DI (Diversità, equità e inclusione) speakers

Why organisations work with Harold Hughes He has built a venture-backed company on blockchain infrastructure, raised more than four million dollars, and survived past the cohort year that kills most peers. The lessons are operating lessons, not theory. His Catalyst Labs curriculum has been adopted by Benedict College, the University of Texas, and Furman University, which means his programme has been pressure-tested by institutions that do not run on hype. He has a published book, A Kids Book About Blockchain, that translates Web3 into language a non-technical audience can act on. Few speakers in this space can do that without losing the substance. He is one of the few operators who has both written about social capital and used it to raise capital from inside underrepresented networks. Senior buyers get an inclusion conversation grounded in revenue, not rhetoric. Biography highlights Founder and CEO, Bandwagon, a venture-backed live-experience identity and analytics company applying blockchain to ticketing and fan data Founder of NFNTE Capital and co-founder of Catalyst Labs, a 12-week accelerator for emerging founders Author, A Kids Book About Blockchain, published by A Kids Co. and distributed by Penguin Random House Inaugural cohort, IBM Blockchain Accelerator; finalist in the Smart Dubai Office Global Blockchain Challenge BA in Economics and Political Science and MBA, Clemson University; named to Clemson’s «Roaring 10» young alumni list Angel investor with a portfolio that includes Partake Foods, Liquid Death, Athletic Greens, and Broadway productions including Stereophonic and Hell’s Kitchen Biography Bandwagon began with a simple operating problem in live entertainment. Teams and venues knew almost nothing about the people sitting in their seats, and ticket fraud was eating into the relationship. Harold Hughes built a venture-backed company that uses blockchain infrastructure to give organisers verifiable identity and analytics. Bandwagon has raised more than four million dollars from investors including Backstage Capital and the State of South Carolina, was part of the inaugural IBM Blockchain Accelerator, and acquired Seattle-based IdealSeat in 2020. The work outside Bandwagon is what gives Hughes range. As founder of NFNTE Capital and co-founder of Catalyst Labs, he runs a twelve-week accelerator for emerging entrepreneurs whose curriculum has been adopted by Benedict College, the University of Texas, and Furman University. He wrote A Kids Book About Blockchain, published by A Kids Co. and distributed by Penguin Random House, because he saw that most explanation of Web3 had been written for people who already understood it. Hughes is a serious angel investor as well as an operator. His portfolio includes Partake Foods, Liquid Death, Athletic Greens, and Broadway productions such as Stereophonic and Hell’s Kitchen. The thesis behind that activity, and behind his programmes, is that social capital is a measurable input into commercial outcomes, and that founders from under-represented backgrounds have been systematically priced out of it. That is the point he made before the diversity conversation hardened, and it is the point he can still make commercially. He holds a bachelor’s in Economics and Political Science and an MBA from Clemson University, where he was named to the «Roaring 10» young alumni list in 2019. The credentials are useful context. The argument he brings to a senior audience is that early-stage discipline, operating clarity about new technology, and access to networks are the same problem, and the people who solve all three are the ones who scale. Key speaking topics Entrepreneurship and scale-up discipline Blockchain and Web3 in the enterprise Social capital as a commercial asset Diversity in venture and founder access to capital Customer identity and data in live experience Future of technology in consumer industries Ideal for Founders, CEOs, and leadership teams of growth-stage companies looking to build durable advantage from technology and network strategy Corporate innovation, brand, and partnership leaders working with sport, music, and live-experience platforms Diversity, talent, and people leaders who want a substantive operator voice on under-represented founder economics Universities, accelerators, and entrepreneurship programmes designing curricula for first-generation and emerging founders Audience outcomes A working understanding of how blockchain creates verifiable identity and ownership in consumer settings, beyond cryptocurrency A specific method for mapping personal and organisational networks as commercial inputs, taken from the Catalyst Labs and NFNTE programmes A frank account of what it took to raise capital and survive as a Black founder in venture markets, with implications for corporate inclusion strategy A scale-up operator’s view of the decisions that separate companies that get funded from those that get acquired or close

Why organisations work with Harry Ife He speaks from the operational floor of UK construction, a sector where DEI and employability conversations are usually held about site managers rather than by one. Twice awarded the NHBC Pride in the Job quality benchmark, in 2021 and 2022, giving him credibility with operational leadership that a pure training specialist rarely has. Runs The I.F.E Foundation, a registered UK entity sponsoring schooling at Uwani Secondary School in Enugu, Nigeria and direct-support schemes in London, so his DEI argument is backed by his own delivery record. Works regularly with the University of Westminster, University of East London, City University London and University of Greenwich, which gives him a direct read on how students from underrepresented backgrounds experience the transition into professional life. Useful for internal audiences who tune out generic DEI training: his material is built around self-advocacy, mentorship and career mechanics rather than awareness. Biography highlights Senior construction professional working in build management and the delivery of mixed-use developments. NHBC Pride in the Job Award winner, 2021 and 2022. Founder of The I.F.E (Independence For Everyone) Foundation, UK company number 15038338. Guest speaker and lecturer at the University of Westminster, University of East London, City University London and University of Greenwich. Corporate speaking clients include Mimecast, where he has presented for the global DEI function. Holds a BA in Business Management, an MSc in International Management, and an NVQ Level 7 in Senior Construction Management. Biography Construction is one of the clearest tests of whether an organisation’s DEI commitments survive contact with an operational environment. The policies are written centrally. The behaviour that decides whether a twenty-five-year-old from an underrepresented background stays or leaves is set on site, in offices, and in the first few conversations with a line manager. That is the ground Harry Ife works on. A senior construction professional specialising in build management and mixed-use developments, he has been recognised with the NHBC Pride in the Job Award in both 2021 and 2022, the industry’s main quality benchmark for site managers. He speaks to corporate and educational audiences from that vantage point rather than from a consulting or academic one. His public work is built around self-advocacy, mentorship and employability for early-career professionals, with particular focus on the experience of ethnic minority entrants into industries where they remain underrepresented. He has taken this into corporate DEI functions, including Mimecast, and into university audiences at Westminster, East London, City University London and Greenwich. Alongside his construction career he founded The I.F.E (Independence For Everyone) Foundation, which sponsors education at Uwani Secondary School in Enugu, Nigeria, and runs the Christmas in a Card initiative for low-income households in London. For a buyer, the useful point is that his speaking content and his delivery record are the same argument. Key speaking topics Self-advocacy in the workplace Early-career progression in underrepresented industries Mentorship and career mechanics Diversity, equity and inclusion in construction and engineering Employability and future skills Rehabilitation and second-chance employment pathways Ideal for CHROs, DEI leads and early-careers teams in construction, engineering, property and other trade-heavy sectors University careers services and student-experience teams running employability programmes Corporate ERG and employee-network events where the audience has heard the standard DEI talk before Foundations, CSR teams and charity partners working on youth employability Audience outcomes A sharper picture of where DEI intent actually breaks down for early-career talent on site and in the office. Concrete language for self-advocacy that junior professionals can use in real situations rather than in a training setting. A working view of what effective mentorship looks like from both sides of the relationship. An operational rather than theoretical frame on DEI in construction, engineering and similar industries.

Why organisations work with Hasnain Kazim He has spent a decade testing, in public, what actually works when people shout at you. “Post von Karlheinz” turned his replies to hate mail into a national bestseller, and the method underneath it travels directly into how leaders and communications teams handle hostile audiences. He reports from inside the conditions most executives only read about. Six years as a Der Spiegel foreign correspondent in Islamabad and Istanbul, ended by the Turkish state refusing to renew his press credentials, gives him concrete material on authoritarian drift, migration and press freedom rather than abstract commentary. He speaks and writes in German and English with equal fluency, which matters for DAX and European-headquartered organisations briefing a single voice across jurisdictions on identity, integration and public discourse. He works as both author and moderator. The same person who wrote the argument can host the board dinner, chair the panel, or carry an awards night, which reduces briefing overhead for events that need a serious thinker on stage. His published rhetorical guide, “Auf sie mit Gebruell!”, is specifically about how to argue in public against populism without losing the room. That is a usable internal-comms and leadership-communication frame, not a lecture topic. Biography highlights Der Spiegel South Asia correspondent, Islamabad, 2009 to 2013. Der Spiegel Turkey correspondent, Istanbul, 2013 to 2016; left after the Turkish government refused to renew his press credentials. CNN Journalist Award winner, 2009. Bestselling author with Penguin Verlag, including “Post von Karlheinz” (2018) and “Auf sie mit Gebruell!” (2019). Studied political science in Hamburg; served as an officer in the German Navy, 1994 to 2000. Keynote speaker at re:publica 2022 on language in times of division; regular contributor to IPS Journal and Goethe-Institut publications. Biography The Turkish government refused to renew his press credentials in 2016, and with them his legal residency. Hasnain Kazim had been Der Spiegel’s Istanbul correspondent for three years. He moved his reporting on Turkey, and later on identity and migration across Europe, to Vienna. The work before and after that moment is unusually concrete. Four years as South Asia correspondent in Islamabad, three in Istanbul, a CNN Journalist Award in 2009, and a German Navy officer’s commission before any of that. For organisations trying to understand what authoritarian pressure, migration and press freedom actually look like on the ground, this is first-hand material rather than commentary. The second arc of the career is what makes him useful in a room of executives. Since 2018, as a full-time author with Penguin Verlag, he has built a public method for responding to hostility. “Post von Karlheinz” collected his replies to racist and abusive reader mail, became a long-running bestseller, and turned him into a case study for the Dangerous Speech Project. “Auf sie mit Gebruell!” followed, a rhetorical handbook for arguing with populists without surrendering the tone. That body of work gives him something most geopolitics speakers do not have: a practical grammar for how leaders, communications teams and frontline staff should actually speak in a climate where silence reads as complicity and escalation damages the brand. He writes and speaks in German and English, and works as both keynote speaker and moderator for events that need a single serious voice to carry the evening. Key speaking topics Counterspeech and responding to online hostility Language, polarisation and public discourse Migration, identity and integration in Europe Populism, extremism and democratic resilience Press freedom and authoritarian pressure Germany, Turkey and South Asia in geopolitical context Ideal for CHROs and internal-communications leaders dealing with polarisation inside the workforce. External communications, public affairs and brand teams briefing leaders on migration, identity and reputational risk. Boards and executive committees at European-headquartered organisations working through integration, DEI or social-cohesion questions in their markets. Conference organisers and awards committees looking for a serious bilingual moderator or host. Audience outcomes A concrete method for replying to hostile or abusive communication, drawn from a published and tested body of practice. A clearer read on how language choices in internal and external communication either defuse or deepen division. First-hand perspective on Turkey, South Asia and migration into Europe from someone who reported on them under pressure. A sharper sense of what leaders can say in public on contested social questions without conceding ground to populism.

Why organisations work with Hayley Barnard Two decades advising executive boards at Microsoft, HSBC, Roche, Mercedes-Benz, Deloitte and Lidl on how inclusion changes the decisions leaders actually make about hiring and promotion. Through Mix Works, her 2025 AI and culture transformation firm, she advises leaders on responsible AI adoption and on where bias enters both human and machine decisions. Treats bias as a decision-quality problem, so leaders leave with checks they can apply in the next hiring round or AI deployment rather than a values statement. Uses her own endurance record, a solo English Channel swim and a Baffin Island traverse, as working material on decision-making under pressure. Co-designed the LeasePlan Women’s Arctic Challenge, a gender-balance campaign that ran as a verifiable all-female expedition. Biography highlights Founder and CEO, Mix Diversity Developers (2014); founder and CEO, Mix Works (2025), an AI and culture transformation firm. Founder of MixLEARN, a digital DEI learning platform. Non-Executive Director, YHA; Trustee, UFI VocTech Trust (appointed March 2025). Clients include Microsoft, HSBC, Roche, Mercedes-Benz, Deloitte, Capital One, Lidl, Diageo, GSK, Virgin Media and Vodafone. Co-led the LeasePlan Women’s Arctic Challenge across Baffin Island, a DEI campaign built on a live all-female expedition. Solo English Channel swim (14h 12m, no wetsuit); 20 Bridges 46km Manhattan Island swim. Biography A hiring manager shortens a shortlist. A committee weighs two candidates for promotion. Increasingly, a screening tool ranks the first round before any human sees it. The biases that shaped those calls for decades are now being trained into the systems meant to remove them. This is the territory Hayley Barnard has worked in for two decades. As founder and CEO of Mix Diversity, the consultancy she started in 2014, she advises boards at Microsoft, HSBC, Roche, Mercedes-Benz and Lidl on inclusive leadership, unconscious bias and gender balance. The brief is operational: change how decisions get made, not add another module to the intranet. In 2025 she founded Mix Works to take that question into AI. The firm helps enterprises adopt AI responsibly and examines where bias enters automated decisions, the issue leaders now face as hiring and performance tools move into machine hands. It extends twenty years of work on human judgement into how machines make the call. Her route in was unusual. She ran Sir Chay Blyth’s Challenge Business at 23 and co-led the LeasePlan Women’s Arctic Challenge, an all-female Baffin Island traverse that doubled as the company’s gender-balance campaign. The throughline is decision-making under fatigue and pressure, the same problem on an ice cap as in a promotion committee. She has since swum the English Channel solo, no wetsuit, in 14 hours and 12 minutes. Key speaking topics Bias in human and AI-driven decisions Responsible AI adoption and governance Inclusive leadership Decision quality and fairness Gender balance and women’s leadership pipelines Leadership resilience under pressure Cross-cultural team performance Ideal for Executive boards and CEO-level teams setting direction on inclusion and on responsible AI. CHROs, CPOs and heads of talent accountable for hiring and promotion outcomes. Leadership teams introducing AI into hiring, performance or customer decisions. International Women’s Day and gender-balance programmes at enterprise scale. Audience outcomes A read on where bias enters their decisions, including the ones now made by AI tools, with the moments named. Behavioural checks leaders can apply in the next hiring or promotion cycle. Questions to ask before trusting an AI-driven hiring or performance decision. A commercial case for gender balance that holds up in a board conversation. Language to challenge inclusion theatre without stalling real change.

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

Why organisations work with Heather McGregor She has built the institutional machinery that other organisations cite. The Taylor Bennett Foundation, which she founded in 2008, remains a reference point for ethnic diversity in UK communications, and the 30% Club steering committee she helped found reshaped how FTSE boards talk about women’s representation. She speaks from the inside of a listed-company boardroom, not from the outside. She has served as Independent Non-Executive Director and Audit Committee member at IGT since 2017, which means her governance and risk arguments are tested against fiduciary duty. She runs a business school, having moved from Executive Dean of Edinburgh Business School to Provost and Vice Principal of Heriot-Watt University Dubai. Her view on executive development is shaped by curriculum decisions, not anecdote. She has 17 years of weekly Financial Times writing as Mrs Moneypenny behind her, plus three Penguin books on careers and personal finance. The clarity of argument is built in. A Dame and Fellow of the Royal Society of Edinburgh, with prior CBE for services to diversity. These are credentials that travel in board conversations where credibility is the constraint. Biography highlights Provost and Vice Principal, Heriot-Watt University Dubai; previously Executive Dean, Edinburgh Business School. DBE, 2023 New Year Honours, for services to education, business and heritage in Scotland; CBE, 2015, for services to business and diversity. Fellow of the Royal Society of Edinburgh. Independent Non-Executive Director and Audit Committee member, International Game Technology PLC, since March 2017. Founder, Taylor Bennett Foundation; founding member, 30% Club steering committee. Financial Times columnist as Mrs Moneypenny for 17 years; author of three books published by Penguin and Portfolio. Biography The Taylor Bennett Foundation was set up in 2008 to address a specific failure: the UK communications industry was hiring from a narrow demographic and could not explain the pattern of its own succession. Heather McGregor founded it from inside her own executive search firm, alongside University of East London and Brunswick Group. It is now cited by more than 200 supporting organisations and remains one of the most concrete institutional answers to a problem most companies still describe as aspirational. That instinct to convert intent into operating practice runs through her career. She spent eight years as a sell-side analyst with ABN Amro across London, Hong Kong, Singapore and Tokyo, then bought and ran the executive search firm Taylor Bennett for seventeen years. Her Financial Times column under the name Mrs Moneypenny ran weekly for the same period, alongside three Penguin books on personal finance and women’s careers, including the bestselling Career Advice for Ambitious Women. In 2016 she moved into higher education as Executive Dean of Edinburgh Business School at Heriot-Watt University, and now serves as Provost and Vice Principal of the university’s Dubai campus. The portfolio also includes a non-executive directorship at IGT (now Brightstar Lottery), where she sits on the Audit Committee, and earlier work chairing Career Academies UK. The Royal Society of Edinburgh elected her a Fellow, and she was made a Dame in 2023 for services to education, business and heritage in Scotland. What she brings to a leadership room is the rare combination of practitioner, governor and educator on a single set of questions: how organisations actually promote, govern and allocate capital, and how those choices either widen the talent pool or quietly narrow it. Key speaking topics Inclusive leadership and women’s progression Board governance and audit committee priorities Executive development and the modern MBA Diversity as a measurable operating outcome Personal financial literacy and women’s wealth Leadership careers across sectors and geographies Ideal for FTSE and listed-company boards, nomination and audit committees CHROs and heads of talent owning succession and diversity targets Business school audiences, MBA cohorts, executive education programmes Senior women’s leadership networks and ambitious mid-career professionals Audience outcomes A sharper sense of what diversity programmes need to look like to survive board scrutiny A working view of how governance, audit, and remuneration shape who actually rises in an organisation Practical reference points from the Taylor Bennett Foundation and 30% Club on what has and has not worked A direct read on financial literacy as a leadership capability, not a personal-finance topic Confidence to make the case for the next promotion, board seat, or capital decision

Why organisations work with Dame Heather Rabbatts She co-founded TIME’S UP UK in 2018 and played a founding role in establishing CIISA, the Creative Industries Independent Standards Authority – a track record of translating accountability advocacy into operational governance infrastructure rather than policy recommendations. As the first woman on The Football Association board in its more than 150-year history, she has direct experience of governance cultures structurally resistant to inclusion – and of the specific mechanisms through which that resistance operates and where it can be broken. Non-executive experience across Associated British Foods, M&C Saatchi, and Bloomsbury Publishing, alongside earlier roles at the Bank of England, the BBC, and Crossrail, gives her a governance perspective formed across very different ownership structures and operating environments. Her legal training as a barrister and her track record as a public-sector CEO who led the turnaround of the London Borough of Lambeth give her a precise understanding of what accountability looks like when it is working – and when it is not. Her experience stepping up from non-executive to executive chair of a listed company during a period of CEO succession and commercial pressure is a live credential on what active board oversight requires in practice. Biography highlights Barrister qualified in 1981; educated at the London School of Economics Chief Executive of the London Borough of Lambeth; youngest local authority chief executive in the UK at time of appointment First woman appointed to the board of The Football Association in its history (2011); resigned from FIFA’s anti-discrimination taskforce on principle following Sepp Blatter’s re-election (2015) BBC Governor (1999-2001); Managing Director of 4Learning, Channel 4’s education arm; former Chair of Shed Media, overseeing its sale to Time Warner Executive Chair, M&C Saatchi; Senior Independent Director, Associated British Foods; Non-Executive Director, Bloomsbury Publishing; former non-executive roles include the Bank of England, Crossrail, and the Royal Opera House Co-founder and Chair, TIME’S UP UK (since 2018); founding Chair, Creative Industries Independent Standards Authority (CIISA); Chair, Soho Theatre; DBE awarded in 2016 New Year Honours for services to football and equality Biography Boards rarely lack formal structures – what they frequently lack is the culture, diversity, and accountability practice to make those structures function as designed. Dame Heather Rabbatts has spent three decades working at exactly that intersection. Her career spans barrister practice, the CEO role at the London Borough of Lambeth, and non-executive directorships across sport, media, and listed companies. Her 2011 appointment as the first woman on The Football Association board placed her inside one of the most structurally resistant governance environments in British sport. She used the role publicly – criticising the composition of the FA’s commission on diversity, and resigning from FIFA’s anti-discrimination taskforce in 2015 following Sepp Blatter’s re-election. Her broader media career included serving as BBC Governor and Managing Director of Channel 4’s education business, 4Learning, and subsequently chairing Shed Media through its sale to Time Warner. She serves as Executive Chair of M&C Saatchi, Senior Independent Director at Associated British Foods, and Non-Executive Director at Bloomsbury Publishing. She co-founded TIME’S UP UK in 2018 alongside Barbara Broccoli. Together they played a founding role in establishing CIISA, the Creative Industries Independent Standards Authority, which provides an operational framework for handling misconduct across film and television. The unifying thread across her career – council chambers, listed company boards, football administration, and film production – is a single practical question. What does genuine accountability at board level actually require? Her answer is grounded in experience of governance under real pressure, not governance in theory. Key speaking topics Board governance and accountability Inclusion in corporate leadership Governance in sport and football administration Culture change in creative industries Ethical oversight and organisational standards Non-executive leadership and board composition Public sector leadership and institutional reform Ideal for Boards and non-executive directors navigating governance reform, composition review, or accountability challenges CHROs and Chief People Officers building the case for inclusion at board and senior leadership level Sport governing bodies and rights holders managing governance and inclusion reform Senior leadership teams in media, creative, or public institutions undergoing culture change Audience outcomes A clearer understanding of where formal governance structures typically fail to produce actual accountability – and what intervention at board level usually requires Insight into inclusion as a governance discipline, drawn from direct experience of institutional resistance and cultural change in high-profile organisations Practical perspective on how organisations can move from policy-level commitments on DEI to embedded board-level practice Clearer framing of the non-executive role in holding executive teams to account on culture, ethics, and standards An understanding of how industry standards bodies can translate advocacy into operational governance infrastructure, illustrated by the development of CIISA

Why organisations work with Helen Lawal Clinical credibility that few wellbeing speakers match: 15 years as an NHS GP, MRCGP, and a postgraduate qualification in nutrition, so the science in the room is hers, not borrowed. A rare specialism in ADHD and AuDHD in women, shaped by a private practice focused on nutrition and sustainable behaviour change for this group. Named ambassador for ADHD UK and trainer on the National Autism Training Programme, so the neurodiversity content is informed by advocacy and training work, not a topic pick-up. Television presenting experience on Channel 4’s Food Unwrapped and How to Lose Weight Well, which translates into a speaker who can hold a large room and explain science without losing it. Lived experience as a late-diagnosed AuDHD woman, which grounds the work in something buyers trust more than a deck. Biography highlights NHS GP with 15 years of clinical experience, MRCGP, MBBS (Hull York Medical School), BSc Sport and Exercise Science (University of Leeds), DFSRH, MNutr. Celebrity Ambassador for ADHD UK (charity number 1188365). Trainer on the National Autism Training Programme. Presenter on Channel 4’s Food Unwrapped; co-presenter of How to Lose Weight Well with Dr Javid Abdelmoneim. Runs a private practice supporting ADHD and AuDHD women with nutrition, eating habits, and sustainable health behaviour change. Media contributor across BBC, ITV’s This Morning, Steph’s Packed Lunch, and BBC Radio Leeds on women’s health, nutrition, and neurodiversity. Biography Most corporate wellbeing content still assumes a neurotypical employee. For the quarter of any workforce that is neurodivergent, and especially for the women diagnosed in their thirties and forties after years of being told they were simply disorganised, the standard advice lands badly. That gap is where Dr Helen Lawal’s work sits. She came to it through clinical practice. Fifteen years as an NHS GP, MRCGP-qualified, with a medical degree from Hull York Medical School and a first degree in sport and exercise science from Leeds, gave her the grounding. A postgraduate qualification in nutrition and a specialism in ADHD turned it into a defined practice area. She now runs a private service for ADHD and AuDHD women focused on eating, energy, and sustainable behaviour change, the areas where standard GP time runs out. The public-facing side has been built in parallel. She presents Channel 4’s Food Unwrapped and co-presents How to Lose Weight Well, work that has trained her to explain food science and weight management to a mainstream audience without losing the evidence base. She is a Celebrity Ambassador for ADHD UK and a trainer on the National Autism Training Programme, which keeps the neurodiversity content anchored in advocacy and training, not marketing. For an organisation, the value is a speaker who can talk credibly to HR, DEI, and wellbeing leads about what actually helps neurodivergent employees, particularly women, and who can do it in a register that works for an all-staff audience as well as a clinical one. Key speaking topics ADHD and AuDHD in women Neurodiversity in the workplace Nutrition and eating behaviour Women’s health and hormones Sustainable weight management Neuroaffirming health and wellbeing Health communication and behaviour change Ideal for HR, DEI, and wellbeing leads designing neuro-inclusive programmes Employee networks and ERGs focused on women’s health, neurodiversity, or both Healthcare, pharma, and insurance organisations briefing clinicians and communicators Conferences and internal events that need a clinician who can present to a non-clinical audience Audience outcomes A clearer picture of how ADHD and AuDHD present in women, and why late diagnosis is common Specific, evidence-based guidance on nutrition and eating behaviour for neurodivergent adults Language and framing for neuroaffirming conversations at work A realistic view of what sustainable behaviour change looks like, separate from diet-industry claims Practical signals managers and HR can use to support neurodivergent colleagues

Why organisations work with Helen Richardson-Walsh A first-hand account of the cultural reset that took GB women’s hockey from Olympic underachievers to Rio 2016 gold, told by a senior player who was inside the leadership group for 11 years. A working performance psychologist’s view of how psychological safety, belonging and honest feedback are engineered in a daily training environment, drawn from her current role with Tottenham Hotspur Women. A credible voice on mental health at the top of high-pressure environments, grounded in her own documented recovery from clinical depression and career-threatening back surgery between London 2012 and Rio 2016. A practical perspective on inclusion as a performance variable, informed by being part of the first same-sex married couple to win Olympic gold on the same team and the cultural work that made that possible inside the squad. Co-author of “Winning Together” (Hachette, 2020), a book leaders cite as a tactical, behaviour-level account of building a winning team, not a memoir. Biography highlights Olympic gold medallist, Rio 2016, with Team GB women’s hockey; one of only two players to score in the shootout that beat the Netherlands in the final. Youngest woman ever to represent GB hockey at an Olympic Games, on debut at Sydney 2000, aged 18. Olympic bronze, London 2012; European champion, 2015; 293 caps for England and Great Britain across four Olympic Games. MBE for services to hockey, 2017 New Year Honours. Co-author of “Winning Together: An Olympic-Winning Approach to Building Better Teams” (Hachette, 2020), with Kate Richardson-Walsh. Performance Psychologist with Tottenham Hotspur Women since 2021; holds a Master’s in Organisational Psychology from City, University of London, and trains as a sport psychologist with elite teams. Biography GB women’s hockey arrived at London 2012 with a bronze medal and an open question about whether the squad could ever win at the level its talent suggested. The four years that followed were not a story of more training. They were a story of a deliberate cultural rebuild: explicit team values, leadership shared across the senior players, hard conversations about behaviour, and a willingness to treat psychology as a daily performance system. Rio 2016 produced the first Olympic gold for British women’s hockey. Helen Richardson-Walsh made her Olympic debut at Sydney 2000 as the youngest woman ever to represent GB hockey, and sat inside that leadership group for 11 of her 18 years in the squad. Her experience is unusually specific. Between the two Olympics she also went through two ruptured discs, multiple back and ankle surgeries, and a period of clinical depression severe enough to require professional treatment. The Rio gold was won by a player who had been told she might not play again, who had used therapy and mindfulness to come back, and who was one of only two players to score in the shootout that won the final against the Netherlands. That combination of operating inside an elite team culture and rebuilding her own performance from the inside is the content she now works with. She is co-author, with Kate Richardson-Walsh, of “Winning Together” (Hachette, 2020), a working manual on team building drawn directly from the Rio cycle. She is a Performance Psychologist with Tottenham Hotspur Women, where her brief includes individual mindset work and squad culture, and she holds a Master’s in Organisational Psychology from City, University of London. For senior teams the value is in the precision of her examples. How psychological safety actually shows up in a meeting. What belonging looks like when a married couple are competing for the same shirt. How a high performer talks about depression without losing their place in the team. What inclusion does to performance when the pressure is on. The credibility is the medal; the substance is what she did to get there and what she does now. Key speaking topics High-performance team culture Psychological safety and belonging Inclusion in elite performance environments Resilience after injury, setback and depression Mental health and wellbeing at senior level Leadership inside high-pressure teams Performance mindset Ideal for CHROs, heads of talent and culture leads building team norms in pressured commercial environments. Executive teams and senior leadership groups going through performance reset or post-restructure rebuild. Wellbeing, DEI and people leaders working on inclusion and psychological safety as performance issues, not compliance. Sales, trading floor and operating leadership groups where sustained pressure is the working environment. Audience outcomes A concrete account of how an elite team rebuilt its culture in four years, with the specific behaviours that changed. A working definition of psychological safety drawn from a team where the cost of getting it wrong was visible in performance. Language for talking about mental health and recovery at senior level without softening or sensationalising it. A view of inclusion as a performance variable, not a values statement. Practical mental tools used by elite athletes that translate to commercial high-pressure roles.

Why organisations work with Helle Thorning-Schmidt She brings direct, first-hand experience of governing at national level – the pressures, trade-offs, and decision logic of political leadership that no management theory course can replicate. Her role as co-chair of the Meta Oversight Board is live, not historical. She is actively making binding, precedent-setting decisions on content moderation, AI-generated material, and free speech – and publicly challenging Meta’s leadership where she disagrees. That currency is rare in any speaker on digital governance. Her current board seats span cybersecurity (Palo Alto Networks, Governance and Security Committees), clean energy (Vestas Wind Systems), and communications (Edelman). She is not describing corporate governance from the outside; she is practising it across sectors simultaneously. She can translate the logic of European regulatory thinking – from platform accountability to energy policy to humanitarian law – into terms a corporate board can act on, drawing on relationships across the US Council on Foreign Relations, the European Council on Foreign Relations, and the Atlantic Council International Advisory Board. Her three years leading Save the Children International – 17,000 staff, 120 countries, active conflict zones – gives her an operational understanding of how international systems function and where they fail that is directly relevant to any organisation with complex, exposed global operations. Biography highlights Prime Minister of Denmark, 2011-2015; Denmark’s first female Prime Minister and first female leader of the Social Democratic Party Member of the European Parliament, 1999-2004; Member of the Danish Parliament, 2005-2015 CEO, Save the Children International, 2016-2019, overseeing 17,000 staff across 120 countries Co-chair, Meta Oversight Board, since 2020 – the independent body issuing binding content moderation decisions for Facebook and Instagram Board member, Palo Alto Networks (Governance and Sustainability Committee; Security Committee); board member, Vestas Wind Systems; board member, Edelman Named to Fortune’s World’s 50 Greatest Leaders, 2017; co-chair, World Economic Forum Annual Meeting, Davos, 2017 Member: US Council on Foreign Relations, European Council on Foreign Relations, Atlantic Council International Advisory Board, Berggruen 21st Century Council Biography The decisions that most challenge senior leadership teams today – how to govern AI, how to navigate geopolitical disruption, how to respond when digital regulation rewrites the rules of global commerce – were once considered the exclusive domain of governments. Helle Thorning-Schmidt has worked on both sides of that divide. As Denmark’s first female Prime Minister from 2011 to 2015, she led a government through the aftermath of the financial crisis while managing complex European and international relationships from the highest level of executive authority. From 2016 to 2019, she served as CEO of Save the Children International, overseeing 17,000 staff in 120 countries and engaging governments, multilateral institutions, and civil society on live humanitarian crises in Yemen, Syria, and Myanmar. That experience gave her an operational understanding of how international systems function – and where they fail – that no advisory role provides. Since 2020, she has co-chaired the Meta Oversight Board, the independent body that makes binding content moderation decisions for Facebook and Instagram and issues policy recommendations directly to Meta’s leadership. She has publicly challenged Meta’s practices where the board disagrees – including on the company’s 2025 decision to drop independent fact-checking – making her perspective on platform accountability distinctly independent. Her appointment in February 2025 to the board of Palo Alto Networks, where she sits on both the Governance and Sustainability Committee and the Security Committee, extends that reach into live cybersecurity governance. She also serves on the boards of Vestas Wind Systems and Edelman. Her foreign policy engagements include membership of the US Council on Foreign Relations, the European Council on Foreign Relations, the International Crisis Group, and the Atlantic Council International Advisory Board. Named to Fortune’s World’s 50 Greatest Leaders in 2017, she co-chaired the World Economic Forum’s annual meeting in Davos that same year. Key speaking topics Geopolitics and international governance Corporate governance and board accountability Platform governance and digital regulation Leadership under political and institutional pressure Cross-sector governance across government, business, and civil society Diverse and inclusive board leadership Humanitarian risk and operating in complex global environments Ideal for Boards and non-executive directors navigating geopolitical complexity and regulatory pressure Senior leadership teams in technology, energy, financial services, and other heavily regulated sectors Public affairs, government relations, and risk functions in multinational organisations International policy forums, governance conferences, and executive leadership summits Audience outcomes Clearer understanding of how political and regulatory decisions affecting business are actually made at government level Practical context for board-level governance in an environment of increasing digital, geopolitical, and regulatory complexity Insight into the logic of platform regulation and what it means for corporate accountability and communications strategy A more grounded framework for assessing geopolitical risk and its direct implications for organisational decision-making Perspective on what effective leadership under genuine institutional pressure – rather than corporate simulation of it – actually looks like

Why organisations work with Henry Bonsu Thirty years of live broadcast experience, from BBC Radio 4’s Today to Times Radio, produce a chair who can steer a twelve-person panel in real time without losing either the agenda or the audience. He is the annual host of the African Banker Awards since 2008 and a repeat moderator for the UNDP, WHO Africa Region, UNHCR, and the African Union. When an institution has a reputational stake in the room, it books him back. He has introduced UN Secretary-General Ban Ki-moon and World Bank President Jim Kim on the same stage at the Financing for Development conference in Addis Ababa, and chaired sessions at COP21 in Paris. He handles heads-of-state protocol without friction. Oxford-trained in German and French, fluent across African political economy, Westminster politics, and US affairs, which matters when a panel crosses jurisdictions and language registers in the same hour. Corporate conveners including Maersk, KPMG, and Cartier International use him for sustainability, diversity, and development briefs where a sharp, well-briefed chair is more valuable than a keynote. Biography highlights Magdalen College, Oxford graduate in German and French (1986 to 1990). Former producer on BBC Radio 4’s Today programme and Black Britain on BBC Two. Co-founder and presenter at Colourful Radio, London, from 2006. Current Times Radio presenter, Thursday and Friday 10pm to 1am slots since 2022. Host of the African Banker Awards every year since 2008. Regular moderator for UNDP, WHO Africa Region, UNHCR, and the African Union; chaired sessions at COP21 Paris, the UN General Assembly in New York, and the Financing for Development conference in Addis Ababa. Biography Some conference chairs open a panel, read the bios, and hand the microphone around. Others run the room. Henry Bonsu is in the second group, and the reason is thirty years of live broadcasting behind the craft. He came to moderation through journalism. After reading Modern Languages at Magdalen College, Oxford, he produced BBC Radio 4’s Today programme, fronted Black Britain on BBC Two, and presented the Drivetime show on BBC London 94.9. In 2006 he co-founded Colourful Radio, one of the first London stations built for a Black audience. He is now a regular evening presenter on Times Radio, where he covers UK and US politics, education, and mental health. That broadcast discipline translates directly into how he chairs. He has hosted the African Banker Awards every year since 2008, moderated at COP21 in Paris, and chaired eight sessions at the Financing for Development conference in Addis Ababa, where he introduced UN Secretary-General Ban Ki-moon and World Bank President Jim Kim. The UNDP, WHO Africa Region, UNHCR, and the African Union use him repeatedly. Corporate conveners including Maersk, KPMG, AfrAsia Bank, and Cartier International bring him in for sustainability, diversity, and development briefs. What the buyer gets is a chair fluent in the policy terrain, calm under heads-of-state protocol, and willing to ask the question a nervous room is avoiding. On a stage where the brief is serious and the speakers are senior, that is what holds the discussion together. Key speaking topics Moderation and chairing for international summits African finance and economic development Climate policy and sustainable development goals UK and US political affairs Race, culture, and public debate Media training and executive broadcast coaching Ideal for Heads of communications and event directors at UN agencies, multilateral institutions, and development banks convening ministerial or heads-of-state panels. Corporate sustainability and ESG leads at multinationals hosting external stakeholder summits on Africa, climate, or development finance. Awards programme organisers in the African business, finance, and diaspora space. Executive teams preparing for high-stakes broadcast interviews or crisis media scenarios. Audience outcomes Panels that reach a defined position within the allocated time, rather than drifting into generalities. Senior speakers drawn out with sharper follow-up questions than a generalist host would ask. A chair who can hold protocol for heads of state and principals without dropping the editorial pace. For media training clients, executives who sound clearer and steadier under hostile questioning.

Why organisations work with Herminia Ibarra She supplies the missing operating manual for executive transitions. Her research names the specific trap, clinging to a proven identity, that causes capable leaders to stall in bigger roles. She owns a published, citable framework. “Outsight”, the principle that leaders think their way into new behaviours by acting first, gives a leadership team a shared vocabulary it can actually use on a Monday morning. Her HBR article “The Authenticity Paradox” reframed a live boardroom debate. It is one of the few pieces of leadership writing that gives senior teams permission to experiment with styles that do not yet feel like “them”. She sits at the top of the field by external measure, not self-description. Fellow of the British Academy, multi-cycle Thinkers50 listee, 2013 Thinkers50 Leadership Award, Charles Handy Chair at LBS. She speaks to succession, sponsorship, and women’s advancement with the same empirical grounding, which matters for organisations running serious talent and inclusion agendas rather than performative ones. Biography highlights Charles Handy Professor of Organisational Behaviour, London Business School; prior faculty posts at INSEAD and Harvard Business School. Fellow of the British Academy (elected 2019). Multi-cycle Thinkers50 ranked thinker; winner of the Thinkers50 Leadership Award, 2013. Author of Act Like a Leader, Think Like a Leader (Harvard Business Review Press) and Working Identity (Harvard Business Press), translated into 16 languages. Judge, Financial Times Business Book of the Year Award; member, World Economic Forum Expert Network; Governor of London Business School. Ph.D. in Organisational Behaviour, Yale University (National Science Fellow). Biography Capable executives often stall in their first genuinely senior role. The research by Herminia Ibarra explains why: they try to think their way into the new job from the inside, when the only reliable route is the opposite. Act first, reflect later, and let the new behaviours gradually reshape how you see yourself. That argument, captured in her book Act Like a Leader, Think Like a Leader and in the “outsight” principle, is what most distinguishes her work. Her HBR article “The Authenticity Paradox” extended the case into one of the thorniest topics in executive development, how leaders can experiment with unfamiliar styles without feeling like frauds. Working Identity, her earlier book, has been translated into 16 languages and sits on the Thinkers50 Management Classics list. Ibarra holds the Charles Handy Chair at London Business School, with prior tenured posts at INSEAD and Harvard Business School. She is a Fellow of the British Academy, a multi-cycle Thinkers50 honoree, winner of the 2013 Thinkers50 Leadership Award, and a Governor of LBS. She also judges the Financial Times Business Book of the Year and sits in the World Economic Forum Expert Network. For a leadership team wrestling with succession, executive transitions, or the gap between the leader a company has and the leader it now needs, few academics anywhere offer a more precise diagnosis or a more usable set of moves. Key speaking topics Executive transitions and stepping up to bigger roles Leadership identity and the authenticity paradox Career reinvention and the “outsight” principle Leadership in the age of AI Sponsorship, succession, and women’s advancement Authentic leadership development Organisational reinvention under change Ideal for CHROs and chief talent officers redesigning executive development and succession pipelines CEOs and boards planning leadership transitions at the top team Senior leaders stepping into enterprise-wide or first-time general management roles Inclusion, sponsorship, and high-potential programmes for underrepresented senior talent Audience outcomes A clear diagnosis of why smart executives stall in bigger roles and what to do about it Language and examples for leading through a change in identity, not just a change in strategy A usable principle, “outsight”, that senior leaders can apply to their own weekly calendar A sharper view of authenticity that replaces “be yourself” with a more workable standard for growth Practical cues for building sponsorship and succession conversations that actually move careers