generational change and shifting employee expectations Transformation leads and innovation functions applying foresight to organisational planning Board-level audiences seeking a research-grounded view of societal and behavioural risk Audience outcomes A structured framework – the Trust Pendulum – for understanding how trust is shifting and what it demands of leaders today Clearer thinking about the behavioural and societal shifts most likely to affect their organisation in the next five years Practical perspective on how emerging technologies are adopted and resisted across different generations and groups Tools for distinguishing meaningful signal from noise in an era of overlapping, compounding disruption Greater confidence in leading through sustained uncertainty – without defaulting to reactive, short-term decision-making