Avenir du travail speakers

Why organisations work with Dave Ulrich The four-domain architecture of human capability, talent, leadership, organisation, and the HR function, is Ulrich’s own framework. It gives business and HR leaders a single integrated taxonomy for what is otherwise a sprawl of disconnected people and organisation initiatives, and a structured way to decide which investments will actually move stakeholder outcomes. The Human Resource Competency Study, now in its eighth round across 35 years, has cumulatively drawn on more than 100,000 respondents. Round 7 produced the headline finding that organisational capability has four times the business impact of individual talent. Round 8 sharpens the picture: HR department capability and the organisational capabilities HR helps build have six to eight times the business impact of individual HR competencies. Ulrich brings these findings into the room directly, not via a citation. Ulrich is the originator of the HR Business Partner model that most large organisations still operate today. Engaging him is not external validation of the existing model. It is access to the next-generation architecture, including the Organization Guidance System diagnostic that has now been run inside more than 500 organisations. The Leadership Capital Index reframes leadership quality as a measurable asset that investors and boards can rate the way Moody’s rates credit. For boards under increasing pressure to disclose human capital substance, not narrative, this is one of the few frameworks built explicitly for that conversation. Induction into the Thinkers50 Hall of Fame, alongside HR Magazine’s «father of modern HR» designation and recognition as the most influential HR thinker of the decade, places him among the small group of figures who have demonstrably shaped a field rather than contributed to one. Biography highlights Rensis Likert Professor Emeritus, Ross School of Business, University of Michigan Co-founder and partner, The RBL Group Author of more than 30 books including Human Resource Champions (Harvard Business School Press, 1997), The Leadership Capital Index (Berrett-Koehler, 2015), Victory Through Organization (McGraw-Hill, 2017), and Reinventing the Organization (Harvard Business Review Press, 2019) Editor, Human Resource Management journal, 1990 to 1999; Distinguished Fellow, National Academy of Human Resources Inducted into the Thinkers50 Hall of Fame, 2017; HR Magazine Lifetime Achievement Award, 2012, source of the «father of modern HR» designation; named most influential HR thinker of the decade by HR Magazine Lead architect of the Human Resource Competency Study (eight rounds, 35-plus years, more than 100,000 cumulative respondents) and the Organization Guidance System diagnostic (more than 500 organisations) Active global platform: more than 400,000 LinkedIn followers and a weekly newsletter with more than 230,000 subscribers, with weekly posts routinely reaching 50,000 to 70,000 views Biography HR is not about HR. The phrase is Ulrich’s own. It captures the through-line of three decades of work: that the HR function exists to deliver value to every stakeholder the organisation touches, not to perfect its own processes. Employees and executives inside. Customers, investors, and communities outside. The discipline he calls human capability is the architecture that connects them. That architecture has four domains, each backed by its own research base. Talent covers how organisations acquire, develop, and retain full contributors, now framed by Ulrich as Talent Advantage = AI × HI, artificial intelligence multiplied by human ingenuity. Organisation treats the company as a set of capabilities: agility, culture, innovation, strategic clarity, collaboration, and customer connection. These can be prioritised through the Organization Guidance System, now deployed in more than 500 companies. Leadership draws on the Leadership Code research with more than 30,000 respondents, and on the Leadership Capital Index, which gives boards and investors a measurable framework for leadership quality. The HR function rests on the 35-year Human Resource Competency Study, with more than 100,000 cumulative respondents, and shapes the operating models, practices, and competencies HR uses today. The practical consequences of this work have shaped how HR is organised. Human Resource Champions (1997) introduced the four-role model, strategic partner, change agent, administrative expert, and employee champion, that became the template for HR business partnering inside Fortune 500 organisations. The Leadership Capital Index (2015) made the case that leadership quality can be rated the way credit is rated. Victory Through Organization (2017) was the empirical headline: organisational capability has roughly four times the business impact of individual talent. Round 8 of the HRCS sharpens that further: the HR department and the organisational capabilities it helps build have six to eight times the business impact of individual HR competencies. Ulrich is the Rensis Likert Professor Emeritus at the Ross School of Business, University of Michigan, and a partner at The RBL Group. He has worked with more than half of the Fortune 200 across more than 80 countries. He was inducted into the Thinkers50 Hall of Fame in 2017, and was named «father of modern HR» by HR Magazine in its 2012 Lifetime Achievement Award. His weekly LinkedIn posts reach more than 400,000 followers and 230,000 newsletter subscribers. That audience is how much of the global HR and business community engages with his current work in real time. Key speaking topics Stakeholder value through human capability The four domains of HR: talent, leadership, organisation, and the HR function HR transformation and the next-generation HR Business Partner model Organisational capability as competitive advantage Leadership Capital Index and leadership as a board-level asset The HR inflection point: AI, analytics, and the future of the HR function Culture transformation and organisational design Ideal for CEOs and executive teams looking for a single integrated language across talent, leadership, organisational capability, and the HR function CHROs and senior HR teams whose remit now spans stakeholder outcomes across employees, customers, investors, and communities Boards and investors who need a measurable framework for the human capability behind market value Transformation leads redesigning the HR operating model and the cross-functional accountabilities that sit alongside it across business leaders, HR, and employees Audience outcomes The four-domain human capability framework as a single integrated language for talent, leadership, organisation, and HR investment, replacing the disconnected list of HR programmes most teams are working from The empirical case for why organisational and capability investments outperform individual talent investments, drawn directly from HRCS and OGS findings A diagnostic logic for deciding which human capability investments will move customer share, investor confidence, and community standing, not just employee engagement scores A practical model for measuring leadership quality that can be defended in an investor or board conversation A clear position from which CHROs and CEOs can present HR as a leading indicator of business performance rather than a lagging cost

Why organisations work with David Goodhart His Anywheres-Somewheres framework – originated in The Road to Somewhere and now widely cited in policy and board-level discourse – gives leadership teams a precise vocabulary for the value divide driving political volatility, workforce disengagement, and brand risk, and a basis for strategic response that goes beyond reactive communication. His Head, Hand, Heart typology reframes the talent and automation debate: it argues that cognitive work has been systematically over-valued at the expense of manual and care-based vocations, giving organisations a rigorous basis for rethinking workforce design, skills investment, and the distribution of dignity and status at work. His trilogy – The Road to Somewhere, Head, Hand, Heart, and The Care Dilemma – maps three decades of social disruption as a connected analytical story, giving boards a through-line from the Brexit-era value fracture to current debates on care, fertility, and workforce sustainability. He draws on live research at Policy Exchange’s Demography, Immigration and Integration Unit rather than a fixed single-book thesis – his analysis tracks current demographic, policy, and political data and adjusts accordingly. His range is structurally unusual: 12 years as a Financial Times correspondent, founder and editor of Prospect magazine, Director of Demos, and current Commissioner on the Equality and Human Rights Commission – he holds the argument across journalism, think tank research, and regulatory governance in a combination that very few analysts in this space can match. Biography highlights Head of Policy Exchange’s Demography, Immigration and Integration Unit and Director of the Integration Hub Commissioner on the Equality and Human Rights Commission Founder and former editor of Prospect magazine (established 1995); Financial Times correspondent for 12 years, including a posting in Germany during reunification Former Director of the think tank Demos Author of The Road to Somewhere (Sunday Times bestseller; longlisted for the Orwell Prize 2018), Head, Hand, Heart (Financial Times and Telegraph Book of the Year 2020), The Care Dilemma (Financial Times and Spectator Book of the Year 2024), and The British Dream (shortlisted for the Orwell Prize 2014) Contributor to the Guardian, the Times, the Independent, and the Financial Times; presenter of BBC Radio 4 Analysis programmes Biography David Goodhart founded Prospect magazine in 1995 and spent 12 years as a Financial Times correspondent – including a posting in Germany during reunification. The Road to Somewhere (2017) named the divide between mobile Anywheres and rooted Somewheres: a framework now standard in policy and board-level analysis of political risk. That book launched a trilogy. Head, Hand, Heart (2020) extended the argument to work and status, making the case that cognitive elites had systematically captured the labour market at the expense of manual and care-based vocations. A Financial Times and Telegraph Book of the Year, it identified the dignity deficit that now drives workforce disengagement and vocational underinvestment. The Care Dilemma (2024), also a Financial Times Book of the Year, completed the arc – examining how rapid social change has produced structural deficits in care, family stability, and demographic renewal. His institutional base spans journalism, policy, and governance. He served as Director of Demos before heading Policy Exchange’s Demography, Immigration and Integration Unit. He sits as a Commissioner on the Equality and Human Rights Commission – a combination that allows him to hold the argument across research, regulatory practice, and public media with unusual coherence. The frameworks Goodhart has built are reference points for boards and leadership teams trying to understand why workforces, consumer bases, and political environments are pulling in different directions. His contribution is analytical rigour applied to the forces most organisations feel but struggle to name. Key speaking topics The Anywheres-Somewheres divide and political risk Immigration, integration, and social cohesion Populism, value-based political fractures, and elite distrust Status, dignity, and the cognitive-skills divide in modern economies Demography, fertility, and the care deficit The future of vocational work and skills systems National identity and the politics of belonging Ideal for C-suite and board audiences mapping the political and social risks shaping the operating environment Government, public sector, and policy leadership teams working on immigration, integration, demographic change, or social cohesion HR, talent, and workforce strategy leaders reassessing skills frameworks, vocational pathways, and workforce dignity in the context of automation Public affairs, corporate affairs, and ESG functions managing social licence, institutional trust, and stakeholder relations Audience outcomes A working vocabulary for the Anywheres-Somewheres divide and its concrete implications for workforce, consumer, and political behaviour A structural account of why political volatility is a durable feature of the operating environment, not a temporary disruption A framework for auditing how organisations distribute status, dignity, and investment across cognitive, manual, and care-based roles – and the strategic consequences of imbalance Clearer analytical thinking about demographic change – falling birthrates, ageing populations, and the emerging care deficit – as strategic planning factors rather than background noise A more grounded, evidence-based framing of immigration and integration as policy and social licence issues, accessible across the political spectrum

Why organisations work with David Rowan He runs the climate-tech and health-tech investment funds at Voyagers and has personally backed more than 180 early-stage tech companies. The view he brings to a board is from active deal flow, not from a research summary. Nine years editing WIRED UK gave him direct working relationships with the founders of WhatsApp, LinkedIn, Google, Spotify, Didi, Xiaomi and Nest while those companies were still being built. He reports on the frontier from inside the rooms where it is designed. His Penguin bestseller Non-Bullshit Innovation came out of a 20-country investigation into what real corporate innovation looks like once the theatre of accelerators and chief disruptive growth officers is stripped away. Boards get a tested set of strategies, not a list of trends. Every talk is researched and built around the sector in the room. Recent briefs include aviation (SITA), insurance, automotive after-market, real estate, luxury fashion and television. He converts frontier technology into the decisions a CEO has to take this quarter. Repeat clients include Goldman Sachs, JP Morgan, Google, Sky, Salesforce and Warner Bros. Biography highlights Founding Editor-in-Chief of WIRED UK, 2008-17 Author of Non-Bullshit Innovation (Penguin); Amazon #1 business bestseller; Financial Times Business Books of the Month; translated into Japanese, Korean, Russian and Ukrainian 900+ keynotes globally; event moderator for the World Economic Forum, the UK and French governments, the G8 Innovation Conference, the Royal Academy of Engineering and GITEX Dubai Technology columnist for The Times, GQ, Condé Nast Traveller and The Sunday Times Investor in 180+ early-stage tech companies; named unicorns include Grammarly, Improbable, Maven Clinic, Cerebral, Commure, Rebellion Defense, Kitopi and Onfido Founder of Voyagers; manager of its climate-tech and health-tech investment funds; adviser to Lakestar Biography The length of task an AI agent can autonomously complete is doubling every seven months. Autonomous robots are already running factory shifts. Most boards are setting strategy from briefings that pre-date both. David Rowan’s working life sits inside the gap between those two realities. As founding Editor-in-Chief of WIRED UK, he built working relationships with the founders of WhatsApp, LinkedIn, Google, Spotify, Didi, Xiaomi and Nest while those companies were still scaling. He has since backed more than 180 early-stage tech companies, eight of which have reached unicorn valuations: Grammarly, Improbable, Maven Clinic, Cerebral, Commure, Rebellion Defense, Kitopi and Onfido. He now runs the Voyagers climate-tech and health-tech investment funds. His Penguin bestseller Non-Bullshit Innovation came out of a 20-country investigation into how incumbent businesses actually generate new value, once the theatre of accelerators and chief disruptive growth officers is set aside. The book was named a Financial Times Business Book of the Month and translated into Japanese, Korean, Russian and Ukrainian. Its argument is that genuine innovation is a discipline with specific, testable strategies. His next book is on culture as the differentiating asset for organisations in an era when AI risks commodifying everything else. Repeat clients include Goldman Sachs, JP Morgan, Google, Sky, Salesforce and Warner Bros. He moderates for the World Economic Forum, the UK and French governments, the G8 Innovation Conference and the Royal Academy of Engineering. His stated KPI for a keynote: leave the audience 91% excited about the future, and 9% afraid. Key speaking topics AI strategy for established businesses Exponential technology and industry disruption Innovation as a managed discipline inside incumbent organisations The future of work in the age of AI agents Culture and talent strategy under AI commodification Sector-specific technology foresight Ideal for CEOs and boards setting AI strategy for established businesses CHROs and Chief People Officers reshaping talent strategy as AI changes the shape of work Chief Innovation, Digital and Strategy leaders translating frontier technology into operating decisions Senior leadership teams in sectors facing acute technology disruption: finance, real estate, aviation, media, healthcare, insurance, automotive Audience outcomes A clearer separation of what is genuinely real at the AI frontier from what remains hype A practical triage of technology decisions: what to fund this quarter, what to pilot, what to ignore The 17 strategies from Non-Bullshit Innovation, applied to the audience’s own sector A sector-specific reading of what AI agents are likely to do to operating models and headcount over the next 24 months

Why organisations work with Debbie Wosskow Three exits as founding CEO across PR, the sharing economy, and the women’s network category, giving boards a rare interlocutor who has personally taken capital, scaled a team, and sold the business. Co-Chair of the UK government’s Invest in Women Taskforce, which closed over £255m of committed capital for female founders in November 2024, the largest pool of its kind globally. Author of the 2014 government review “Unlocking the Sharing Economy”, the regulatory frame that legitimised platforms including Airbnb and Zipcar in the UK market. Operates inside the institutions that allocate capital and reputation: Senior Advisor at McKinsey, Non-Executive Director of Channel 4, Mayor of London’s Business Advisory Board. Co-author with Anna Jones of “Believe. Build. Become” (Penguin, 2019), the playbook that emerged from the AllBright Academy and continues to anchor her keynote material on women in leadership. Biography highlights Founder and exited CEO of three businesses: Mantra (sold to Loewy Group), Love Home Swap (sold to Wyndham Destination Networks, $53m, 2017) and AllBright (co-founded with Anna Jones, exited 2022). Co-Chair, Invest in Women Taskforce, appointed by Chancellor Rachel Reeves. Non-Executive Director, Channel 4, since January 2024. Senior Advisor, McKinsey & Company. OBE for services to business; Freedom of the City of London. Author of “Believe. Build. Become” (Penguin, 2019) with Anna Jones, and the UK government’s “Unlocking the Sharing Economy” review. Biography The UK economy loses roughly £250bn a year because women start and scale businesses at a fraction of the rate of men. Debbie Wosskow has spent two decades building inside that gap, first as a founder and now as the operator who sits at the table where institutional capital is reassigned. The Invest in Women Taskforce she co-chairs closed over £255m of committed funding for female founders in November 2024, the largest dedicated pool of its kind anywhere. Her authority on the topic is not theoretical. Wosskow founded and sold Mantra in her twenties, built Love Home Swap into a subscription business that Wyndham Destination Networks bought for $53m in 2017, and co-founded AllBright with Anna Jones in 2016, exiting in 2022. Each business was venture-backed and each exit was completed under her as CEO. Government and regulators use her as a translator between policy and operating reality. She wrote the 2014 review “Unlocking the Sharing Economy” for the Department for Business, Innovation and Skills, the document that shaped how the UK regulates platforms including Airbnb and Zipcar. She now sits as Non-Executive Director of Channel 4, Senior Advisor to McKinsey & Company, and Executive Chair of The Better Menopause, with a board seat on the Mayor of London’s Business Advisory Board. For senior audiences, the proposition is specific: an operator who has built and sold three companies, written the rules for one of the largest new market categories of the last decade, and now controls one of the most consequential pools of growth capital aimed at women in the UK. Her co-authored Penguin title “Believe. Build. Become” remains the public expression of that argument. Key speaking topics Female entrepreneurship and access to capital Scaling and exiting venture-backed businesses The sharing economy and platform regulation Women in leadership and the AllBright thesis Investing in women as economic strategy Building and selling businesses at pace Boardroom voice for entrepreneurs Ideal for Boards and ExCos commissioning a serious operator voice on female founders, capital allocation, and the economics of inclusion. CEOs, CFOs and investment committees rethinking how growth capital reaches female-led businesses. Financial services, professional services and corporate venture audiences seeking a credible UK policy and operator perspective. Female leadership networks and executive development programmes within FTSE-listed and global organisations. Audience outcomes A clearer operator account of what scaling and exiting a venture-backed business actually requires, drawn from three completed exits. A working understanding of the £255m Invest in Women Taskforce model and what it signals for corporate capital strategy. The argument and the evidence base behind investing in female founders as a growth lever, not a CSR line. Practical perspectives from “Believe. Build. Become” on building career and leadership capital as a woman in a senior commercial role. A direct read on how Westminster, the City and corporate boards are currently moving on female entrepreneurship.

Why organisations work with Deborah Nas Her book Design Things That Make Sense sets out a codified methodology: 24 strategies to strengthen what technology offers users and 13 to reduce the resistance that causes adoption to fail. It gives innovation teams a structured diagnostic rather than a set of principles to interpret on their own. She founded the Centre for Quantum and Society at QuantumDelta NL – making her one of very few people who can address quantum technology’s ethical, legal, and organisational implications in terms senior teams can act on before the technology reaches commercial scale. Her position leading multidisciplinary research teams at TU Delft – on mobility futures, quantum societal readiness, and energy transition – means her perspective is shaped by live scientific frontier work, not commentary on published trends. She is on the investment committee of InnovationQuarter Capital, a €143 million deep tech fund, and on the supervisory board of Hardt Hyperloop – direct sight lines into where deep tech investment is moving, not just where it currently stands. Her starting point is the psychology of technology resistance – the reason most implementation initiatives stall – which is the question most organisations have not structured an answer to and the one that most directly explains expensive innovation failures. Biography highlights Professor of Strategic Design for Technology-based Innovation, Faculty of Industrial Design Engineering, TU Delft Initiative Lead and founder, Centre for Quantum and Society, QuantumDelta NL Author, Design Things That Make Sense (BIS Publishers) – a practitioner framework of 37 named design strategies for technology-based product innovation Visiting professor, Politecnico di Milano Investment committee member, InnovationQuarter Capital (€143 million deep tech fund); supervisory board member, Hardt Hyperloop MSc Industrial Design Engineering with honours, TU Delft; 16 years co-founding and running a strategic innovation agency Biography Technology that works and technology that people will actually use are two different achievements. Deborah Nas, Professor of Strategic Design for Technology-based Innovation at TU Delft’s Faculty of Industrial Design Engineering, has spent 25 years studying the gap between them. She began at Philips and KPN, then spent 16 years co-founding and running a strategic innovation agency before anchoring her work in research and teaching at TU Delft. Her core contribution is a codified methodology: 24 design strategies to strengthen what a technology product offers and 13 to reduce the user resistance that causes adoption to fail. Published in Design Things That Make Sense (BIS Publishers), the framework draws on consumer psychology and is structured for direct use by product teams and innovation managers. She also teaches it as a visiting professor at Politecnico di Milano. She has extended this work into the next generation of technology adoption challenges. As founder and Innovation Lead of the Centre for Quantum and Society at QuantumDelta NL, she is developing the ethical, legal, and societal frameworks organisations will need before quantum technology reaches commercial scale. She is also on the supervisory board of Hardt Hyperloop and on the investment committee of InnovationQuarter Capital, a €143 million deep tech fund. Organisations that work with her are not typically looking for enthusiasm about what emerging technology can do. They want a structured answer to why technology investments fail at the point of adoption – and a methodology that gives their teams a way to act on it. Key speaking topics Technology adoption and consumer resistance Human-centred design for technology-based innovation AI strategy and organisational readiness Quantum technology and societal implications Deep tech ecosystem and investment landscape Future of work and intelligent systems Innovation strategy for established organisations Ideal for Chief Innovation Officers, R&D leads, and product strategy teams working with emerging technologies Boards and senior leadership teams making investment decisions on AI, quantum, or deep tech Corporate innovation functions examining why technology projects stall or fail at adoption Government and public sector bodies engaging with the organisational and societal implications of advanced technologies Audience outcomes A clear framework for understanding why technology-based products fail at adoption – and what design decisions change that outcome Working familiarity with the Tech Design Strategies methodology: 24 strategies to strengthen product benefits and 13 to reduce user resistance Practical orientation to how AI and quantum technologies will affect their specific industry or sector Ability to separate technological capability from technology adoption as distinct strategic problems requiring different organisational responses Insight into how organisations and investors at the deep tech frontier are currently making decisions about technology bets

Why organisations work with Dex Hunter-Torricke He has been inside the rooms where the current AI systems were built and launched. He led global communications for Google DeepMind and the go-to-market for Gemini, which gives him a working view of what frontier model deployment actually looks like, not a commentator’s view. He sits on the board of HM Treasury, appointed by the Chancellor in 2025. This is a working policymaker’s seat, not an honorific, and gives him a sovereign-level read on how governments are now thinking about AI, capital and competition. His communications track record is rare in scope: speechwriter to Mark Zuckerberg, Larry Page, Eric Schmidt and Ban Ki-moon, and head of communications at SpaceX through a hypergrowth period. Few advisors have written the words a board’s CEO now wants to write. He has publicly broken from the position he was paid to promote, founding the Center for Tomorrow in 2026 to argue for AI taxation, displacement support and tighter controls. That credibility is hard to manufacture and audiences notice it. Biography highlights Head of Global Communications and Marketing, Google DeepMind, 2023 to 2025; led go-to-market for Gemini. Non-Executive Board Member, HM Treasury, appointed by Chancellor Rachel Reeves, October 2025. Former Head of Communications, Oversight Board for Meta. Former Head of Communications, SpaceX; Head of Executive Communications, Facebook, 2012 to 2016, as personal speechwriter to Mark Zuckerberg. Google’s first executive speechwriter, supporting Larry Page and Eric Schmidt. Speechwriter and spokesperson for UN Secretary-General Ban Ki-moon, from 2008. Founder, Center for Tomorrow, a non-profit on AI governance and societal resilience, launched February 2026. BA Politics, University College London; MPhil Russian and East European Studies, University of Oxford. Biography The people who built the current generation of AI systems are now the ones publicly warning about them. That shift, from inside-the-tent advocacy to public reform argument, is one of the most consequential repositioning moves in the technology industry. Hunter-Torricke is one of its more visible practitioners. He led global communications and marketing at Google DeepMind from 2023 to 2025, including the go-to-market for Gemini. Before that he ran communications at SpaceX, led executive communications at Facebook through its mid-2010s expansion as Mark Zuckerberg’s speechwriter, and was Google’s first executive speechwriter to Larry Page and Eric Schmidt. His career began at the United Nations, writing for Secretary-General Ban Ki-moon. In October 2025 he was appointed by Chancellor Rachel Reeves to the board of HM Treasury, giving him an active seat at the centre of British economic and AI policy. In February 2026 he launched the Center for Tomorrow, a non-profit pushing for AI taxation, displacement support and stronger international coordination as compute concentrates in a small number of firms. For boards, the value is unusual. Most AI commentators have either operated frontier systems or shaped policy. Hunter-Torricke has done both, in named institutions, and is now arguing publicly that the trajectory needs correcting. That gives senior audiences a working view of how the AI race actually looks from the inside, and what the institutional response is starting to demand. Key speaking topics Frontier AI deployment and competitive strategy AI governance, regulation and the post-2025 policy environment Communications and narrative strategy for senior leaders Workforce displacement and the social contract under AI Big Tech concentration and the future of digital power Reputation and public trust in technology firms Ideal for Boards and executive committees setting AI strategy and risk appetite CEOs, chief communications officers and chief strategy officers exposed to AI public-trust risk Policy leaders, regulators and sovereign investors assessing AI exposure Senior leadership offsites where AI competitive pressure and governance need to be discussed in the same conversation Audience outcomes A working read on how frontier AI labs actually make deployment decisions, from someone who was in those decisions. A clearer picture of where AI governance is heading in the UK, EU and US, and what that means for corporate exposure. A sharper view of the AI workforce question: which displacement effects matter, on what timeline, and which corporate responses are credible. A stronger framework for senior communications when public trust in technology is contested.

Why organisations work with Diana Ospina and Oscar Lemus They bring an instrument, not a philosophy. BhiPRO produces a quantified Business Happiness Index across 35 indicators with a reported 94% reliability, the kind of evidence a board will fund against. The methodology has earned external academic validation. Harvard Business School teaches a BhiPRO case based on its deployment at Lanco Medical Group, which signals serious analytical credibility for a culture topic that usually trades on anecdote. They speak as a duo with two distinct lenses: Diana on applied neuroscience and culture practice, Oscar on the financial and operational economics of happiness. The split lets them address a CHRO and a CFO in the same room. They are the leading Spanish-language voices on workplace happiness measurement in Latin America, with deployments across 70+ companies and an open study spanning 29 countries. For multinationals with significant LatAm operations, they offer regional substance most international speakers cannot. Their book “Signos Vitales de la Felicidad Organizacional” is prologued by Néstor Braidot, the leading Spanish-language neuroscientist on applied business neuroscience, anchoring their work in a credible scientific tradition. Biography highlights Co-creators of BhiPRO (Business Happiness Index Program), a 35-indicator scientific methodology for measuring organisational happiness, climate and wellbeing. BhiPRO featured as an MBA teaching case at Harvard Business School, based on the Lanco Medical Group implementation. Co-founders of Mide la Felicidad, the Colombian firm that has applied the methodology to 70+ companies in Latin America since 2015. Co-authors of “Signos Vitales de la Felicidad Organizacional” and “Metodología Científica BhiPRO: Cómo Medir la Felicidad Organizacional,” with prologue by neuroscientist Néstor Braidot. Diana Ospina: TEDx speaker (“Monitoreando Felicidad Laboral”, TEDxSanJosédeDavid), NLP practitioner and applied neuroscience specialist. Oscar Rodríguez Lemus: Honorary Doctorate in Human Development and Leadership (2023), trained in Applied Neurosciences and Brain Gym at the Braidot Institute, with two decades in capital markets and finance before his work on workplace happiness. Biography Most organisations cannot answer a basic question about their own culture: how happy are our people, in numbers a finance director would accept. Pulse surveys and engagement indices give partial answers. They do not link wellbeing to performance with enough rigour to defend a culture budget through a downturn. The instrument has been missing. BhiPRO was built to close that gap. Diana Ospina Campuzano and Oscar Rodríguez Lemus spent more than a decade developing a 35-indicator measurement system covering happiness, climate, wellbeing, culture and sustainability, reporting 94% reliability. The methodology now anchors a Harvard Business School MBA case, based on its application at Lanco Medical Group, and has been deployed across more than 70 companies in Latin America since their firm Mide la Felicidad was founded in Colombia in 2014. The duo work in complementary modes. Diana came to the topic through applied neuroscience, NLP and executive coaching, and is a TEDx speaker on workplace happiness. Oscar’s background sits in capital markets and international economic relations, which gives the partnership a financial vocabulary that culture work usually lacks. Together they published “Signos Vitales de la Felicidad Organizacional,” prologued by the neuroscientist Néstor Braidot, and the companion methodology volume on how to measure organisational happiness. For executive teams the value is concrete. A Spanish-language duo who can stand in front of a Latin American leadership team, present a quantified diagnostic of how their culture is actually performing, and link the gaps to specific operational moves. The Harvard case is the credibility marker. The 35-indicator instrument is the working tool. Key speaking topics Measuring organisational happiness with the BhiPRO methodology Workplace wellbeing and employee engagement Applied neuroscience and workplace happiness Organisational culture transformation Talent retention and human loyalty The economics of happiness at work Entrepreneurship and partnership Ideal for CHROs, Chief Happiness Officers and culture leads in Latin American or Spanish-speaking organisations commissioning a quantified culture diagnostic CEOs and CFOs evaluating the financial case for wellbeing and engagement investment Multinationals with significant Latin American operations seeking regionally credible culture expertise HR conferences and leadership summits in Spanish-language markets Audience outcomes A clear understanding of what an audit-grade happiness measurement actually contains and how it differs from a pulse survey The five dimensions and headline indicators that drive the BhiPRO index, and how each links to operational outcomes An evidence-based read on what Latin American workforce data says about engagement, retention and culture Practical entry points for moving a culture programme from narrative to measurement A neuroscience-informed view of why workplace happiness behaves the way it does, drawn from Braidot Institute training

Why organisations work with Dominik Boesl Operating credibility from two of the most consequential robotics manufacturers in Europe: KUKA, where he co-managed the market launch of the LBR iiwa, the first industrially certified collaborative robot, and Festo, where he ran a robotics division spanning five international R&D centres. A governance perspective rooted in formal institutional work, not commentary: VP roles in the IEEE Robotics and Automation Society, Global Chair of the IEEE TechEthics Initiative, and founder of the Robotics & AI Governance Foundation. A named intellectual contribution. The “4 Robotic Revolutions” model, co-developed with Bernd Liepert and presented at IEEE IROS, gives audiences a working frame for where robotics sits today and what comes next. Policy-level reach into the UN system through the UN DESA expert group on AI and robotics for the Sustainable Development Goals, useful for boards weighing the regulatory direction of travel. Research that informs strategy rather than describing it: he leads the Robotics 2050+ Global Delphi Study, a long-range scenario programme supported by IEEE. Biography highlights Professor of Digital Sciences, Automation & Leadership, HDBW Munich; Adjunct Professor, TUM Institute for LifeLong Learning Founder, Robotics & AI Governance Foundation; founder and CEO, Innomancer Thinktank Former VP and Head of Robotics, Festo AG; former Principal Corporate Innovation Manager and VP Consumer Driven Robotics, KUKA AG Past VP for Industrial Activities, IEEE Robotics and Automation Society; past Global Chair, IEEE TechEthics Initiative Member of the UN DESA expert group on AI and robotics for the Sustainable Development Goals Co-author of the “4 Robotic Revolutions” framework (IEEE IROS 2016) and lead of the Robotics 2050+ Delphi Study Biography The collaborative robotics market did not exist as a commercial category until a small group of teams, including the one Boesl worked in at KUKA, navigated the LBR iiwa through the safety standards that made human-machine co-working legally and operationally viable. That kind of work, sitting at the join between engineering, regulation, and commercial deployment, is what informs the way he now advises boards. After KUKA he ran the robotics division at Festo, overseeing five international R&D centres and the development of the Festo BionicCobot, the first pneumatic collaborative robot. The combination of two senior operating roles at two of the most credible robotics businesses in Europe is unusual on its own. It becomes more so when paired with chair-level institutional work: VP for Industrial Activities at the IEEE Robotics and Automation Society, and Global Chair of the IEEE TechEthics Initiative for five years. His academic and policy work extends the same agenda. As Professor of Digital Sciences at HDBW Munich and an adjunct at the TUM Institute for LifeLong Learning, he leads the Robotics 2050+ Global Delphi Study, a long-range scenario programme on the future of robotics and AI. Through the Robotics & AI Governance Foundation and a seat on the UN DESA expert group, he contributes to how governments and standards bodies think about autonomous systems and the Sustainable Development Goals. What this means for buyers is straightforward. When a board asks where the line should sit between human and machine decision-making, or how to make AI deployment defensible to a regulator, Boesl is one of the few voices in Europe who can answer from the engineering side, the standards side, and the policy side at once. Key speaking topics Robotics and human-machine collaboration AI governance and technology ethics Industry 4.0 and operational deployment of automation Strategic foresight and long-range scenario planning Responsible innovation in regulated industries The future of work in robotic and AI-enabled organisations Ideal for Boards and executive committees setting AI and automation strategy in industrial, manufacturing, and engineering-led organisations Chief technology, chief digital, and chief AI officers responsible for moving from pilots to deployment Heads of innovation, R&D leadership, and corporate strategy teams in industrial groups and Mittelstand manufacturers Policy, public affairs, and ESG leaders tracking the regulatory direction of AI and robotics Audience outcomes A clearer map of where robotics and AI sit today against the “4 Robotic Revolutions” frame, and what the next phase actually demands of an operating business A working vocabulary for AI governance that a board can use with regulators, auditors, and internal risk functions Specific reference points from KUKA and Festo on what it takes to deploy collaborative robotics inside an industrial operation A perspective on long-range scenarios drawn from the Robotics 2050+ Delphi research, rather than commentary A sharper sense of where the human-machine boundary should sit for the organisation’s own workforce design

Why organisations work with Dona Sarkar She runs the program that lets enterprise developers extend Microsoft Copilot onto their own data, so the practical content of her sessions is what she ships day-to-day at Microsoft, not commentary about it. She brings a track record of building global technical communities at scale, including the Windows Insider Program of around 20 million members, which informs how she advises leaders on adoption inside large workforces. Her work on accessibility and inclusive AI gives organisations a substantive position on responsible AI that goes beyond policy statements into product design and developer practice. She codifies her experience into named frameworks her audiences can use, including the SHENANIGANS approach to solving business problems and a structured method for tackling non-promotable work. She speaks credibly to the human side of AI transformation, from imposter syndrome in technical careers to mental health conversations at work, drawing on her own published books rather than borrowed material. Biography highlights Chief Troublemaker, Microsoft AI and Copilot Extensibility Program. Former Director of Technology for Microsoft Accessibility, leading inclusive design across the company. Led the Windows Insider Program from 2016 to 2019, a global community of around 20 million members. Author of The Imposter Syndrome Banishing Spell, Model 47: A Startup Storybook and You Had Me at Hello World, alongside three young-adult novels published by Harper Collins. Featured in Fast Company’s 100 Most Productive People; profiled in Fast Company and Microsoft’s own publications. Founder of Prima Dona, an ethical fashion line based in Seattle, alongside her engineering career. Biography Microsoft built Copilot, then had to answer the harder question: how do enterprises actually deploy generative AI on their own data, inside their own workflows, without losing the accessibility, governance and developer discipline that make software trustworthy. That is the program Dona Sarkar runs as Chief Troublemaker for Microsoft’s AI and Copilot Extensibility Program, working directly with the developers and IT leaders responsible for moving AI from pilot to production. Before this remit she was Director of Technology for Microsoft Accessibility, a role that shaped her view that inclusive design is engineering, not policy. She led the Windows Insider Program from 2016 to 2019, growing it into a global community of around 20 million members who tested early Windows builds, and she has run developer advocacy across HoloLens and Power Platform. Each of those roles required her to translate engineering decisions for non-technical leaders and to turn vague ambitions into concrete adoption. Outside Microsoft she has published books on imposter syndrome, startup methodology and mentorship, alongside three young-adult novels with Harper Collins. She founded Prima Dona, an ethical fashion line in Seattle, and has coached founders in emerging markets in East and West Africa. Fast Company has named her one of its 100 Most Productive People and profiled her approach to managing complex parallel careers. For senior buyers, her value is operational credibility on the enterprise AI question boards keep asking. She is not describing a market she observes. She runs the platform inside it. Key speaking topics Enterprise generative AI and Copilot deployment Inclusive AI and accessibility in product design Developer community and adoption at scale The future of work alongside AI agents Innovation frameworks for large organisations Career advancement and non-promotable work Mental health and imposter syndrome in technical careers Ideal for CIOs, CTOs and chief data officers planning enterprise AI deployment CHROs and heads of talent designing workforces around AI capability Heads of accessibility, DEI and responsible AI Engineering and developer relations leaders building internal AI fluency Audience outcomes A clearer view of where Copilot and generative AI add operating value on proprietary data, and where they do not A working vocabulary for inclusive AI that connects accessibility decisions to product and engineering practice Named frameworks for innovation and career progression that audiences can apply inside their teams A more honest conversation about imposter syndrome, mental health and burnout in technical organisations A read on Microsoft’s direction of travel on Copilot extensibility from someone responsible for delivering it

Why organisations work with Dorothée Töreki She has run digital transformation from the inside. Eleven years at IBM Germany and a Director of Digitalisation role at the Boysen Group give her a working understanding of how AI and digital tools actually land in industrial and corporate environments. She teaches the same material she presents on stage. Her part-time lectureship at Duale Hochschule Heidenheim covers blockchain and generative AI, which keeps the content close to the underlying mechanics rather than the marketing layer. She is one of the few German-language voices who can move an audience from technology scepticism to active engagement, in both English and German, without simplifying the substance. Her work spans the connected stack: generative AI, blockchain, Web 3.0, the Internet of Things and human-machine collaboration. That breadth lets her show executives where today’s pilots are pointing. Biography highlights Eleven years at IBM Germany in roles spanning Digital Advisor, Competitive Leader and Digital Workplace Consultant. Former Director of Digitalisation at the Boysen Group, leading cultural transformation. Founder of Denkräume im Digitalen, established 2019. Part-time lecturer in blockchain and generative AI at Duale Hochschule Heidenheim. LinkedIn Top Voice DACH 2018 and Best of IBM 2016. Co-author for Springer Gabler on generative AI and digitalisation themes. Biography Most German industrial firms can describe what generative AI is. Far fewer can describe what it changes inside their operating model. That gap, between technical literacy and operating capability, is the territory Dorothée Töreki has worked in for two decades. Her route into the subject is unusual. She trained as a civil engineer and worked on infrastructure projects including the ICE rail link between Frankfurt and Cologne, before moving into information technology. Eleven years at IBM Germany followed, in roles that ran from digital workplace consulting to competitive analysis on cloud and AI. As Director of Digitalisation at the Boysen Group, she carried that perspective into an industrial automotive supplier, designing the cultural side of digital change. In 2019 she founded Denkräume im Digitalen to focus on executive education and keynotes. The body of work spans generative AI, blockchain, Web 3.0 and human-machine collaboration. She teaches the same material at Duale Hochschule Heidenheim, which gives the content a level of technical detail most keynote speakers cannot match. Springer Gabler publishes her as a contributing author on generative AI and digital business. She is recognised as a LinkedIn Top Voice DACH and was named Best of IBM in 2016. Her delivery, in German or English, is built on turning abstract technology into specific operational consequence: what changes for marketing, for service operations, for the workplace, for the way decisions get made. Key speaking topics Generative AI in business Digital transformation in industrial organisations Blockchain and Web 3.0 Human-machine collaboration Future of work and digital workplace Internet of Things and Economy of Things Cultural change in technology adoption Ideal for CIOs, CDOs and heads of digital transformation in industrial and B2B firms. Executive committees and boards setting AI strategy. Marketing, sales and customer experience leadership teams. German-speaking corporate audiences seeking technical depth without losing accessibility. Audience outcomes A working picture of where generative AI changes specific business functions, not a generic technology overview. Clear language for the cultural and organisational shifts that decide whether digital pilots scale. A more precise read on adjacent technologies such as blockchain, Web 3.0 and IoT, and how they connect to AI strategy. The confidence to engage rather than retreat from the next wave of technology decisions.

Why organisations work with Elaine Kasket She is one of the few cyberpsychologists in Europe who is also a clinically trained, HCPC-registered counselling psychologist, which means her advice on digital wellbeing is grounded in clinical practice, not commentary. Her work covers technology across the full lifespan, from “sharenting” to digital afterlife, which gives leaders a coherent framework for thinking about the employee, the customer, and the citizen as the same person. She wrote the definitive trade book on digital death and digital legacy, All the Ghosts in the Machine, and now leads on the psychology of AI companions and grief bots, an area few executive audiences have heard explained well. She has consulted to organisations including Netflix, Santander, Deloitte, the NHS and Hill & Knowlton Strategies, so the work translates from research into board-level conversations about AI, attention and surveillance. Her newest book, Reset, gives leadership teams a practical vocabulary for agency over technology rather than the usual digital detox framing, which most senior buyers find too thin for adult professional audiences. Biography highlights BPS-Chartered Psychologist and HCPC-Registered Counselling Psychologist; Associate Fellow of the British Psychological Society Visiting Professor at the Centre for Death and Society, University of Bath; formerly Honorary Professor of Psychology at the University of Wolverhampton Author of Reset: Rethinking Your Digital World for a Happier Life (Elliott & Thompson, 2024) and All the Ghosts in the Machine (Robinson, 2019) TEDx Oxford speaker; featured expert in the Netflix documentary The Future Of: Life After Death Regular contributor to BBC Radio 4 Woman’s Hour, CNN, BBC Ideas, The Guardian, New Scientist, Psychology Today and Stylist Keynote engagements include Santander, Deloitte, the NHS, Royal Society of Medicine, Congreso Futuro, re:publica and the International Baccalaureate global conference Biography Most organisations talk about digital wellbeing in the language of the wellness industry: detoxes, screen-time apps, mindful breathing. The actual psychological problem is structural. Attention is being extracted, identity is being recorded, and the costs are showing up in engagement, retention and clinical mental health caseloads. That gap between the corporate vocabulary and the clinical reality is the space Elaine Kasket works in. She trained as a counselling psychologist before cyberpsychology was a discipline, and is registered with the HCPC alongside her chartered psychologist status with the British Psychological Society. That clinical grounding is what separates her commentary from the commentary economy around technology. She led the Doctorate in Counselling Psychology at Regent’s University London, was Honorary Professor of Psychology at the University of Wolverhampton for five years, and is now Visiting Professor at the Centre for Death and Society at the University of Bath. Her first trade book, All the Ghosts in the Machine (Robinson, 2019), opened a serious public conversation about digital legacy: what happens to your data, your accounts and your image when you die, and what that means for the people who outlive you. Reset: Rethinking Your Digital World for a Happier Life (Elliott & Thompson, 2024) extends the argument across the full lifespan, from “digital gestation” and sharenting to surveillance, AI relationships and the digital afterlife. For leadership audiences, she connects four conversations executives often run as separate problems: employee mental health, AI adoption, brand trust and data governance. Her recent keynotes for Santander, Deloitte, the NHS, the Royal Society of Medicine and Congreso Futuro have moved leaders away from “digital detox” framing and toward agency, the design question of how a workforce uses AI without losing the cognitive and relational ground organisations actually run on. Key speaking topics Cyberpsychology and digital wellbeing Psychology of AI adoption at work AI companions, grief bots and the future of human connection Digital legacy, data privacy and digital afterlife Attention, surveillance and the extractive attention economy Technology across the lifespan, from sharenting to digital afterlives Ideal for CHROs and Chief People Officers designing wellbeing, engagement and AI-readiness programmes Chief AI Officers and transformation leads embedding AI into employee experience and customer-facing tools Brand, marketing and communications leadership teams working on trust, privacy and AI narratives Boards and risk committees considering the human and reputational dimensions of data, surveillance and AI Audience outcomes A clinically grounded read on what technology is actually doing to attention, identity and relationships at work A vocabulary for talking about digital wellbeing that holds up in front of clinicians, regulators and senior employees A clearer view of where AI companions, grief bots and synthetic relationships intersect with workforce mental health and brand risk A practical sense of what individual and organisational agency look like in an extractive attention economy A framework that connects digital legacy, data governance and employee trust as one coherent leadership question

Why organisations work with Grace Lordan She runs the only research centre of its kind inside a top-tier university focused on bringing behavioural science to inclusion at firm level, The Inclusion Initiative at LSE, which gives her findings weight that internal DEI teams cannot generate alone. Her work tells senior leaders which interventions actually shift hiring, promotion, and retention data, and which ones look good in a values statement but fail under measurement. She speaks the language of CFOs and boards, linking inclusion to productivity and performance, which is what gets budget approved and kept. She brings a practical behavioural toolkit, nudges, structured decision design, debiased processes, that leaders can install rather than aspire to. Her Penguin book Think Big has built a wide reader base among professionals, so audiences often arrive already familiar with her frame for individual career design, which makes the organisational material land faster. Biography highlights Associate Professor in Behavioural Science, London School of Economics and Political Science. Founding Director of The Inclusion Initiative at LSE, the research centre she established in 2020. Director of the MSc in Behavioural Science at LSE. Author of Think Big: Take Small Steps and Build the Future You Want (Penguin Life, 2021). Served on the UK government’s Skills and Productivity Board and the BEIS social mobility taskforce; advisory board member of the Women in Finance Charter. Contributor to Financial Times, Harvard Business Review, MIT Sloan Management Review, Fortune, Fast Company, and Reuters; host of the Work FORCE podcast. Biography Inclusion work inside firms has a credibility problem. Budgets have grown for a decade, yet most leadership teams struggle to show a clean line between their interventions and real movement in who gets hired, promoted, and retained. That is the gap Grace Lordan has built a career around closing. She is an Associate Professor in Behavioural Science at the London School of Economics and the founding director of The Inclusion Initiative, the LSE research centre she established in 2020 to bring behavioural science into how firms actually design talent decisions. Her research tests which interventions move the numbers and which do not, across hiring screens, promotion processes, and team composition. The work is published in peer-reviewed journals and picked up by Financial Times, Harvard Business Review, and MIT Sloan Management Review. She also directs the LSE MSc in Behavioural Science, teaches corporate decision-making to executive students, and has advised the UK government on skills, productivity, and social mobility. Her Penguin book Think Big: Take Small Steps and Build the Future You Want applies the same evidence base to individual career design, which is why professional audiences often encounter her ideas before they meet her in the room. What senior buyers get is someone who can talk to a CHRO about process design, to a CFO about productivity, and to a board about where their inclusion spend is working. The argument is built on evidence from an LSE research centre, not consultancy generalities. Key speaking topics Inclusion as a measurable driver of firm productivity Behavioural science applied to hiring and promotion decisions Designing teams for performance and progression The future of work and skills in a changing labour market Women’s progression and the economics of the gender gap Evidence-based leadership and debiased decision-making Ideal for CHROs and heads of talent responsible for moving measurable inclusion outcomes CEOs and boards allocating budget to DEI and wanting to know what actually works Financial services and professional services leadership teams working under the Women in Finance Charter or equivalent progression commitments Executive audiences across government, policy, and regulated sectors addressing skills and social mobility Audience outcomes A sharper read on which inclusion interventions have evidence behind them and which do not Specific behavioural design moves leaders can apply to hiring, promotion, and team decisions Language that connects inclusion to productivity and performance for CFO and board conversations A clearer view of where the future of work is moving for skills, talent pipelines, and progression Confidence to retire activities that signal good intent but fail on measurement