Competenze future

Why organisations work with Abigail Posner Holds a rare combination of credentials in cultural anthropology (Harvard, magna cum laude), creative strategy (Publicis New York, DDB New York), and senior technology leadership (13 years at Google). Few speakers can address AI and human creativity from inside all three worlds. Pioneered Humanizing Digital at Google, an anthropology-led research programme exploring the emotional relationship between people and technology. Her frameworks come from original fieldwork conducted inside Google. Led AI integration and a cultural transformation programme for 4,000+ Google sales professionals. Speaks from direct experience about what works and what fails inside one of the most AI-fluent companies in the world. Provides concrete methodologies, the Expansiveness Edge framework and the Human Code approach, that teams can apply immediately to specific business problems. Biography highlights Former Director, U.S. Creative Works at Google; thirteen years at the company Pioneered Humanizing Digital, Google’s anthropology-led thought leadership series on the emotional relationship between people and technology Founder of Human Code Company; host of the Human Code podcast Magna cum laude graduate of Harvard University in social anthropology Contributor to The Economist, The New York Times, Business Insider, CNBC, Forbes, and Fast Company; ongoing columnist for The Drum Recipient of the United Nations Media Impact Award Biography Google spent more than a decade trying to understand the emotional logic behind why people engage with digital content. The Humanizing Digital research programme came out of that effort, an anthropology-led series Abigail Posner pioneered while at the company. The route there was unusual. Posner is a magna cum laude graduate in social anthropology from Harvard who spent years in brand strategy at Publicis New York and DDB New York. As Director of U.S. Creative Works at Google, she led creative strategy for YouTube’s largest global advertisers and ran a cultural transformation programme for over 4,000 sales professionals. Posner now leads Human Code Company, the consultancy she founded after leaving Google. Her Expansiveness Edge and Human Code frameworks address the question every leader is asking: what do my people uniquely contribute when every competitor has the same AI tools. Both frameworks come from years of anthropological fieldwork done inside Google. Her writing appears in The Economist, The New York Times, Business Insider, CNBC, Forbes, and Fast Company; she is an ongoing columnist for The Drum. The United Nations awarded her its Media Impact Award for the work. Key speaking topics Human creativity in the AI age The Expansiveness Edge framework AI as a creative amplifier Cultural anthropology applied to business The future of work in an AI economy Ideal for CMOs, brand and marketing leaders working out how AI changes their craft Chief Innovation Officers and senior creative leaders inside marketing, product, or innovation teams CHROs and learning leaders building creative capacity across the workforce Senior leadership teams setting an organisation-wide position on what humans do and what AI does Audience outcomes A named framework, the Expansiveness Edge, for combining different disciplines and perspectives within an individual to produce ideas competitors cannot replicate A working answer to where human judgement still beats AI in their function, and which work to defend against automation Specific exercises they can run inside their own teams to activate creative thinking on demand A reframe of AI as an amplifier of human ingenuity, with concrete ways to deploy it that way

Why organisations work with Ali Rebaie He reads AI adoption through anthropology and phenomenology, which exposes cultural and behavioural risks that pure technical assessments miss. He founded Rebaie Analytics Group in his early twenties and has since advised Fortune 500 clients across sectors on AI strategy, giving him pattern recognition across industries that a single-sector advisor cannot offer. Through Kiangle.ai he has built METIS, a generative AI scenario-planning platform, so his advice to boards comes from someone actively shipping the technology, not only commenting on it. He speaks to the human sciences side of AI, covering machine consciousness, decision intelligence, and the effects on children and future generations, which lets him hold a boardroom conversation that moves past tooling into governance and values. His analyst background, including a seat on the Boulder BI Brain Trust advisory board, gives him access to the vendor landscape most executives only see through sales decks. Biography highlights Founder and President, Rebaie Analytics Group, an AI and human sciences strategy and research firm with Fortune 500 clients. Founder of Kiangle.ai, Portugal-based, building METIS for generative AI scenario planning. Keynote speaker at MWC Barcelona and Hannover Messe. Advisory Board member, Boulder BI Brain Trust (BBBT). Developed an AI and Machine Learning for Engineering course hosted via UC Berkeley Global. Listed among the top 100 AI influencers globally (self-reported). Biography Enterprise AI projects fail more often on culture than on code. A model ships, a workflow changes, and the people working inside it start making decisions differently, often without anyone noticing until the results move. That is the territory Ali Rebaie works in. He runs Rebaie Analytics Group, the AI and human sciences strategy firm he founded in his early twenties, which now advises Fortune 500 clients on how to adopt AI without losing the judgement and cultural fabric that made them worth automating in the first place. His method treats AI rollout as an anthropological event, something that reshapes how a team thinks, decides, and relates, not only what it produces. The analytical background is substantive. He sits on the advisory board of the Boulder BI Brain Trust, the long-running industry analyst consortium, and developed an AI and Machine Learning for Engineering course hosted via UC Berkeley Global. That gives him a working view of the vendor landscape most executives only see through procurement cycles. The most recent work is operational. Through Kiangle.ai, his Portugal-based venture, he is building METIS, a generative AI scenario-planning platform that combines mathematical simulation with insights from human sciences to stress-test strategic decisions under uncertainty. Boards get an advisor whose views on AI governance are informed by the pressures of actually building one of these systems. Key speaking topics AI strategy and adoption Scenario planning and strategic foresight Decision intelligence Generative AI and enterprise risk Human sciences and AI Future of work and future skills AI governance and responsible technology Ideal for CIOs, CDOs, and CTOs scoping enterprise AI adoption beyond proof-of-concept. Boards and executive committees setting AI governance and risk posture. Strategy and transformation leads running scenario planning on AI-driven market shifts. Industry conferences on AI, data, and the future of technology. Audience outcomes A clearer read on how AI adoption changes behaviour and decision-making inside teams, not only workflows. A working vocabulary for AI scenario planning under genuine uncertainty. Sharper questions for vendors, framed by an analyst who has seen how the market actually sells. A considered position on AI governance that accounts for cultural and human consequences alongside technical ones.

Why organisations work with Andrew and Gaia Grant The co-presenting format is its own offer. The audience hears two voices working a leadership problem in real time, with the academic and the facilitator perspectives playing off each other. The frameworks come out of Gaia Grant’s PhD research in the Discipline of Strategy, Innovation and Entrepreneurship at the University of Sydney Business School. The Innovation Climate Leadership Indicator (iCLi) is an academically validated diagnostic, which matters when the work has to defend itself in front of a board or audit committee. They treat the explore-preserve tension as the actual problem. Most innovation speakers present innovation as a simple acceleration story, which leaves leaders without a useful answer for the part of the business that has to stay reliable. The thirty-year working partnership is itself the case study for the leadership content. Andrew and Gaia have built a co-authored body of research while running a global consultancy together, and that lived material reads in the room as something that cannot be performed. Biography highlights Co-authors of The Innovation Race: How to Change a Culture to Change the Game (John Wiley & Sons, 2016) and the international bestseller Who Killed Creativity?…And How Do We Get it Back? (Wiley, 2012) Dr Gaia Grant: PhD researcher and lecturer in the Discipline of Strategy, Innovation and Entrepreneurship at the University of Sydney Business School Andrew Grant: founder and director of Tirian International Consultancy and a TEDx speaker, with three decades of executive facilitation across more than thirty countries Developers of the academically validated Innovation Climate Leadership Indicator (iCLi) and the Dynamic Polar Positioning (DPoP) framework, used with executive teams from Fortune 500 firms and government innovation programmes Keynote work at YPO Global Leadership Conference, APEC CEO Summit, the PwC US National Conference, Gartner ITxpo, TEDx and the Salesforce ANZ Roadshow Clients include Google, Nestlé, Boeing, Disney, Salesforce, Four Seasons Hotels & Resorts, Citibank, Visa, Goldman Sachs, UBS and the UAE Prime Minister’s Office Biography The hardest part of innovation is not coming up with new ideas. It is running the rest of the business while you do it. That tension is the central argument of two books co-authored by Andrew and Gaia Grant: The Innovation Race and Who Killed Creativity?. It is also the problem most organisations get wrong when they accelerate AI adoption. The research backbone is Dr Gaia Grant’s doctoral work in Strategy, Innovation and Entrepreneurship at the University of Sydney Business School. Her PhD examined what lets some organisations innovate sustainably while others stall. Two tools came out of it: the academically validated Innovation Climate Leadership Indicator (iCLi) and Dynamic Polar Positioning (DPoP), both now used by executive teams worldwide. Andrew Grant founded Tirian International Consultancy and is the working other half of the research in the room. Gaia anchors the academic case; Andrew runs the live facilitation, with simulations, audience experiments and the kind of pacing that keeps a three-thousand-person Salesforce roadshow following the argument. The partnership is thirty years old, which is why the co-presented sessions read as a working dialogue, not a stitched-together keynote. The work has been used by Google, Nestlé, Boeing, Salesforce, Four Seasons and the UAE Prime Minister’s Office, often delivered with partner institutions including Duke Corporate Education. What gets repeated is the clearest signal of fit: roadshows that return, leadership programmes that scale, teams running iCLi diagnostics by the next planning cycle. Key speaking topics Innovation leadership and culture The explore-preserve paradox in AI adoption Sustainable innovation in complex organisations Creative intelligence and critical thinking Ambidextrous leadership Innovation diagnostics and culture transformation Ideal for C-suite teams running concurrent AI adoption and core-business protection mandates Heads of innovation, transformation and strategy in large, complex organisations Boards and CEOs designing a programme of cultural change with a long delivery arc Executive education and leadership programmes that need academically defensible content Audience outcomes A working vocabulary for the explore-preserve tension that surfaces in every AI and innovation programme An honest read on where the organisation sits on innovation readiness, supported by the Innovation Climate Leadership Indicator (iCLi) A workable distinction between creative thinking and innovation execution, and where each is breaking down inside the audience’s own teams Visibility into which leadership archetypes in the room pull toward exploration and which pull toward preservation Decisions that hold up in a board paper because the framework behind them is academically validated

Why organisations work with Anne-Marie Imafidon She has run the experiment at scale. Stemettes has engaged more than 60,000 young women and non-binary young people across the UK, Ireland and Europe since 2013, giving her a live evidence base on what moves technical participation and what does not. Her technical credibility is not borrowed. Master’s in Mathematics and Computer Science from Oxford at 20, Honorary Fellow of Keble College, and guest arithmetician on Channel 4’s Countdown for 60 episodes, so technical audiences engage her as a peer rather than an advocate. She sits inside the UK policy conversation on digital skills. Co-Chair of the Institute for the Future of Work, 2022-2023 President of the British Science Association, and DSIT Women in Tech Envoy, which gives leaders a direct line to how regulation and industrial strategy are likely to land. She has a published thesis. She’s In CTRL (Transworld, 2022) argues that women need to take back tech as users, builders and decision-makers; that frame is portable into strategy conversations about product, customer and workforce. She is comfortable in front of non-technical boards. Her broadcast work and Chancellorship of Glasgow Caledonian University mean she translates between technical reality and senior decision-maker vocabulary without losing either. Biography highlights Co-founder and CEO of Stemettes, social enterprise founded in 2013 that has reached 60,000+ young women and non-binary young people across the UK, Ireland and Europe. Master’s in Mathematics and Computer Science, University of Oxford, aged 20; Honorary Fellow of Keble College, Oxford. Appointed MBE in the 2017 New Year Honours for services to young women and STEM. Chancellor of Glasgow Caledonian University; 2022-2023 President of the British Science Association; Co-Chair of the Institute for the Future of Work. Author of She’s In CTRL: How Women Can Take Back Tech (Transworld, 2022). Guest arithmetician on Channel 4’s Countdown across 60 episodes (2021-2022), first Black woman to take the Countdown board; voted Computer Weekly’s Most Influential Woman in UK Tech (2020); Forbes Top 50 Women in Tech. DSIT Women in Tech Envoy, co-chairing a UK government Taskforce with the Secretary of State for Science, Innovation and Technology (2025). Biography Stemettes was set up in 2013 after its co-founder returned from the Grace Hopper Celebration in 2012 and decided the UK needed its own infrastructure for girls in STEM. More than 60,000 young women and non-binary young people have passed through its programmes since, across the UK, Ireland and Europe. That operating record is the spine of Anne-Marie Imafidon’s authority on technology talent. The technical credentials are unusual. Imafidon took her Master’s in Mathematics and Computer Science at Oxford at 20, is an Honorary Fellow of Keble College, and was the guest arithmetician on Channel 4’s Countdown for 60 episodes in 2021 and 2022, the first Black woman to run the Countdown board. She was appointed MBE in 2017 for services to young women and STEM. Her public roles put her inside the UK conversation on digital skills and industrial strategy. She is Chancellor of Glasgow Caledonian University, Co-Chair of the Institute for the Future of Work, served as President of the British Science Association in 2022-2023, and in 2025 was appointed the Department for Science, Innovation and Technology’s Women in Tech Envoy, co-chairing a Taskforce with the Secretary of State. Her book She’s In CTRL, published by Transworld in 2022, argues that women should treat technology as something to take control of, not just consume or be represented within. For senior leaders it reframes the DEI-in-tech conversation as a product and capability question: who builds the tools, who governs them, and whose problems they get designed to solve. Key speaking topics Women and underrepresented groups in STEM Technology talent pipelines and digital skills Future of work and AI Inclusive product and technology design Social entrepreneurship at scale UK digital policy and industrial strategy Responsible and inclusive AI Ideal for CHROs, CPOs and heads of talent building technology hiring pipelines beyond the usual funnel. CTOs, CDIOs and engineering leaders under pressure to improve retention and representation in technical teams. Boards and ExCos setting policy on AI, digital skills and workforce strategy, particularly in regulated sectors. Corporate foundations, ESG leads and public-sector partners designing STEM and social mobility interventions. Audience outcomes A sharper read on why conventional diversity-in-tech programmes under-deliver and where the real intervention points sit. A working vocabulary for discussing inclusive AI and technology design at board level without defaulting to platitudes. Concrete examples, drawn from Stemettes and UK policy work, of what moves technical participation and retention. A reframe of women-in-tech as a product, governance and capability issue, not only a hiring issue. A sense of how UK digital skills policy and regulation are likely to shape talent strategy over the next cycle.

Why organisations work with Barbara Oakley Her “focused mode/diffuse mode” framework gives L&D teams a named, neuroscience-backed model for redesigning how training is structured, not just what it covers. It establishes that structured recovery and retrieval practice matter as much as instruction time, a claim with direct implications for how organisations budget and sequence learning investment. “Learning How to Learn,” co-created with Salk Institute neuroscientist Terrence Sejnowski, has been taken by over 4 million people on Coursera. That scale of real-world adoption gives her frameworks empirical grounding that no controlled study can fully replicate. Her personal trajectory from U.S. Army linguist to engineering professor, achieved through deliberate adult retraining, is the primary evidence for her central argument that capability can be built at any career stage. For organisations running reskilling programmes, that is more persuasive than theory from a researcher who has never made the journey themselves. “A Mind for Numbers” (Penguin, 2014), a New York Times bestseller translated into 13 languages with over 1 million copies sold, means her frameworks already have traction well beyond corporate learning circles. Audiences often arrive familiar with her work, reducing the credibility gap that typically slows training adoption. The 2023 Harold W. McGraw Jr. Prize in Education, administered through the University of Pennsylvania Graduate School of Education and widely considered the field’s most prestigious award, recognised Oakley as the inaugural winner in a new Lifelong Learning category – independent confirmation that her contribution to continuous capability development is field-defining. Biography highlights Distinguished Professor of Engineering, Oakland University; Ramón y Cajal Distinguished Scholar of Global Digital Learning, McMaster University Inaugural winner of the 2023 Harold W. McGraw Jr. Prize in Education (Lifelong Learning category), administered through the University of Pennsylvania Graduate School of Education Co-creator (with neuroscientist Terrence Sejnowski, Salk Institute) of “Learning How to Learn” on Coursera – over 4 million enrolled, one of the most widely taken courses in the history of online education Author of “A Mind for Numbers” (Penguin, 2014), a New York Times bestselling science book translated into 13 languages with over 1 million copies sold; subsequent titles include “Mindshift” (2017), “Uncommon Sense Teaching” (2021), and “Learn Like a Pro” (2021) Published in Proceedings of the National Academy of Sciences, the New York Times, and the Wall Street Journal; Michigan Distinguished Professor of the Year (2018) Fellow of the Institute of Electrical and Electronics Engineers (IEEE) and the American Institute for Medical and Biological Engineering; Coursera’s inaugural “Innovation Instructor” Former U.S. Army Captain; recognised as Distinguished Military Scholar Biography In 2014, a Coursera course called “Learning How to Learn” attracted over 300,000 students in its first three runs. It now has over 4 million enrolled, making it one of the most widely taken courses in the history of online education. That appetite reflects a gap most organisational training does not close: a practical understanding of how capability is actually built. Barbara Oakley created that course with neuroscientist Terrence Sejnowski of the Salk Institute. She came to the research through direct experience: a former U.S. Army Captain trained as a linguist, she retaught herself mathematics and engineering entirely as an adult. Her own career transition is the most direct demonstration of her central argument – that capability is genuinely malleable, and that the brain can acquire new domains of expertise at any career stage. Her “focused mode/diffuse mode” framework, named in “A Mind for Numbers” (Penguin, 2014), gives organisations a practical model for how concentration, structured recovery, and retrieval interact in the learning process. The book reached New York Times bestseller status and has been translated into 13 languages. Subsequent titles including “Mindshift,” “Uncommon Sense Teaching,” and “Learn Like a Pro” extend the framework into career reinvention, teaching design, and AI-era learning. In 2023, she received the Harold W. McGraw Jr. Prize in Education, the most prestigious award in the field, as inaugural winner in a newly created Lifelong Learning category. She is Distinguished Professor of Engineering at Oakland University and holds a concurrent appointment as Ramón y Cajal Distinguished Scholar of Global Digital Learning at McMaster University. Key speaking topics The neuroscience of effective learning and skill retention Workforce reskilling and adult capability development Learning frameworks for the age of AI Building organisational learning culture Career reinvention and professional mindset The science of effective training design Cognitive performance and focus at work Ideal for CHROs and L&D directors designing or auditing workforce capability programmes CEOs and executive teams navigating AI-driven workforce transition and reskilling investment Corporate universities and internal learning academies benchmarking training effectiveness Boards and transformation leads sponsoring large-scale reskilling or career transition initiatives Audience outcomes A named neuroscience framework (focused vs. diffuse mode) for understanding how attention, structured recovery, and retrieval interact in the learning process Evidence-based techniques (retrieval practice, spaced repetition, the Pomodoro method) that individuals and teams can apply immediately to improve learning retention A reframe of learning ability from fixed trait to trainable skill, with direct implications for how organisations identify, develop, and retain talent Clarity on why conventional training approaches consistently underdeliver, and what research-supported alternatives look like in practice A grounded argument for why adult capability development is achievable at any career stage, drawn from both neuroscience and the speaker’s own documented transition

Why organisations work with Bernard Marr His frameworks for data strategy and AI adoption are grounded in peer-reviewed academic research from Cambridge and Cranfield – which means they hold up to internal scrutiny in ways that practitioner opinion rarely does. Business Trends in Practice, winner of the 2022 Business Book of the Year Award, gives executive audiences a shared, structured vocabulary for decisions that are otherwise made in fragmented, jargon-heavy conversations. His Forbes column reaches approximately one million readers a month – meaning his conceptual framing is often already in the room before he arrives, which accelerates rather than starts the conversation. He advises organisations across the full spectrum of sectors – from Google and Microsoft to the Bank of England, NATO and the NHS – which gives him a pattern-recognition advantage that single-sector specialists cannot replicate. Where most AI speakers address technology adoption as an IT problem, Marr consistently frames it as a governance and leadership problem – which is what boards and C-suites are actually wrestling with. Biography highlights Research Fellow, Cambridge Judge Business School; subsequently at Cranfield School of Management – before founding Bernard Marr & Co in 2006 Author of more than 20 books on AI, data strategy and digital transformation, published in over 20 languages Business Trends in Practice named Business Book of the Year 2022; additional awards include the CMI Management Book of the Year, Axiom Book Award and WHSmith Best Business Book Award Ranked by LinkedIn as one of the top 5 business influencers in the world Regular contributor to Forbes and the World Economic Forum; media presence includes BBC News, Sky News, the Financial Times, Wall Street Journal and HBR Advisory clients include Amazon, Google, Microsoft, the Bank of England, NATO, the NHS, Shell and the United Nations Biography Bernard Marr spent his early career as a research fellow at Cambridge Judge Business School and then at Cranfield School of Management, where his published work – cited more than 5,400 times – focused on business performance, intellectual capital and strategic measurement. In 2006 he left academia to found Bernard Marr & Co, taking that analytical infrastructure into advisory work with some of the world’s most complex organisations. His books – more than twenty of them, translated into over twenty languages – are not airport business books. Data Strategy, AI Strategy, Generative AI in Practice and Future Skills each address a specific executive decision: how to treat data as a governed asset, how to build an AI adoption roadmap, how to prepare a workforce for automation. Business Trends in Practice won the 2022 Business Book of the Year Award. His writing for Forbes, published at a rate of around three articles per week, gives those frameworks sustained reach into executive audiences between engagements. What makes Marr useful to a board is not that he explains technology well – many speakers do that. It is that he consistently reframes technology questions as governance questions: who owns the data strategy, how do we assess AI risk, what does leadership fluency in this area actually require? These are the questions that stall transformation programmes, and they sit above the pay grade of a CTO. His advisory work spans Google, Microsoft, Amazon, the Bank of England, NATO, the NHS, Shell and the United Nations – a range that gives him cross-sector pattern recognition that sector-specific specialists cannot replicate. The organisations that benefit most from his work are those where the executive team is technically literate enough to know they don’t know enough, and needs a structured way to close that gap. Key speaking topics AI strategy and adoption for executive leadership Data strategy and data governance Generative AI and its organisational implications Digital transformation and business performance Future of work and future skills Emerging technology trends and business impact Strategic performance management Ideal for C-suite and board-level audiences navigating AI and data investment decisions Chief Digital Officers, Chief Data Officers and technology transformation leads Senior leadership teams ahead of major digital transformation programmes Corporate and enterprise conference audiences requiring clarity on technology without technical fluency as a prerequisite Audience outcomes A working framework for evaluating AI and data investments – not just a description of what they are Clearer language for discussing technology strategy at board level, with less dependence on specialist intermediaries Understanding of which emerging technology trends carry genuine near-term organisational implications versus which are still speculative A more structured approach to data governance and the conditions under which data generates strategic advantage Insight into the skills and capabilities organisations will need to build – and which to acquire versus develop internally

Why organisations work with Christian Byrge He treats creativity as a skill that can be coached into a team, not a culture project. Leaders leave with specific habits they can run on Monday morning, not a manifesto. He has a working position on AI in the creative process, grounded in current research, that goes beyond the prompt-engineering surface most innovation talks stop at. His research base is unusually deep for a speaker in this category: 70+ academic publications and a full professorship, paired with operational training inside LEGO, Maersk, Novo Nordisk, Grundfos, and the Danish Armed Forces. He is comfortable in front of an executive audience and inside a workshop room. Same content holds at both altitudes, which makes him useful when the brief is a keynote that has to seed follow-on internal work. Biography highlights Full Professor of Business Creativity, Vilnius University Business School. PhD in Creativity and Business, Aalborg University. Author of Everyday Innovator (BIS Publishers), How to Teach Creativity, and Enhancing Creativity for Individuals, Groups and Organizations. 70+ academic publications across creativity, team creativity culture, creative self-efficacy, and AI creativity. Worked with LEGO, Maersk, Novo Nordisk, Velux, Grundfos, Danfoss, Siemens, Kompan, TotalEnergies, and the Danish Armed Forces. Trained creative practice with practitioners across engineering, law, healthcare, software, education, and film production. Biography Innovation programmes inside large organisations tend to fail in the same way. They start with energy, produce a portfolio of pilots, and stall when the original sponsor moves on. The diagnosis is usually written as a cultural problem. Christian Byrge’s research argues something more precise: the failure point is that idea generation was never built as a team skill in the first place. That argument is the core of his three books and seventy-plus academic publications. Everyday Innovator, published by BIS Publishers, names four habits that turn creative output into a repeatable behaviour rather than a mood. How to Teach Creativity and Enhance Creativity for Individuals, Groups, and Organizations extends the same logic into education and organisational design. The thread across all three is treating creativity as a trainable capability with named components, not an ambient quality of the workplace. He holds a full professorship in Business Creativity at Vilnius University Business School and a PhD from Aalborg University. The academic base matters because his recent work on AI in the creative process is one of the few executive-level treatments grounded in current research rather than vendor framing. He has trained creative practice inside LEGO, Maersk, Novo Nordisk, Velux, Grundfos, Siemens, and the Danish Armed Forces, which gives the research weight in front of an operating audience. The room he is most useful in is the one where leadership has decided innovation matters, but cannot describe what their teams should actually do differently on Tuesday. He gives them the answer in specific behaviours, not in a vision deck. Key speaking topics Team creativity as a trainable discipline Innovation capability inside operating teams AI-supported creative process Creative confidence and self-efficacy Idea generation and development practice Creative culture in regulated and engineering environments Ideal for CHROs and L&D leaders building innovation capability across the workforce Heads of innovation, R&D directors, and transformation leads Executive teams in engineering, life sciences, and industrial sectors, where creativity is treated as soft Educators and learning system leaders are responsible for creative competence development Audience outcomes A working definition of team creativity is a set of named behaviours, not a personality trait The four habits from Everyday Innovator are mapped to the audience’s own operating context A grounded view of where AI helps and where it flattens the creative process Specific practices senior leaders can install in standing meetings to lift idea quality A clear separation between creative culture rhetoric and creative output discipline

Why organisations work with Christian Wehner He runs innovation strategy inside SAP Brand & Creative, so the perspective is from a serving operator at a Fortune 100 software company, not a former practitioner. His SPIEGEL bestselling book Alles, was du im Leben wissen musst, hast du schon im Kindergarten gelernt gives audiences a citable thesis on where adult organisational thinking has narrowed, and what to do about it. His “Kidult” framework reframes creativity as a recoverable adult capability, not a personality trait, which lands with executives who have written off creativity training. He is a LinkedIn TopVoice for Creativity and Innovation, with a public body of work that audiences can extend after the keynote. He works fluently in English and German, which matters for DACH-region leadership programmes and EU-headquartered corporate audiences. Biography highlights Senior Director, Innovation Strategy, SAP Brand & Creative. SPIEGEL bestselling author, Alles, was du im Leben wissen musst, hast du schon im Kindergarten gelernt (Conte Verlag). TEDx speaker on the “Kidult” mindset. LinkedIn TopVoice for Creativity and Innovation. Guest lecturer, Brand Academy, EBS University Oestrich-Winkel. Ambassador, School of Future Skills. Biography Most large companies are not short of intelligence. They are short of the willingness to ask naive questions inside rooms full of expertise. That gap is the one Christian Wehner has spent his career closing, first in radio and start-up environments, now as Senior Director of Innovation Strategy at SAP Brand & Creative. His thesis is direct. The skills that make organisations creative, curiosity, comfort with not-knowing, and the ability to be wrong out loud, are the skills most adults stop practising once they enter corporate life. His SPIEGEL bestselling book Alles, was du im Leben wissen musst, hast du schon im Kindergarten gelernt sets out the argument in book form. His TEDx talk gives it a name, the “Kidult” mindset. In keynote settings, he turns this into an executive question rather than a self-help one. What does an organisation lose when its senior people optimise for being right? Where in the operating model does AI-era automation make childlike thinking more valuable, not less? Audiences leave with a defensible reason to protect curiosity inside performance cultures, and language to do it with their own teams. The credentials read as a portfolio of platforms rather than titles: a serving SAP innovation role, a guest lectureship at EBS University’s Brand Academy, an ambassadorship with the School of Future Skills, and a steady editorial presence on LinkedIn that has earned him TopVoice status in both Creativity and Innovation. The combination is unusual: an operator inside one of Europe’s largest software companies who writes and speaks publicly about how big companies stop being creative. Key speaking topics Innovation culture and creative recovery in established organisations The “Kidult” mindset: curiosity as an executive capability Future skills in the age of AI Leadership and intuition under algorithmic decision-making Brand and creative strategy inside large enterprises Collaboration and the transparency revolution Ideal for Chief innovation, strategy and brand officers responsible for the next product cycle Executive leadership teams confronting AI-driven workforce redesign Corporate transformation, learning and culture lead inside DACH and EU-headquartered organisations Sales, marketing and customer experience leadership programmes looking for a creative-strategy keynote rather than a tools session Audience outcomes A working argument for why creative capability is a board-level concern in the AI era A language and framework (“Kidult”) for protecting curiosity inside performance-driven cultures A clearer view of which adult corporate habits suppress innovation and which can be retrained Concrete prompts for leaders to use with their own teams the next working day A bilingual perspective from inside a Fortune 100 European software company, useful for cross-border programmes

Why organisations work with Confidence Staveley A practitioner voice on cybersecurity rooted in build-side delivery: founder of a foundation that trains thousands of women across 22-plus African countries, not a commentator describing the field from outside it. Author of API Security for White Hat Hackers (Packt, 2024), a technical book serious enough to be used inside security teams, written with co-author Christopher Romeo. Sits on the World Economic Forum Global Future Council on Cybersecurity, giving boards a direct line to how global policy and operational practice are converging. Brings a developing-economy lens most bureau cyber speakers do not: digital trust, payment threat landscapes and capacity-building in markets where the cost of a breach lands differently. Operational credibility on the workforce question: her CyberGirls Fellowship has become a model programme cited in the World Bank 2023 practitioner note on closing the cyber skills gap. Biography highlights Founder and Executive Director, CyberSafe Foundation (Nigeria) Author, API Security for White Hat Hackers, Packt Publishing Member, World Economic Forum Global Future Council on Cybersecurity Member, Forbes Technology Council 2023 Cybersecurity Woman of the World Award; ISC2 Global Achievement Award Obama Foundation Leaders Africa, 2022 cohort SANS Institute Difference Maker Award, People’s Champion of the Year, 2024 Biography Most cybersecurity conversations at the board level still depend on the security team simplifying for everyone else. The translation rarely survives the journey. Confidence Staveley built her career on closing that gap, in technical depth and in commercial clarity. She is the founder of the CyberSafe Foundation, a Nigerian non-profit that has trained women across more than twenty African countries through its CyberGirls Fellowship. The programme is a working answer to the cyber skills shortage, recognised in a 2023 World Bank practitioner note as a model worth scaling. Alongside the foundation, she co-authored API Security for White Hat Hackers, published by Packt, a working manual for security engineers rather than a thought-leadership book. Her platform reflects that hybrid of practice and policy. She sits on the World Economic Forum Global Future Council on Cybersecurity, is a member of the Forbes Technology Council, and was selected for the Obama Foundation Leaders Africa cohort in 2022. The recognitions matter because of where they cluster: technical authority, governance, and inclusion of underserved talent into the global cyber workforce. What organisations book her for is the rare combination of board-credible framing and ground-floor delivery, with a perspective shaped by markets where the cost of digital failure shows up faster. The 2023 Cybersecurity Woman of the World Award placed her against roughly 160 nominees from women-in-cyber networks worldwide; she came out on top. That kind of recognition, from inside the industry rather than from a bureau, is what separates a working practitioner from a circuit speaker. Key speaking topics Cybersecurity as board-level risk Digital trust and the payment threat landscape API security and application risk The cybersecurity workforce gap Women and inclusion in cyber Cyber capacity-building in emerging markets Data protection in the digital economy Ideal for Boards and audit committees treating cyber as a governance question CISOs, CIOs and CTOs are briefing executive teams on workforce and risk Financial services, fintech and payments leadership confronting fraud and digital trust Global organisations with African operations or talent strategy in the region Audience outcomes A clearer board-level vocabulary for cyber risk, separated from technical jargon A sharper read on where the cybersecurity workforce gap is widening, and what is actually working to close it A practitioner’s view of API and application security risk in commercial terms A more honest framing of inclusion in cyber as a talent-supply question, not a values statement

Why organisations work with Corinna Pommerening Specific authority in the German Mittelstand and regional banking layer, where most international leadership speakers have no credible footprint. Two Springer Gabler and GABAL books arguing a structured thesis on leadership change inside the financial sector, not a generic leadership platform applied to banking. Treats employer brand and leadership culture as one programme rather than two HR projects, which is how regional banks actually experience the talent problem. Customer advisory seat at HASPA, Germany’s largest savings bank, anchors the work in a real institutional setting rather than a consultancy abstraction. Delivers in German and English, with formats from keynote to working session, suited to bank executive committees and supervisory-board offsites. Biography highlights Author of “New Leadership im Finanzsektor,” Springer Gabler, 2020; second edition 2022. Author of “Digitale Regionalokonomie,” GABAL Verlag, 2023. Host of “Leadership neu gedacht!” podcast, 140+ episodes. Co-founder of Ecosystems 4 Business AG. Member of the customer advisory board, Hamburger Sparkasse (HASPA). Certified employer brand manager; guest lecturer at the University of Wismar; Industry Insider with trend-research firm TRENDONE. Biography Most regional banks in Germany are running two redesigns at once. The business model is being rebuilt around digital and platform competition, and the workforce that has to deliver that rebuild is harder to keep and harder to recruit than at any point in the sector’s history. Treating those as separate projects is why so many programmes stall. Corinna Pommerening’s argument, set out in “New Leadership im Finanzsektor” (Springer Gabler, 2020; second edition 2022), is that leadership culture and employer brand are the same problem in a regional bank. Courage and responsibility have to move down from the executive layer, silo working has to give way to networked teams, and the institution has to become legible to the talent it wants. Her second book, “Digitale Regionalokonomie” (GABAL Verlag, 2023), extends the case to the regional economy these banks sit inside. The work has institutional grounding. She sits on the customer advisory board of Hamburger Sparkasse, Germany’s largest savings bank, co-founded Ecosystems 4 Business AG, and runs the “Leadership neu gedacht!” podcast across more than 140 episodes with senior practitioners in the financial sector. A certified employer brand manager and guest lecturer at the University of Wismar, she works in German and English, with formats running from board-level keynote to executive working session. What she gives a Sparkassen, Volksbank, or Mittelstand executive team is rare in the wider speaker market: an authoritative outside voice that already understands the regulatory, cultural and talent context they operate in, and that has written the book on the leadership shift the institution has to make. Key speaking topics New leadership in the financial sector Leadership culture in mid-market and regional banks Employer branding for the Mittelstand Future skills and workforce capability Digital and cultural transformation in regional economies Distributed responsibility and networked working Ideal for Executive boards and supervisory boards of Sparkassen, cooperative banks and regional commercial banks CHROs and HR directors in mid-market financial institutions Mittelstand CEOs running combined leadership and talent agendas Regional economic development bodies and bank-association events Audience outcomes A clearer read on why leadership culture and employer brand fail when run as separate programmes A working model for moving responsibility and decision-making down through a bank’s hierarchy Specific positions to take on future skills, lifelong learning and knowledge-sharing inside the institution A view of the regional bank as part of a regional economic ecosystem, not an isolated operator Language that supervisory boards and executive committees can use to align on the leadership shift

Why organisations work with Damon Dunn He has built and run the businesses he talks about. A 38-unit franchise system, a 31-property retail portfolio with tenants such as Walmart and CVS, and three CEO seats give him P&L credibility most leadership speakers do not have. His Hoover Institution work on welfare-to-work, K-14 education and workforce skilling connects boardroom growth questions to the labour and human-capital realities that actually determine whether a scale-up works. His path from severe poverty in Fort Worth to Stanford, the NFL and a multi-company operating career gives audiences a resilience story that is specific and verifiable, not generic. He is fluent in two registers buyers rarely get in one room: operator and policy fellow. That makes him useful for leadership offsites that need both growth substance and a wider economic frame. Biography highlights Hoover Institution Fellow, Stanford University, working on economic mobility, welfare reform and skills-based education. Author of Punting Poverty: Breaking the Chains of Welfare (Pacific Research Institute). Three-time CEO. Current CEO of Sagan Sign Talent. Founder of Lagunita Franchise Operations, scaled to 38 Dunkin locations across six states. Co-founder of Tricor SW Corporation, which developed 31 retail properties. BA, Public Policy, Stanford University. Harvard Business School Executive Education (2005). Former NFL wide receiver: Jacksonville Jaguars, Cleveland Browns, New York Jets, Dallas Cowboys. Republican nominee for California Secretary of State, 2010. Founder of Long Beach College Prep Academy, which has sent 158 students from low-income families to college. Biography Build a 38-unit franchise system from a single location and you learn quickly which growth ideas survive contact with payroll, leases and operators on a Tuesday morning. Damon Dunn has done the work three times as a CEO, in franchising at Lagunita, in retail development at Tricor, and most recently in industrial talent at Sagan Sign Talent. Tricor developed 31 retail properties across the United States, securing tenants including Walmart and CVS. Lagunita scaled to 38 Dunkin locations across six states, with around 500 employees and roughly thirty million dollars in revenue. The throughline is the same: capital deployed against real assets, real customers and real labour markets, with a P&L that has to clear at the end of every period. Alongside the operating work, Dunn is a Fellow at the Hoover Institution at Stanford, where he writes on welfare reform, K-14 education and the skills-based pathways that actually move people out of poverty. His book Punting Poverty: Breaking the Chains of Welfare, published with the Pacific Research Institute, sets out a workable agenda for that mobility question. He was the Republican nominee for California Secretary of State in 2010. His own route from severe poverty in Fort Worth to a Stanford scholarship, four NFL teams and a working operator’s career gives the policy argument something most policy arguments lack: an author who has been the subject. Boards and leadership teams get a speaker who can work the labour question from inside the labour market, not from a podium above it. Key speaking topics Entrepreneurship and scaling Growth strategy under capital and labour constraints Economic mobility and workforce skilling Leadership across business, sport and policy Resilience and high-performance under pressure Public policy on welfare-to-work and K-14 education Ideal for CEOs, founders and country managers running scale-up plays in capital-constrained conditions. Boards and executive teams looking for a credible operator’s view alongside macro and policy framing. Industry conferences in franchising, retail, real estate and consumer where unit economics drive growth. Leadership offsites that want substance on resilience without the standard sports-keynote arc. Audience outcomes A working operator’s view of how franchise and retail systems actually scale, with the trade-offs named. A clear link between workforce policy, skills and the practical labour economics inside a growing business. A resilience narrative grounded in named institutions and verifiable career stages, not motivational abstraction. Useable language for leaders trying to communicate ambition without overpromising on capital or timelines.

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