Éthique de l'IA et technologie responsable

Why organisations work with Martin Smith He built SASIG from a private forum into a community of more than 11,000 cybersecurity practitioners across roughly 4,500 organisations, which gives him a unique read on what CISOs actually worry about, not what vendors say they should. His argument that breaches are behavioural before they are technical reframes the cyber conversation for boards that have over-invested in tooling and under-invested in people. Three decades of operational security experience across the RAF, Kroll, Standard Chartered and his own firm, The Security Company, lets him talk to executive audiences without retreating into jargon or vendor pitch. He speaks with the authority of an industry founder, not a commentator. SASIG, TSC, and his OSPAs Lifetime Achievement Award in 2017 give him standing other cyber speakers cannot match in a UK boardroom. He is unusually effective with mixed audiences of technical and non-technical leaders, a direct consequence of his behavioural psychology background and a career spent translating between the two. Biography highlights Founder and Chairman of The Security Awareness Special Interest Group (SASIG), established 2004; now part of Nineteen Group following the January 2024 acquisition. Awarded the MBE for 15 years as a commissioned officer in the Royal Air Force Security (Provost) Branch. Former Senior Director of Corporate Security at Kroll Associates (UK) and Head of Information Security at Standard Chartered Bank. Founded The Security Company (International) Limited in 1997, exiting via management buyout in December 2019. Lifetime Achievement Award, inaugural OSPAs (Outstanding Security Performance Awards), March 2017. BSc in Behavioural Psychology; FSyI (Fellow of The Security Institute); Freeman Emeritus of the Worshipful Company of Information Technologists. Biography The vast majority of cybersecurity failures start with a human decision, not a system flaw. That observation has driven Martin Smith’s work for three decades, and it is the argument SASIG, the network he founded in 2004, was built around. Today it represents over 11,000 practitioners drawn from roughly 4,500 organisations across UK industry, government, law enforcement, and academia. His credibility is operational, not theoretical. Fifteen years as a commissioned officer in the Royal Air Force Security (Provost) Branch earned him an MBE. He then went into the commercial sector via Touche Ross, took on Senior Director of Corporate Security at Kroll Associates, and ran information security for Standard Chartered Bank before founding The Security Company (International) Limited in 1997. What ties that career together is a behavioural psychology background that shapes how he reads risk. Boards tend to think of cyber as a technical procurement problem. Smith’s work consistently pushes them toward the harder question of how staff behave under pressure, how culture is engineered, and how awareness is sustained beyond an annual training module. He retired from TSC in December 2019 in a management buyout to focus on SASIG, which Nineteen Group acquired in January 2024. In March 2017 he received the inaugural OSPAs Lifetime Achievement Award for his work on the human factor in security breaches, which remains the most precise summary of what he has spent his career arguing for. Key speaking topics Cyber and information security The human factor in security breaches Security awareness and behavioural risk Counter-terrorism and crisis management Risk and resilience for boards The business of security Ideal for CISOs, CIOs and CTOs assessing the cultural side of their cyber exposure Boards and audit committees recalibrating cyber risk beyond tooling spend HR and learning leaders responsible for security awareness programmes Public-sector and regulated-industry leaders working with sensitive information Audience outcomes A clearer view of where cyber budgets are misallocated between technology and people. Specific, practitioner-grounded examples of how organisations engineer security awareness into culture rather than treat it as a compliance event. A working understanding of the human-factor argument that has reshaped UK cybersecurity practice over the last twenty years. The perspective of a founder who has watched 11,000+ cyber practitioners articulate what really keeps them awake.

Why organisations work with Max Tegmark He sits at the centre of the global AI safety conversation. As President of the Future of Life Institute, he organised the 2023 “Pause Giant AI Experiments” open letter signed by Yoshua Bengio, Stuart Russell, Elon Musk and more than 30,000 others, and FLI’s policy work fed directly into the EU AI Act. He brings a working physicist’s discipline to AI claims, not a commentator’s. His MIT research group studies the physics of intelligence itself, which lets him tell a board what current systems can and cannot do without selling either fear or excitement. He has shaped how non-specialists think about AI through a New York Times bestseller. Life 3.0 framed the alignment problem and the long-run scenarios for governments, executives and the public, and remains a reference point for senior policy and corporate audiences. He is one of the few speakers TIME placed on its inaugural TIME100 AI list whose authority rests on peer-reviewed research rather than commercial position. He talks to leaders the way he talks to physicists. Specific mechanisms, named risks, concrete governance options, no jargon stack. Biography highlights Professor of Physics, Massachusetts Institute of Technology Co-founder and President, Future of Life Institute Author, Life 3.0: Being Human in the Age of Artificial Intelligence (Knopf, 2017), New York Times bestseller Author, Our Mathematical Universe: My Quest for the Ultimate Nature of Reality (Knopf, 2014) Named to TIME100 AI, the inaugural TIME list of the 100 most influential people in artificial intelligence Fellow of the American Physical Society; Packard Fellow; Royal Swedish Academy of Engineering Science Gold Medal (2019); contributor to the Sloan Digital Sky Survey Biography The 2023 open letter calling for a six-month pause on training AI systems more powerful than GPT-4 was the moment AI safety stopped being a niche concern and became a board-level question. The letter was organised out of the Future of Life Institute. Its president is Max Tegmark. Tegmark is a Professor of Physics at MIT whose research moved from precision cosmology, including significant work on the Sloan Digital Sky Survey, to the physics of intelligence itself. That trajectory matters. He approaches AI not as a technology commentator but as a working scientist asking what these systems are, what they can be made to do safely, and where the limits of current understanding sit. Through the Future of Life Institute, which he co-founded with Anthony Aguirre, Tegmark has built one of the most consequential policy voices in AI. FLI’s work shaped key provisions of the EU AI Act, and the 2023 pause letter, signed by Yoshua Bengio, Stuart Russell, Elon Musk, Steve Wozniak and Yuval Noah Harari among more than 30,000 others, reframed the global conversation about frontier model risk. His writing carries the same authority into a wider audience. Life 3.0 became a New York Times bestseller and remains a reference text for leaders trying to understand what alignment means and why it is hard. Our Mathematical Universe, published by Knopf in 2014, lays out his case that physical reality is, at the deepest level, a mathematical structure. He was named to TIME’s inaugural TIME100 AI list in 2023, awarded the Royal Swedish Academy of Engineering Science Gold Medal in 2019, and elected Fellow of the American Physical Society for his contributions to cosmology. Key speaking topics Frontier AI capability and risk AI governance and regulation AI safety and alignment The future of work in an age of capable AI Existential risk and transformative technology Cosmology and the nature of reality Physics of intelligence Ideal for Boards and executive teams setting AI strategy and governance Policy, regulatory and public-sector leaders working on AI rules Chief Technology Officers, Chief AI Officers and heads of research Investor and academic audiences engaging with frontier technology Audience outcomes A clearer view of what current AI systems can and cannot do, separated from vendor and media framing A working mental model of the alignment problem and why frontier-model governance is hard Concrete reference points from the EU AI Act and the FLI policy agenda for corporate AI policy Sharper questions to put to internal AI leads, vendors and external advisers A scientifically grounded sense of which long-run AI scenarios are plausible and which are not

Why organisations work with Michael G Jacobides He is the academic most directly associated with ecosystem strategy as a formal discipline. His Strategic Management Journal paper “Towards a Theory of Ecosystems” is one of the most-read articles the journal has published, and is the reference point others build on. He gives leadership teams a working language for a question they keep asking badly. Are we an orchestrator, a complementor, or a component, and what does each role earn under AI. His policy work gives the room a regulatory lens most strategy speakers cannot offer. He served as Chief Expert Advisor on the Digital Economy to the Hellenic Competition Commission and contributes to the World Economic Forum’s AI Governance Alliance. He has been ranked on the Thinkers50 list of the world’s top 50 management thinkers in four consecutive cycles since 2019, which is the credential boards recognise without needing to be briefed. His advisory base, BCG Henderson Institute and Evolution Ltd, keeps the content tested against live corporate decisions rather than against the conference circuit. Biography highlights Sir Donald Gordon Professor of Entrepreneurship and Innovation and Professor of Strategy, London Business School. Thinkers50 ranked management thinker in 2019, 2021, 2023 and 2025; Strategy Award shortlist, 2019. Co-Editor, Industrial and Corporate Change. Author of “Towards a Theory of Ecosystems” (Strategic Management Journal) and “How to Compete When Industries Digitize and Collide” (California Management Review, article-of-the-year). Academic Advisor to the BCG Henderson Institute; Lead Advisor of Evolution Ltd; contributor to the World Economic Forum’s AI Governance Alliance. Former Chief Expert Advisor on the Digital Economy, Hellenic Competition Commission. Visiting Scholar, Federal Reserve Bank of New York. Regular contributor to Harvard Business Review, MIT Sloan Management Review, Financial Times and Forbes; commentator for BBC and CNN. Biography The boundary between industries is no longer the boundary between competitors. A bank now competes with a phone, a car company with a software platform, a retailer with an ad network. Jacobides has spent two decades building the academic framework that explains this, and turning it into language strategy teams can use. His paper “Towards a Theory of Ecosystems” in the Strategic Management Journal is the reference point most other ecosystem writing now builds on. The follow-up in California Management Review, on competing as industries digitise and collide, won the journal’s article-of-the-year and is widely used inside corporate strategy functions. The work is academic in origin and operational in use. That dual register is the reason boards book him. He holds the Sir Donald Gordon Chair at London Business School, co-edits Industrial and Corporate Change, and has been ranked on the Thinkers50 list of the world’s top management thinkers across four cycles. He also advises the BCG Henderson Institute, leads the advisory boutique Evolution Ltd, and contributes to the World Economic Forum’s AI Governance Alliance. His former role as Chief Expert Advisor on the Digital Economy to the Hellenic Competition Commission means he reads platform and AI regulation as a participant, not a spectator. What a senior buyer gets in the room is a strategist who can take an executive team from “AI is reshaping our industry” to a specific decision about where in the new value architecture the firm should sit, what it should orchestrate, what it should cede, and what regulators will let it own. Key speaking topics Ecosystem strategy and value migration Generative AI and competitive advantage Digital platforms and industry convergence Orchestrator, complementor and component positioning AI governance and competition policy Business model reinvention under digital disruption Boardroom strategy in technology-driven industries Ideal for Boards and group executive committees redrawing strategy as AI and platforms reshape their industry Chief Strategy Officers, Chief Digital Officers and Heads of Corporate Development assessing ecosystem positioning Banking, telecommunications, FMCG, healthcare and industrial leadership teams facing convergence pressure Private equity and investor audiences pricing platform exposure and ecosystem risk Audience outcomes A working vocabulary for ecosystem roles: orchestrator, complementor, component, and what each earns A clearer view of where AI shifts value inside the audience’s specific industry, not in general A framework for testing current strategy against the way industry boundaries are actually moving Sharper questions for the next board strategy session on platform exposure and regulatory risk A read on how competition policy and AI governance will constrain the playing field

Why organisations work with Michael Yaziji He wrote the standard reference on NGO–corporate relations. NGOs and Corporations: Conflict and Collaboration (Cambridge University Press) carried cover endorsements from the chairmen of Nestlé, Unilever, Shell, and PepsiCo. He holds doctorates in both analytic philosophy (University of California) and management strategy (INSEAD), a combination that brings serious ethical reasoning into his work on AI governance and corporate ownership design. His leadership work draws on the world’s largest survey tying psychological drivers and psychological safety to organisational performance, giving him empirical depth most speakers in the field do not have. He co-directs IMD’s Stakeholder Management for Boards programme and has trained boards and executive teams at Microsoft, Shell, PepsiCo, Ericsson, and Maersk. He thinks ahead of the consensus: his 2008 Harvard Business Review piece on the structural flaws of shareholder capitalism predated the mainstream stakeholder capitalism debate by close to a decade. Biography highlights Professor of Strategy and Leadership at IMD, Lausanne Co-Director of IMD’s Stakeholder Management for Boards programme Author of NGOs and Corporations: Conflict and Collaboration (Cambridge University Press), endorsed at publication by the chairmen of Nestlé, Unilever, Shell, and PepsiCo Two doctorates: analytic philosophy (University of California) and management strategy (INSEAD) Published in Harvard Business Review and MIT Sloan Management Review Gold Award, 2024 Chief Learning Officer Learning in Practice Awards (Excellence in Executive Education) for IMD’s Sprint programme with Bayer Biography Regulation and activist coalitions now shape more corporate outcomes than many of the competitive moves around which strategy frameworks are built. This nonmarket terrain is what Michael Yaziji has spent two decades mapping. He argues that political dynamics and stakeholder pressure are core variables of corporate strategy and should be treated as such by senior leaders. His training is unusual: a doctorate in analytic philosophy from the University of California, and a second in management and strategy from INSEAD. Both disciplines show up in the work. Yaziji treats ethical reasoning and institutional theory as practical tools, applied to live executive questions like AI governance and corporate ownership design. At the centre of his published work is NGOs and Corporations: Conflict and Collaboration (Cambridge University Press, 2009), co-authored with Villanova’s Jonathan Doh. The book carried cover endorsements from the chairmen of Nestlé, Unilever, Shell, and PepsiCo. It remains a standard reference for executives dealing with activist NGOs and contested social licence. His current research extends this work to artificial intelligence: who sets the rules, and who carries the cost of weak governance. He co-directs IMD’s Stakeholder Management for Boards programme. An executive education programme he co-led for the pharmaceutical group Bayer trained more than 12,000 leaders across ten months and won Gold at the 2024 Chief Learning Officer Learning in Practice Awards. Key speaking topics Nonmarket strategy and political risk NGO and stakeholder engagement Stakeholder management for boards AI governance and corporate strategy Corporate ethics and ownership design Psychological safety and organisational performance Sustainability and competitive advantage Ideal for Boards and chairs facing scrutiny on ESG and political risk C-suites in regulated or politically exposed industries (energy, pharma, financial services, extractives, technology platforms) Chief sustainability officers and corporate affairs heads building integrated nonmarket strategy Executive teams designing AI governance and stakeholder policy in large organisations Audience outcomes A working method that turns regulation and NGO pressure into variables leaders can shape Sharper thinking on how AI governance creates strategic risk and opportunity for their organisation Confidence in reading share ownership and stakeholder governance shifts as strategic variables A more direct vocabulary for talking to investors and regulators about the company’s social licence

Why organisations work with Michelle K. Lee A rare three-sided view of AI: senior executive inside Google, Vice President of Amazon Web Services’ Machine Learning Solutions Lab, and a presidentially appointed agency head responsible for national IP and technology policy. Board-room credibility built on board service. Current director at MassMutual, Unity Technologies and The MIT Corporation, so audiences hear a peer, not a presenter. AI governance grounded in the law and the operating reality. Founder and CEO of Obsidian Strategies, advising on AI opportunity selection and the governance that goes with it. A track record of running AI at scale. Led a global AWS team that built machine learning into operations, customer experience and new revenue lines for clients across industries. Federal-scale execution. Ran the 10,000-person USPTO as the first woman to direct the agency, including its own AI strategy and digital modernisation. Biography highlights Founder and CEO, Obsidian Strategies, advising Fortune-class companies and boards on AI opportunities and AI governance. Former Vice President, Machine Learning Solutions Lab and Computer Vision, Amazon Web Services. Former Under Secretary of Commerce for Intellectual Property and Director of the U.S. Patent and Trademark Office, the first woman in the role. Former Deputy General Counsel and Head of Patents and Patent Strategy at Google. Board director: The MIT Corporation, MassMutual, Unity Technologies. Co-founder of ChIPs. MIT-trained computer scientist (B.S., M.S., EECS) and Stanford Law graduate (J.D.). Featured by the Wall Street Journal, Bloomberg, NPR, MIT Sloan Management Review, CES, SXSW, the World Knowledge Forum and the National Association of Corporate Directors. Biography Most boards have moved past the question of whether AI matters. The harder problem is which AI decisions belong with the board, which belong with the operators, and how to govern a technology whose capabilities and regulatory picture keep moving. Michelle K. Lee has worked that problem from every side of the table. At Google she spent eight years inside one of the most consequential technology companies of the era, ending as Deputy General Counsel and Head of Patents and Patent Strategy. At Amazon Web Services she ran the Machine Learning Solutions Lab and Computer Vision businesses as a Vice President, leading a global team that helped clients across industries build machine learning into operations, customer experience and new revenue lines. Few AI advisors have actually shipped AI at that scale. Between those roles she was appointed by the President to serve as Under Secretary of Commerce for Intellectual Property and Director of the U.S. Patent and Trademark Office, the first woman to hold the position. She ran a 10,000-person agency, set its own AI strategy, and was the principal advisor to the President on intellectual property policy. That public-sector vantage point is what makes her boardroom counsel on AI regulation and governance unusually grounded. Today she runs Obsidian Strategies, advising Fortune-class companies and their boards on where to deploy AI for material return and how to govern it credibly. She sits on the boards of MassMutual, Unity Technologies and The MIT Corporation, so the people she advises know she is making the same decisions in her day job. Key speaking topics AI strategy for the board and the executive team AI governance, ethics and regulation Generative AI: opportunities and operational risks Machine learning in customer experience and operations Digital transformation and innovation Intellectual property in the age of AI Director-level technology oversight Ideal for Boards and audit, risk or technology committees framing AI oversight and governance. CEO, CIO, CTO, Chief AI Officer and General Counsel audiences moving AI from pilot to production. Senior leadership offsites on AI strategy, regulation and competitive positioning. Industry events convening regulated sectors (financial services, insurance, healthcare, public sector) navigating AI policy. Audience outcomes A clearer view of where AI investment produces measurable return and where it does not. A practical board-level framework for AI governance, risk and accountability. A read on where AI regulation is heading and what it means for current strategy. A more honest conversation about generative AI: what to deploy, what to defer, and what to refuse. Confidence that the speaker has personally built, operated and regulated the technology under discussion.

Why organisations work with Miguel Luengo-Oroz He held the inaugural Chief Data Scientist role at the United Nations for six years, applying AI to conflict prevention, refugee response, epidemics and human rights. That is a vantage point no consultant or academic alone can replicate. He runs Spotlab, an operating AI company in clinical diagnostics. His commentary on AI risk is grounded in shipping production systems, not theoretical governance. He has published more than 100 articles in venues including Nature and MIT Technology Review, and has briefed governments in Europe and the United States, including the Global Partnership on AI. He invented MalariaSpot, a crowdsourced game that turned thousands of citizens into diagnostic contributors. He is fluent in both AI ethics doctrine and what it looks like when humans and AI actually share work. Biography highlights First Chief Data Scientist of the United Nations, UN Global Pulse, Executive Office of the Secretary-General, 2016 to 2022. Founder and CEO of Spotlab, an AI platform for clinical research and universal diagnosis. Professor at Universidad Politécnica de Madrid; PhD (special prize) from the same institution; additional MSc from EHESS and École Normale Supérieure, Paris. Obama Foundation Leader (Europe 2023), Ashoka Fellow, MIT Technology Review TR35, Fellow of the Royal Society of Arts, EU Responsible Research and Innovation Award. More than 100 scientific articles, policy briefs and op-eds; featured in Nature, MIT Technology Review, The Guardian and The New York Times. Inventor of MalariaSpot.org, a crowdsourcing video game for malaria diagnosis. Biography The United Nations created its first Chief Data Scientist post in 2016, and Miguel Luengo-Oroz held it for six years. The brief was to put AI and data science to work on problems that do not forgive errors: epidemic response, refugee movements, hate speech detection, conflict prevention, climate. That experience shaped a working philosophy that responsible AI is not a values statement, it is an operating discipline. Today he runs Spotlab, an AI platform for clinical research and diagnostics, built around smartphones, AI models and 3D printing to bring quality diagnostics to diseases largely absent from the digital health economy. He is also a professor at Universidad Politécnica de Madrid, where his research spans generative AI, collective intelligence and systems biology. His commentary draws on more than 100 publications across Nature, MIT Technology Review, The Guardian and The New York Times, and on advisory work with governments in Europe and the United States and the Global Partnership on AI. Recognitions include the Obama Foundation Leaders programme, an Ashoka fellowship, MIT TR35, the EU Responsible Research and Innovation Award, and a fellowship of the Royal Society of Arts. For senior leaders, the value is the combination: someone who has set AI policy inside the most scrutinised public institution in the world, and who currently ships AI products into regulated medical environments. He speaks about AI risk and opportunity with the specifics of someone doing the work. Key speaking topics Responsible and ethical AI AI governance and public-interest technology AI in healthcare and diagnostics AI for sustainable development and humanitarian response Generative AI: applications, risks and limits The future of AI policy and regulation Data science inside multilateral institutions Ideal for Boards and executive committees setting AI governance and risk posture CTOs, Chief Data Officers and Chief AI Officers operationalising responsible AI Healthcare, life sciences and pharma leaders deploying clinical AI Public sector, multilateral and NGO leadership teams using AI in policy and operations Audience outcomes A clear view of where AI risk actually sits in deployment, beyond policy statements Specific examples of AI applied to high-stakes problems inside the UN and in clinical settings A working framework for distinguishing responsible AI as discipline from responsible AI as branding Sharper questions to put to internal AI programmes, vendors and regulators Realistic perspective on what generative AI changes for organisations over the next two to three years

Why organisations work with Miloš Maričić He gives investment boards a working diagnostic for distinguishing real machine learning from AI marketing, anchored in his SPEC framework and his CFA Institute Enterprising Investor work on weak quant models. He chairs Executive AI, the network of CEOs of major European institutional investment organisations, and represented that industry in the EU Artificial Intelligence Act standardisation process. Few speakers can describe AI regulation from inside the room where the rules were written. He has co-edited the Routledge Handbook of Artificial Intelligence and Philanthropy with the University of Geneva, the standard reference for AI in the social sector. That gives foundations and philanthropic boards a credible voice on the same subject. He has built and exited two AI companies and ranks in the top five per cent of the Numerai global leaderboard for market prediction models, so the technical claim is matched by personal track record. He is an OECD AI Expert and a World Economic Forum contributor, which means his framing is already calibrated for senior policy and regulatory audiences. Biography highlights Founder of the Altruist League, Geneva, a philanthropy consultancy whose network reports AUM above USD 10 billion. Chair of Executive AI, a network of CEOs of major European institutional investment organisations. AI Expert at the OECD and contributor at the World Economic Forum. Co-editor, The Routledge Handbook of Artificial Intelligence and Philanthropy, Routledge, 2024. Co-author, Fixing Philanthropy: Six Principles for Actually Improving the World When Giving Away Money, 2021. Educated at the London School of Economics, New York University and Harvard Business School. Biography Most institutional investors now have AI somewhere in their portfolio, their managers, or their operations. Very few have a working method for telling genuine machine learning from a factor model dressed up for a board meeting. That is the gap Maričić has spent his career filling, first inside his own AI ventures, now as Chair of Executive AI, the network of CEOs of major European institutional investment organisations. His SPEC framework, developed for capital allocators and published through CFA Institute’s Enterprising Investor, gives investment committees a short diagnostic for evaluating quantitative managers who claim AI capability. It is the kind of practical tool a CIO can take into a manager meeting on Monday morning. He represented the institutional investor industry in the EU Artificial Intelligence Act standardisation process, and serves as an AI Expert at the OECD and a contributor at the World Economic Forum. Maričić founded the Altruist League, a Geneva-based philanthropy consultancy that pioneered the use of AI in sourcing investments, distributing funds and managing portfolios, and whose network now reports AUM above USD 10 billion. With Giuseppe Ugazio at the University of Geneva, he co-edited The Routledge Handbook of Artificial Intelligence and Philanthropy, the 2024 reference work for foundations and social sector boards thinking about AI governance. He is educated at the London School of Economics, NYU and Harvard Business School, ranks in the top five per cent of the Numerai global leaderboard for market prediction models, and writes The Specification, a newsletter that translates frontier AI research into practical tools for institutional allocators. Key speaking topics AI governance for investment boards and fiduciary committees Due diligence on machine learning in quantitative investment strategies AI regulation, the EU AI Act and institutional capital allocation AI in philanthropy and the social sector Causal inference and the limits of factor investing Geopolitics of AI for sovereign wealth funds and central banks Trust-based giving and systemic-change philanthropy Ideal for Chief Investment Officers, investment committees and manager-selection teams at pension funds, sovereign wealth funds, central banks and endowments Boards of foundations and philanthropic organisations setting AI strategy and governance Risk, audit and fiduciary committees taking responsibility for AI-driven strategies they did not build Senior policy and regulatory audiences working on AI in financial services Audience outcomes A clear diagnostic for distinguishing real machine learning from AI marketing inside quantitative managers Specific questions a board or investment committee can put to managers and internal teams about AI claims A current read on the EU AI Act and what it means for institutional allocators in practice A grounded view of where AI is genuinely changing philanthropy and where it is hype A working vocabulary for fiduciary AI oversight that does not require a technical background

Why organisations work with Mira Murati She led the teams that built ChatGPT, DALL-E and Sora at OpenAI. Few speakers can describe frontier AI development from the operational seat; most describe it from the outside. She is the active founder and CEO of Thinking Machines Lab, currently raising capital, hiring researchers, building infrastructure and shipping product against the same labs leaders read about in the news. The view she offers is current. She has spoken publicly on AI governance from the position of someone who has actually shipped the systems being regulated, including at Dartmouth’s Thayer School of Engineering and the Johns Hopkins Bloomberg Center. That changes the credibility of the conversation in a boardroom. Thinking Machines Lab is structured as a public benefit corporation. The trade-offs between commercial pressure and societal responsibility are written into how the company is governed, which is rare among frontier AI labs. Biography highlights Founder and CEO of Thinking Machines Lab, an AI public benefit corporation that raised $2 billion at a $12 billion valuation in July 2025, the largest seed round in venture capital history. Former Chief Technology Officer of OpenAI, with leadership across research, product and safety teams behind ChatGPT, DALL-E, Codex, Sora and GPT-4. Briefly named interim CEO of OpenAI during the November 2023 board transition. Senior product roles at Tesla on the Model X programme and at Leap Motion before joining OpenAI in 2018. Recognised in TIME’s 100 Most Influential People in AI (2024), TIME 100 Next (2023), Fortune’s 100 Most Powerful Women in Business (2023) and CNBC Changemakers (2026). Honorary Doctor of Science from Dartmouth College (2024); Bachelor of Engineering from Dartmouth’s Thayer School of Engineering and Bachelor of Arts from Colby College. Biography The decisions about how today’s frontier AI systems would be deployed were made inside small research labs, largely closed to outside scrutiny. The most consequential of those decisions, around ChatGPT, DALL-E, Sora and the GPT series, were made in rooms most boards still cannot see into. Mira Murati was in those rooms. She was Chief Technology Officer at OpenAI from 2022 until 2024, leading the research, product and safety teams behind the systems that brought generative AI into mainstream use. Her tenure included the November 2023 board episode, when she was named interim CEO during the brief removal of Sam Altman, returning to the CTO role within days. She left OpenAI in September 2024, by which point the products her teams had shipped were in everyday use by hundreds of millions of people. In February 2025 she founded Thinking Machines Lab, a public benefit corporation based in San Francisco. The company raised $2 billion at a $12 billion valuation in July 2025, led by Andreessen Horowitz with Nvidia, AMD, Cisco, Accel and Jane Street participating. It was the largest seed round in venture capital history. The lab’s first product, Tinker, launched in October 2025 as an API that lets researchers fine-tune frontier open-weight models without managing the underlying compute. Princeton, Stanford and Berkeley were among the early users. For senior audiences, this is unusual access: a builder’s view of frontier AI from someone still building. Murati has written for Daedalus, the journal of the American Academy of Arts and Sciences, on the language and creativity of large models. She has spoken publicly on AI governance at Dartmouth’s Thayer School of Engineering and the Johns Hopkins Bloomberg Center. Just over a year after she left OpenAI, Thinking Machines Lab was reportedly in early talks to raise capital at a $50 billion valuation. Key speaking topics Frontier AI development and deployment Generative AI and large language models AI safety, governance and responsible deployment AI product leadership at scale Public benefit corporation models for frontier technology Fine-tuning and model customisation AI strategy and adoption for senior leaders Ideal for Boards and senior executive teams setting AI strategy and capital allocation CTOs, CIOs and chief AI officers responsible for technology platform decisions Public-sector and policy audiences engaging with AI regulation Technology investors and corporate development teams evaluating AI exposure Audience outcomes A direct read on how frontier AI labs actually make development and deployment decisions, drawn from someone who made them. A grounded view of where current AI capability sits and how far the field is from the frontier claims circulating in headlines. A working understanding of governance trade-offs from a builder’s perspective, including how a public benefit corporation structures them. A sharper view of which AI investments and adoption decisions deserve board-level attention over the next 18 to 36 months.

Why organisations work with Miranda Brawn She brings the perspective of a sitting non-executive director across an NHS Foundation Trust, FTSE 100 sustainability funds and AI start-ups, so her recommendations land as practitioner advice rather than commentary from outside the boardroom. The Brawn Review, launched at the House of Lords in October 2025, gives clients access to a named, evidenced governance framework with 50 specific recommendations, not a general lecture on why diversity matters. She is a barrister called to the Bar of England and Wales with an MBA and academic appointments at Roehampton and previously Oxford, which gives her credibility with general counsel, audit committees and regulators in equal measure. Her foundation has run the UK’s first diversity leadership lecture and scholarship programme since 2016, giving her a decade of evidence on what actually shifts representation, useful for clients tired of pledges that do not move numbers. She covers ESG, AI ethics and inclusive leadership from the same vantage point, which suits boards that no longer want three different speakers for three governance topics that have collapsed into one. Biography highlights Author of The Brawn Review: Boardroom Sustainability, Inclusion and Corporate Governance, launched at the UK House of Lords in October 2025. Honorary Professor in Business and Law, University of Roehampton; former Senior Visiting Fellow, University of Oxford. Barrister, Bar of England and Wales; MBA; Honorary Doctor of Letters (Brighton); Honorary Doctor of Laws (University of Law). Non-executive director, chair, trustee and advisor across an NHS Foundation Trust, FTSE 100 sustainability funds with over GBP 2 billion AUM, VC funds and AI start-ups including X0PA AI. Former Goldman Sachs and JP Morgan; founder and CEO of The Miranda Brawn Diversity Leadership Foundation (2016). Financial Times Top 30 Ethnic Minority Leaders; Prime Minister’s Point of Light; Woman of the Year, Women in Finance Awards. Biography The Brawn Review landed at the House of Lords in October 2025 with 50 recommendations on boardroom sustainability, inclusion and governance, drawn from contributions by 1,000 global board members and endorsed by Lord Davies of the 2011 Davies Review. It is the work of an author who sits on the boards she is writing about, not a researcher describing them from outside. Miranda Brawn is a barrister, MBA, honorary professor at the University of Roehampton and former Senior Visiting Fellow at Oxford, where the review began. Her board portfolio runs across the UK’s largest NHS Foundation Trust, FTSE 100 sustainability funds with more than GBP 2 billion in assets under management, venture capital funds and AI start-ups. Before the boardroom she traded for Goldman Sachs and JP Morgan. Most inclusion speakers offer advocacy. Her contribution is governance design: what a sustainability committee should actually do, how directors should oversee AI deployment, how inclusion outcomes should be measured against legal and fiduciary tests. The Miranda Brawn Diversity Leadership Foundation, which she founded in 2016, has run a decade of scholarship and mentoring programmes that give her a longitudinal view of what shifts representation in finance, law and technology. Her recognition reflects the breadth of that practice rather than a single domain: Financial Times Top 30 Ethnic Minority Leaders, Prime Minister’s Point of Light, Woman of the Year at the Women in Finance Awards, and Top 50 Afro-Caribbean Leadership Award presented at the House of Lords. Key speaking topics Boardroom governance of sustainability, inclusion and AI Inclusive and values-based leadership ESG strategy and board oversight AI ethics and responsible technology Non-executive director practice Diversity, equity and inclusion in regulated industries The Brawn Review recommendations Ideal for Boards, chairs and non-executive directors reviewing committee structure on ESG, AI and inclusion General counsel, company secretaries and heads of governance preparing for investor and regulator scrutiny CHROs and chief sustainability officers translating board commitments into operating practice Financial services, healthcare and professional services firms with concentrated DEI and governance exposure Audience outcomes A named governance framework, The Brawn Review, with specific recommendations on board composition, committee remits and oversight of AI and sustainability. A clearer view of where DEI commitments sit in fiduciary and regulatory terms, not only reputational ones. A practitioner reading of what NEDs are actually being asked to evidence on inclusion and ESG by investors and regulators. Evidence from a decade of scholarship and mentoring programmes on which interventions move representation in finance, law and technology.

Why organisations work with Miriam Meckel She runs the leadership academy that European boards turn to when they need their executive layer fluent in AI, quantum and adjacent technologies, which gives her a live read on where senior teams actually get stuck. Her 2024 book with Lea Steinacker, “Alles uberall auf einmal”, is one of the most cited German-language treatments of generative AI for business audiences, anchored in regulation, labour markets and governance rather than hype. She combines a serious academic chair at the University of St. Gallen with two decades inside business media, including the editorship of WirtschaftsWoche, so her framing is built for executive audiences rather than translated for them. Her work on brain-computer interfaces and cognitive enhancement gives her unusual range when the conversation moves from current AI deployment to the next horizon of human-machine integration. She holds the 2025 Rudolf-Diesel-Medaille for Best Media Communication, a recognition explicitly tied to making complex future technologies practical for executive audiences. Biography highlights Co-founder and CEO of ada Learning GmbH, the AI and transformation academy spun out of Handelsblatt Media Group with Lea Steinacker and Verena Pausder. Professor of Communication Management and Director of the Institute for Media and Communication Management, University of St. Gallen. Co-author of “Alles uberall auf einmal” (Rowohlt, 2024) on artificial intelligence; author of “Mein Kopf gehort mir” (Piper, 2018) on brain-computer interfaces. Former editor-in-chief and publisher of WirtschaftsWoche, the first woman to lead the title. Faculty Associate at Harvard’s Berkman Klein Center for Internet and Society; board member of Swiss media group Tamedia. Recipient of the Rudolf-Diesel-Medaille (2025), Ernst Schneider Prize, Cicero Speaker’s Prize for Science, Eisenhower Fellowship and John F. Kennedy Memorial Fellowship. Biography Generative AI sits on most executive agendas and inside very few operating models. The space between those two facts is where European leadership teams currently lose months. Miriam Meckel works in that gap, professionally and intellectually. As co-founder and CEO of ada Learning, she runs the academy that puts senior managers from major European companies through structured programmes on AI, quantum and the technologies reshaping their industries. The work is concrete: how a CFO should think about model risk, how an HR leader should redesign roles around AI capability, how a CEO should commission and challenge an AI strategy. Her 2024 book with Lea Steinacker, “Alles uberall auf einmal”, argues that AI is best understood as a data-driven human amplifier, a framing that cuts through both utopian and apocalyptic readings of the technology. Her authority comes from holding two distinct positions at the same time. She is Professor of Communication Management at the University of St. Gallen and Director of its Institute for Media and Communication Management, with research credentials reaching back to Harvard’s Berkman Klein Center. She is also a working operator who edited WirtschaftsWoche, sits on the Tamedia board, and has built ada into a recognised institution in the German-speaking executive market. Her 2018 book “Mein Kopf gehort mir” took the same operator-academic approach to brain-computer interfaces, with first-person experiments inside the laboratories developing them. For boards confronting AI, she offers something the consultancy reports cannot: a researcher who teaches the technology to executives every week and reports back what they understand, what they resist, and what actually moves once they leave the room. Key speaking topics Generative AI in business strategy AI governance, regulation and ethics The future of work in an AI-enabled economy Brain-computer interfaces and human enhancement Quantum computing for executive audiences Digital transformation and leadership Media, communication and information overload Ideal for Boards and executive committees commissioning AI strategy and asking whether their AI position has any operational substance. CHROs and chief learning officers redesigning workforce capability around AI. CEOs and strategy leaders in regulated European industries balancing AI ambition with the EU AI Act and national supervision. Senior leadership programmes and executive offsites at the point of confronting AI seriously rather than in passing. Audience outcomes A working mental model of where generative AI is already operational, where it remains pilot, and where it is still speculative. A clear read on the EU, US and Chinese regulatory environments and what they mean for European firms. Sharper questions to ask vendors, internal AI teams and consultants, grounded in how the technology actually behaves. An honest sense of what AI will do to roles, teams and decision rights inside their own organisation over the next three to five years. A bridge between today’s deployment questions and the next horizon of human-machine integration, including neural interfaces and quantum.

Why organisations work with Mo Gawdat His central AI thesis – that these systems reflect the values humans encode into them, and that organisations still have a window to act – was published in 2021 and validated by the subsequent speed of AI deployment. Boards are not getting speculation; they are getting a forecast with a track record. Scary Smart gives senior leadership a specific accountability framework, not a risk briefing: the argument is that the question is not whether AI will be powerful, but what the organisation is actively doing to shape its values now. The Solve for Happy happiness model is a named, reproducible framework developed through the same engineering logic Gawdat applied throughout his technology career – not a wellbeing programme, but a systematic methodology for building psychological stability under pressure. He addresses the external disruption (AI’s structural impact on work and value) and the internal response (the human psychology of navigating it) as a single argument – which is why his sessions land differently in a strategy forum than a conventional AI speaker or a conventional wellbeing speaker would. Seven years inside Google [X] at the point when self-driving cars, Project Loon, and Google Life Sciences were being built and commercialised gives him a credibility baseline that no amount of research or commentary can replicate. Biography highlights Former Chief Business Officer, Google [X] (2013-2018), overseeing commercial strategy for Google’s moonshot innovation division 30-year career in technology spanning IBM, NCR, Microsoft, and Google, including senior roles across emerging markets globally Author of Solve for Happy (Macmillan, 2017), Scary Smart (Macmillan, 2021), That Little Voice in Your Head (Macmillan, 2022), and Unstressable (2024, co-authored with psychologist Alice Law) Scary Smart named a Sunday Times Business Book of the Year (2021) Chief AI Officer at Flight Story, the digital marketing company co-founded by Steven Bartlett Founder of One Billion Happy, a global initiative to share structured approaches to happiness and wellbeing Host of Slo Mo, one of the leading mental health podcasts globally Biography When Scary Smart was published in 2021, its central argument read as speculative: AI would become superintelligent, its real danger lay not in the technology itself but in the values humans encode into it, and organisations still had a narrow window to shape the outcome. Within a year, the release of ChatGPT had reframed the argument as a warning that had arrived early. Mo Gawdat had been inside Google [X] when these systems were being built. Gawdat joined Google in 2007 and served as Chief Business Officer of Google [X] from 2013, overseeing commercial strategy for the moonshot division behind self-driving cars, Project Loon, and Google Life Sciences. His seven years there gave him direct exposure to both the capability and the accountability gaps at the frontier of AI development. He left in 2018 and now serves as Chief AI Officer at Flight Story, the digital marketing company co-founded by Steven Bartlett. The parallel body of work on happiness was not a departure from his technology career. It emerged from the same engineering mindset applied to personal crisis. Following the death of his son Ali in 2014, Gawdat developed the framework at the centre of Solve for Happy: a systematic, reproducible model for well-being grounded in cognitive science. The book became an international bestseller. His thesis is that the two bodies of work are not separate. An organisation that understands the human psychology of its people is better positioned to navigate the disruption AI will accelerate. Unstressable, co-authored with psychologist Alice Law and published in 2024, extends that logic into a practical stress-management framework built around four human systems. He hosts Slo Mo, one of the leading mental health podcasts globally, and his earlier books – That Little Voice in Your Head (2022) and Scary Smart, a Sunday Times Business Book of the Year – continue to reach executive audiences grappling with AI governance and personal resilience across a 30-year technology career. Key speaking topics AI ethics and governance Responsible AI adoption The human impact of AI disruption Happiness science and the engineering of well-being Stress management frameworks Technology leadership and strategic foresight Human values in AI development Ideal for Boards and executive leadership teams making AI governance and adoption decisions Chief People Officers and Chief Technology Officers managing workforce responses to AI disruption Strategy, transformation, and future of work forums where AI risk and human resilience intersect Technology, financial services, and marketing organisations with significant and growing AI exposure Audience outcomes A coherent framework for evaluating AI’s ethical and human risks, grounded in direct experience of building these systems rather than external commentary Clarity on what values organisations need to embed in AI systems now, and why the window to do so meaningfully is narrowing Practical tools from the Solve for Happy model for building psychological stability and resilience under conditions of sustained uncertainty A more calibrated understanding of the timeline and direction of AI development, distinct from both catastrophism and uncritical optimism Practical techniques from Unstressable for identifying and reducing sources of stress at individual and team level

Why organisations work with Monica Verma Operational CISO experience that informs every recommendation. Three CISO appointments, including Orange Business Cloud Services and the Norwegian Directorate of Health, mean her advice on AI risk comes from someone who has actually run the response. A hacker’s view of AI threats paired with a CISO’s view of governance. She started in offensive security finding web application vulnerabilities. She now advises boards on AI trust and accountability. Both perspectives in the same conversation. A proprietary maturity model. Her Cybersecurity Adoption Lifecycle Model, introduced in 2020, gives executive teams a way to locate themselves on the cyber and AI maturity curve. Credibility with technical and commercial audiences. Booked by FT Live in Luxembourg, the ACFE Fraud Conference Europe, and WCM 2025 in Brazil for an audience of 2,000 leaders. A clear point of view on the most contested question in the boardroom right now: how to adopt AI without breaking trust and governance. She has built her current keynote portfolio around it. Biography highlights Three-time Chief Information Security Officer with prior CISO appointments at Orange Business Cloud Services and the Norwegian Directorate of Health (Helsedirektoratet, Helfo, POBO). Director, International Cybersecurity & Resilience at Booz Allen Hamilton (2024). Recognised as Top #3 CISO in EMEA (2023), Top 50 Women in Tech (2022), and Outstanding Security Advisor at Norway’s Outstanding Security Performance Awards (2019). Board-certified Qualified Technology Expert (QTE) and former board member of Cloud Security Alliance Norway and Women in Cybersecurity Norway. Founder and CEO of Monica Talks Cyber and Cyber Foyer. Host of The Monica Talks Cyber Show podcast and author of The Predictability Factor newsletter. Contributor to Dark Reading. Featured speaker at FT Live, the ACFE Fraud Conference Europe, WCM Brazil, Cyber Root Malta, and the Norwegian Tax Authority’s IT Tech conference. Biography AI is now in the boardroom and in the threat model at the same time. Most leadership teams have someone who can speak credibly about one or the other. Few have someone with three CISO appointments behind them and an active AI advisory practice on top. Monica Verma’s career has run through both. The starting point was offensive security, finding vulnerabilities in web applications and cloud environments before attackers could. Three CISO appointments followed, including Orange Business Cloud Services and the Norwegian Directorate of Health. By 2024 she was Director of International Cybersecurity and Resilience at Booz Allen Hamilton. Her published work bridges the same divide. The Cybersecurity Adoption Lifecycle Model, which she introduced in 2020, adapts the technology adoption curve to give executive teams a usable map of their cyber maturity. Her current keynote portfolio takes that lens into the AI era: Innovating with AI Without Breaking Trust and Governing AI Before It Hacks You. The credentials track. Top #3 CISO in EMEA in 2023, Top 50 Women in Tech in 2022, Outstanding Security Advisor at Norway’s OSPAs in 2019. The booking pattern says more. FT Live brought her in for the European fund management industry in Luxembourg. The ACFE chose her to open its 2025 Fraud Conference Europe to ca. 500 anti-fraud executives. WCM Brazil put her in front of 2,000 leaders at one of the world’s largest strategy and leadership conferences. Key speaking topics AI security and governance Cyber resilience in the AI era AI risk and trust for the enterprise Cybersecurity leadership at board level The evolution of cybercrime AI-enabled fraud and threat response Ideal for Boards and executive committees making AI adoption decisions where governance and security are not yet aligned. CISOs, CIOs and CTOs whose teams are being asked to defend against AI-enabled threats while adopting AI internally. Financial services, healthcare and public sector organisations facing high regulatory exposure on both AI and cybersecurity. Audience outcomes Specific examples of how AI is currently breaking enterprise trust in regulated industries. A maturity check against the Cybersecurity Adoption Lifecycle Model that locates where the organisation sits. The questions a board needs to ask before approving its next major AI initiative. A view of how attackers are using AI today and which enterprise defences are still holding.