Economia comportamentale

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

Why organisations work with Karen Nelson-Field She runs Amplified Intelligence, the company whose eye-tracking dataset of 55,000+ panellists sits behind the IAB and MRC’s 2025 attention measurement accreditation standards. The category she explains is the category she helped define. Her three books, published by Oxford University Press and Springer, give CMOs and media leads a defensible academic spine for redirecting budget away from cheap reach and toward attention-weighted media. A decade inside the Ehrenberg-Bass Institute means her commercial advice rests on the same evidence base as How Brands Grow, the most influential marketing science framework of the last twenty years. Her client list, Google, Meta, Snapchat, PepsiCo, Nestlé, Mars, Unilever, OMD, means she addresses media owners and advertisers using the same vocabulary, neither captured by either side. Biography highlights Founder and CEO, Amplified Intelligence (founded 2016) Industry Professor of Media Innovation, The University of Adelaide Former Senior Research Associate, Ehrenberg-Bass Institute for Marketing Science Author of three books on media science, published by Oxford University Press and Springer Judge, IPA Effectiveness Awards 2022 Work covered in The New York Times, Bloomberg, CNBC, Forbes, Wall Street Journal, The Drum, WARC Biography For two decades, advertising spent more on media than on any other line of marketing investment, and verified less of its return than almost any other category of corporate spend. The industry standard for measuring whether an ad worked was whether the pixels were technically on screen. Whether a human looked at them was a separate question, mostly unasked. Karen Nelson-Field is the researcher who turned that question into a measurable category. As Founder and CEO of Amplified Intelligence, she built the eye-tracking and machine-learning infrastructure that quantifies active and passive attention across TV, digital, and social environments. The company now operates the largest human attention panel in the world, and its data informed the IAB and MRC’s 2025 attention measurement accreditation standards. Her authority predates the company. A decade at the Ehrenberg-Bass Institute, working alongside Byron Sharp on buyer behaviour and brand growth, gave her the evidence-based grounding that distinguishes her from attention commentators who appeared after the category became fashionable. Her three books, Viral Marketing, The Attention Economy and How Media Works, and The Attention Economy: A Category Blueprint, are read as the field’s reference texts rather than its trade press. For boards and CMOs, the practical value is direct. She names where current media metrics are misleading, what the replacement looks like, and how to allocate budget against the new evidence. Clients including Google, Meta, PepsiCo, Mars, and Unilever commission her not for trend commentary but for the underlying mathematics of where their advertising money actually performs. Key speaking topics Attention as a media currency The economics of advertising effectiveness Brand growth and buyer behaviour Media planning under digital fragmentation AI and machine learning in audience measurement Marketing science and evidence-based strategy Ideal for CMOs and marketing directors reassessing media investment frameworks Media agency leadership renegotiating attention-based trading models Platform and media owner executives benchmarking against new measurement standards Board-level conversations on marketing accountability and budget governance Audience outcomes A working definition of attention that distinguishes it from viewability, reach, and exposure Specific evidence on which formats and platforms convert attention into commercial outcome A clear view of where IAB and MRC 2025 measurement standards change buyer obligations Direct guidance on reallocating media budget against attention-weighted metrics An evidence base drawn from the same school as How Brands Grow, applied to current media conditions

Why organisations work with Dr. Mark T. Hofmann He has conducted anonymous, scientific interviews with active hackers and uncaught criminals on the darknet, so the attacker psychology in his keynotes is field-sourced, not theorised from headlines. His doctoral research at the University of Tubingen on psychopathy, narcissism, and Machiavellianism in hackers gives security and risk leaders a behavioural model for who is targeting them and why. He translates profiling and interrogation methods, the same toolkit used in serious crime work, into practical reading-people skills for negotiation, fraud detection, and executive due diligence. He has been certified as a Crime and Intelligence Analyst by the California Department of Justice and is regularly briefed on by international media including CNN, CBS, Forbes, and 60 Minutes Australia, which gives a buyer confidence the substance survives outside a stage. He covers the dark side of AI, deepfakes, voice cloning, and AI-assisted social engineering, with material that has been pressure-tested against actual perpetrator behaviour rather than vendor marketing. Biography highlights Master of Arts in Industrial and Organizational Psychology, University of Wuppertal. Doctoral candidate at the University of Tubingen, researching dark personality traits among hackers. Certified Crime and Intelligence Analyst, California Department of Justice, 2019. TED speaker, “Profiling Hackers: The Psychology of Cybercrime”. Featured on CNN, CBS, ARD, RTL, Forbes, Business Insider, and 60 Minutes Australia. Lecturer in Behavioral and Cyber Psychology and consultant for Management Circle AG. Biography Most cyberattacks do not begin with code. They begin with a person, a moment of trust, and a message that looked legitimate. The attacker’s craft is psychological before it is technical, and that is the layer most security programmes underinvest in. Dr. Mark T. Hofmann works on that layer for a living. A business psychologist trained at the University of Wuppertal and a Certified Crime and Intelligence Analyst credentialed by the California Department of Justice, he conducts anonymous, scientific interviews with active hackers and uncaught criminals to understand motive, method, and the soft signals that make a target. His doctoral work at the University of Tubingen examines psychopathy, narcissism, and Machiavellianism among hackers, which gives his stage material a research backbone rather than a headline one. That fieldwork translates directly into the questions a CISO, a CEO, or a head of fraud is wrestling with. How do attackers select targets inside a finance team? What does a deepfake voice request actually exploit in the listener? Why do executives keep authorising wires they should have queried? Hofmann answers those questions with case material drawn from people who do this for a living and were willing to talk. His reach extends beyond security. He teaches profiling and interrogation methods as a practical skillset for negotiation, fraud interviewing, and high-stakes meetings, the same techniques applied to commercial situations. He has been featured on CNN, CBS, Forbes, ARD, RTL, Business Insider, and 60 Minutes Australia, and has delivered a TED talk on profiling hackers. The combination is unusual: a keynote speaker whose primary research subject is the person on the other side of the attack. Key speaking topics Cyber profiling and the psychology of cybercrime Social engineering and the human firewall The dark side of AI, deepfakes, and synthetic identity Profiling in negotiation and high-stakes meetings Reading people, body language, and behavioural signals White-collar crime, psychopathy, and narcissism in organisations Ideal for CISOs, heads of information security, and cyber risk leaders rebuilding the human layer of their defence. CFOs, heads of treasury, and fraud teams exposed to deepfake-driven payment and impersonation attacks. Boards and executive committees that need a non-technical briefing on AI-enabled threat actors. Negotiation, M&A, and procurement leaders who want a practical toolkit for reading counterparties. Audience outcomes A working mental model of who is attacking the organisation, what motivates them, and how they choose targets. Specific behavioural cues that distinguish a manipulative request from a legitimate one in email, voice, and video. A clear view of where deepfakes and AI-generated content are already changing fraud and impersonation risk. Practical profiling and questioning techniques that can be applied in negotiation and internal investigation. A sharper read on dark-personality traits inside leadership pipelines and counterparties.

Why organisations work with Eric Maskin He is one of three economists who built the field that now underpins auction design, procurement, and market regulation across the developed world. Few speakers can claim intellectual authorship of a discipline their audience already uses. His frameworks answer a concrete question boards wrestle with: when an incentive system fails, is the fault in execution, in the people, or in the design itself? Maskin’s work gives a disciplined way to tell the difference. On voting and collective decision rules, his recent work with Amartya Sen and Edward Foley offers leaders a sharper vocabulary for how groups should choose, directly relevant to governance, board process, and platform moderation. He brings the Harvard chair, the Nobel, and the former presidency of the Econometric Society, but speaks to business audiences in the register of a colleague reasoning through a problem, not a laureate delivering a lecture. Biography highlights 2007 Nobel Memorial Prize in Economic Sciences, shared with Leonid Hurwicz and Roger Myerson, for the foundations of mechanism design theory. Adams University Professor and Professor of Economics and Mathematics at Harvard University. Albert O. Hirschman Professor of Social Science, Institute for Advanced Study, Princeton, 2000 to 2011. Past President of the Econometric Society and the Game Theory Society. Editor of the Quarterly Journal of Economics, 1984 to 1990. Fellow of the American Academy of Arts and Sciences, the British Academy, and the National Academy of Sciences; holder of 18 honorary doctorates. Biography Mechanism design is the branch of economics that asks a practical question: if you want a specific outcome from a group of people with different information and different interests, what rules will produce it? The Royal Swedish Academy cited that question when it awarded the 2007 Nobel Memorial Prize in Economic Sciences to Leonid Hurwicz, Roger Myerson, and Eric Maskin. Maskin’s contribution, often called Maskin monotonicity, set the conditions under which a social goal can actually be implemented through the behaviour of self-interested agents. The theory now sits behind spectrum auctions, procurement design, matching markets, and a large share of modern regulatory economics. His institutional record follows the work. He taught at MIT from 1977 to 1984, at Harvard from 1985 to 2000, and held the Albert O. Hirschman chair at the Institute for Advanced Study in Princeton until 2012, when Harvard named him Adams University Professor. He edited the Quarterly Journal of Economics for six years and served as President of both the Econometric Society and the Game Theory Society. More recent work has turned to voting. With Amartya Sen in The New York Review of Books, and in subsequent papers with Edward Foley, Maskin has argued for Condorcet-style rules over plurality and ranked-choice systems on the grounds that they track majority preference more faithfully. For boards, regulators, and platform operators, the underlying question is the same as the one that won the Nobel: which rule produces the outcome the institution actually wants. Key speaking topics Mechanism design and the economics of incentives Auction design and market allocation Regulation, competition policy, and market power Voting rules and collective decision systems Governance and institutional design Innovation, patents, and intellectual property Ideal for Boards and executive committees redesigning incentive, compensation, or partnership structures Regulators, central banks, and policy leaders working on auctions, procurement, or market oversight Platform operators and market-makers setting allocation, pricing, or moderation rules Senior economics and strategy audiences at investor conferences and leadership summits Audience outcomes A working vocabulary for diagnosing when an incentive failure is a design problem, not a people problem Concrete examples of how auction and market-design choices change who wins and what is produced A sharper view of voting and decision rules for governance, board process, and group choice Direct exposure to the reasoning of one of the architects of modern economic theory, applied to questions leaders actually face

Why organisations work with Eugene Fama He is the architect of the efficient markets hypothesis and co-author of the Fama-French three-factor model, two of the handful of frameworks that genuinely shape how serious institutions set investment policy. His 2013 Nobel Memorial Prize in Economic Sciences, shared with Lars Peter Hansen and Robert Shiller, was awarded specifically for empirical analysis of asset prices, the exact question committees face when they debate active versus passive, factor exposures, or long-run return assumptions. He has sat inside the practitioner world for more than four decades as a founding director of Dimensional Fund Advisors, so the perspective he brings to a room has been stress-tested against real portfolios, not just published papers. As chairman of the Center for Research in Security Prices at Chicago Booth, he oversees the dataset that underpins modern empirical finance, which gives his reading of current market behaviour an evidential weight few others can match. Before him, “what works in markets” was largely opinion. After his research, it became a testable claim. Institutions that care about fiduciary defensibility value that shift directly. Biography highlights Nobel Memorial Prize in Economic Sciences, 2013, for empirical analysis of asset prices. Robert R. McCormick Distinguished Service Professor of Finance, University of Chicago Booth School of Business. Chairman of the Center for Research in Security Prices (CRSP) at Chicago Booth. Founding director and member of the Investment Research Committee at Dimensional Fund Advisors. Author of more than 100 journal articles and the books “The Theory of Finance” (with Merton Miller), “Foundations of Finance”, and “The Fama Portfolio”. First recipient of the Deutsche Bank Prize in Financial Economics (2005), the Morgan Stanley AFA Award for Excellence in Finance (2007) and the Onassis Prize in Finance (2009). Biography Most of what financial markets look like from a trading floor was, until the 1960s, a matter of opinion. “Efficient Capital Markets: A Review of Theory and Empirical Work”, published in the Journal of Finance in May 1970, reframed the question as an empirical one and forced the industry to answer it with data. Eugene Fama wrote that paper while on the Chicago faculty he has now held for more than five decades. The body of work that followed is the intellectual spine of evidence-based investing. The 1992 paper with Kenneth French, “The Cross-Section of Expected Stock Returns”, established that exposure to market, size and value factors explained the overwhelming share of historical returns in diversified portfolios. That result is why index and factor strategies now dominate institutional allocation, and why active managers are held to a much harder standard than they were a generation ago. The Royal Swedish Academy of Sciences awarded the 2013 Nobel Memorial Prize in Economic Sciences jointly to Fama, Lars Peter Hansen and Robert Shiller for their empirical analysis of asset prices. At the University of Chicago Booth School of Business he holds the Robert R. McCormick Distinguished Service Professorship and chairs the Center for Research in Security Prices, the dataset underneath most serious empirical finance. Since 1981 he has served as a founding director of Dimensional Fund Advisors, where the research has been deployed inside real portfolios at institutional scale. For boards and investment committees, the value is specific. He is the person who built the framework they are implicitly using when they debate active fees, factor tilts, or long-horizon assumptions, and he has stayed close enough to practice to speak to those debates with current evidence rather than historical summary. Key speaking topics Market efficiency and the empirical behaviour of asset prices The Fama-French factor models and expected returns Evidence-based and index-driven investment strategy Portfolio construction, diversification and long-horizon risk Active versus passive management under fiduciary constraints Empirical methods in financial economics Ideal for Boards, investment committees and trustees of pensions, endowments and sovereign funds CIOs, CFOs and heads of treasury setting long-horizon capital policy Asset managers, wealth managers and financial services executives refining their investment philosophy Academic and policy audiences engaged with capital markets research Audience outcomes A sharper read on what the empirical record actually says about predicting and beating markets A clearer basis for evaluating active managers, factor strategies and fee structures Language and evidence to defend long-horizon, diversified policy choices to stakeholders Direct engagement with the researcher whose frameworks sit underneath modern portfolio policy Grounded perspective on where current market debates diverge from, or align with, the empirical evidence

Why organisations work with Felix Oberholzer-Gee His Value Stick reduces competitive strategy to two quantifiable variables – customer willingness-to-pay and employee willingness-to-sell – giving leadership teams a data-driven basis for ranking strategic priorities rather than accumulating them. His central argument – that consistent outperformers do fewer things, not more things – gives boards and strategy teams a principled case for simplification that does not read as retreat or reduced ambition. The framework is designed to be cascaded across an organisation, not held at the strategy function level; it has been used in HBS executive programmes including the Harvard General Management Program and validated by senior practitioners including the CEOs of Michelin and Google X. His research base spans top-tier peer-reviewed economics journals (American Economic Review, Journal of Political Economy) and two decades of HBS executive teaching, so the framework holds under board-level scrutiny and works in a workshop setting. As co-host of After Hours on the TED Audio Collective with Youngme Moon and Mihir Desai, he brings the same analytical rigour to live, public business questions – signalling a communicator as well as a researcher. Biography highlights Andreas Andresen Professor of Business Administration, Strategy Unit, Harvard Business School – member of faculty since 2003 Author: Better, Simpler Strategy: A Value-Based Guide to Exceptional Performance (Harvard Business Review Press, 2021) Creator of the Value Stick framework, taught in HBS MBA and executive programmes including the Harvard General Management Program Faculty Chair: Driving Digital Strategy; Senior Executive Leadership Program for China; Managing Turbulence – Harvard Business School HBS Class of 2006 Faculty Teaching Award (best teacher in core curriculum); 2002 Helen Kardon Moss Anvil Award, Wharton School Research published in American Economic Review, Journal of Political Economy, Journal of Financial Economics, and Journal of Law and Economics Co-host of After Hours, TED Audio Collective, alongside HBS professors Youngme Moon and Mihir Desai Former faculty member, Wharton School, University of Pennsylvania; former Managing Director, Symo Electronics (Switzerland) Biography Felix Oberholzer-Gee has spent more than two decades at Harvard Business School making a counterintuitive argument: the organisations that consistently outperform their rivals are doing fewer things than their competitors, not more. His work is less a critique of strategic planning than a dismantling of the assumption that better strategy means broader strategy. The tool at the centre of his approach is the Value Stick, a framework he developed through research and refined through HBS executive programmes. It measures competitive performance through two variables: customer willingness-to-pay at one end, and employee and supplier willingness-to-sell at the other. The gap between them is the value a firm creates. Any initiative that does not widen that gap, his research shows, is a drain on competitive advantage rather than a contribution to it. That argument is the basis of Better, Simpler Strategy (Harvard Business Review Press, 2021), endorsed in practice by the CEOs of Michelin and Google X. The framework is data-driven and designed to work at every level of an organisation – from board-level portfolio decisions to operational choices about talent and supplier relationships. Oberholzer-Gee holds a PhD in Economics from the University of Zurich and has served in senior leadership roles at HBS, including chair of the MBA programme and Senior Associate Dean for the school’s global research centers. His research has been published in the American Economic Review and the Journal of Political Economy, and covered by the Financial Times, New York Times, and Wall Street Journal. As co-host of After Hours on the TED Audio Collective, he applies the same analytical approach to business and culture questions with a wide public audience – extending the reach of his strategic thinking well beyond the executive classroom. Key speaking topics Value-based competitive strategy The Value Stick framework and willingness-to-pay analysis Strategic focus and initiative prioritisation Digital transformation and value creation Non-market strategy and competitive positioning Business performance in digital and disrupted markets Global competition and the Chinese economy Ideal for Chief Strategy Officers and corporate strategy teams choosing between competing strategic priorities Boards and senior leadership teams evaluating competitive positioning Executive education cohorts focused on general management and commercial strategy Leadership teams in digitally disrupted sectors reassessing the value they create for customers and talent Audience outcomes A single, quantifiable framework for assessing whether a strategic initiative creates or destroys competitive value Clarity on how to reduce strategic complexity without reducing strategic ambition A practical method for mapping competitive advantage through willingness-to-pay and willingness-to-sell Sharper criteria for deciding which initiatives to pursue and which to cut A common language for strategy discussions that can be applied consistently across business units and leadership levels

Why organisations work with Glen Weyl He is the working bridge between three of the people who matter most in this debate: Vitalik Buterin on Ethereum and Web3, Jaron Lanier on AI and data, and Audrey Tang on civic technology. Senior teams get one room with the network, not three separate conversations. He co-invented Quadratic Voting and Quadratic Funding, mechanisms now used inside crypto ecosystems, civic budgets, and corporate innovation funds. Boards looking at participatory capital allocation are looking at his work, often without knowing it. He led Microsoft’s Office of the CTO work on the OpenAI relationship and now runs Microsoft Research’s Plural Technology Collaboratory. He has seen the inside of how the largest AI partnership in the world is governed, and can talk about it candidly. His book Radical Markets, written with University of Chicago law professor Eric Posner, was named an Economist Book of the Year in 2018 and changed how serious economists discuss property, voting, and antitrust in a digital economy. He works in the same language as policymakers in Taiwan, the EU, and the US Treasury, which makes him unusually useful to organisations whose AI exposure is also a regulatory exposure. Biography highlights Founder and Research Lead, Plural Technology Collaboratory, Microsoft Research. Former Political Economist and Social Technologist, Microsoft Office of the CTO, including the leadership team for the OpenAI relationship. Co-author, Radical Markets, Princeton University Press, 2018; an Economist Book of the Year. Co-author with Audrey Tang of Plurality: The Future of Collaborative Technology and Democracy, 2024. Founder, RadicalxChange Foundation; co-founder and chair, Plurality Institute; co-founder, Harvard GETTING-Plurality Research Network. Named by CoinDesk, WIRED, and Bloomberg Businessweek on their respective lists of most influential people in technology, 2018. Biography Most institutions designed for the industrial economy do not have a good answer to generative AI. Voting systems, ownership rules, antitrust law, and corporate governance were all written for a world where the most powerful entities in a room were human. Glen Weyl’s career has been a sustained attempt to redesign those institutions for a world where they are not. His 2018 book with Eric Posner, Radical Markets, was an Economist Book of the Year and forced a new conversation about property, voting, and antitrust inside serious policy circles. Out of that work came Quadratic Voting and, with Vitalik Buterin, Quadratic Funding. Both are now in operational use in civic budgets and Web3 ecosystems, including projects funded by Ethereum. At Microsoft, he sat inside the Office of the CTO during the period when the company’s relationship with OpenAI became one of the most consequential commercial arrangements in technology. He now runs the Plural Technology Collaboratory, Microsoft Research’s special project on how democratic societies function under generative AI, working with Taiwan’s Audrey Tang, with Harvard, and with civil society groups including the Collective Intelligence Project. His 2024 book with Tang, Plurality, was written openly on GitHub and translated by volunteers into more than a dozen languages, an unusual proof point that the governance ideas in it actually work in practice. For a board trying to decide what AI legitimacy means inside its own organisation, that record makes him one of the few people in the world worth bringing into the room. Key speaking topics Generative AI and democratic institutions Plurality and collaborative technology Quadratic Voting and Quadratic Funding Web3, decentralised identity, and digital ownership Antitrust and platform competition Data as labour and the economics of AI training Ideal for Boards and CEOs setting AI governance and partnership strategy Government, regulator, and central bank audiences on AI and digital policy CTOs and Chief AI Officers working on legitimacy and deployment frameworks Foundations, philanthropic capital allocators, and corporate venture funds rethinking how they fund collective goods Audience outcomes A clearer view of how AI partnerships at the scale of Microsoft and OpenAI are actually governed. A working vocabulary for Quadratic Voting, Quadratic Funding, and Plurality, with concrete examples of where each is operating. A sharper sense of where current antitrust, data, and AI regulation is heading in the US, EU, and Asia. Specific design ideas for participatory decision-making inside large organisations, not generic engagement theory.

Why organisations work with Hatem Salem Operating perspective from running an integrated communication group across Cairo and Paris since 1991, including Media Hatem Salem, Brands & Branding, Act CSR, and Global Arabian Network. Few speakers on AI in marketing have built and led the full agency stack themselves. Practical fluency in MENA consumer markets that most Western marketing speakers do not have, useful for organisations looking at brand entry, expansion, or partner work across the Arab world. Track record of building owned platforms, including Cairo Fashion Week, Cairo Mobile Film Festival, Egypt CSR Day, the International Branding Conference, and the Blue Star Award. Useful for clients thinking about brand events as a channel, not a line item. Multiple Agency of the Year awards from the International Advertising Association Egypt Chapter, including for the Smart Village and Sharm El Sheikh public service campaigns. Concrete agency credibility, not a personal-brand claim. Current focus on neuromarketing and AI in advertising creativity gives buyers a speaker who can connect behavioural science, generative tools and brand strategy in the same talk, rather than picking one lens. Biography highlights Chairman and CEO, Hatem Salem Communication Group; founder of Media Hatem Salem (1991), Brands & Branding (2000), Act CSR (2010), and Global Arabian Network (2014). Founder and President of Cairo Fashion Week, Cairo Mobile Film Festival, Egypt CSR Day, the International Branding Conference, and the Blue Star Award. Multiple Agency of the Year awards from the International Advertising Association Egypt Chapter and from the American University in Cairo. BA in Mass Communication, Cairo University; MA in Mass Communication, Press, Publicity, New Media and Cinema Science, Stendhal Grenoble 3. Former journalist and press correspondent in Paris covering European and Middle Eastern media for over five years. Has taught media, marketing, branding and advertising at Cairo University, the French University in Egypt, the British University in Egypt and the University of Grenoble. Biography The marketing function is being rebuilt twice over. AI is reshaping how creative, media and customer experience are produced, and the audience side has changed too, with attention more fragmented and brand loyalty thinner than at any point in the past two decades. Most organisations are still reasoning about this as a set of tool choices, when the real question is which parts of the marketing operation hold their shape and which get redesigned. Salem has been running marketing and communication businesses through every prior wave of this shift. He founded Media Hatem Salem in Cairo in 1991, then built out an integrated group with Brands & Branding, Act CSR, and the Global Arabian Network, working across above the line, below the line and through the line channels for clients across Egypt and the wider Arab market. The group has earned multiple Agency of the Year honours from the International Advertising Association Egypt Chapter, including for the Smart Village and Sharm El Sheikh campaigns. Alongside the agency work, he has built owned brand platforms that operate as commercial assets in their own right. Cairo Fashion Week, Cairo Mobile Film Festival, Egypt CSR Day, the International Branding Conference and the Blue Star Award all sit inside the group, giving him a working view of brand events as a channel rather than a marketing line item. Earlier in his career he worked as a Paris-based press correspondent covering European and Middle Eastern media, and held research and teaching posts at Stendhal Grenoble 3, Cairo University, the French University in Egypt, and the British University in Egypt. His current work focuses on neuromarketing, AI in advertising creativity, AI in event management, and the future of media, cinema and social platforms. The connecting thread is operational: how generative tools, behavioural science and experience design change what marketing teams actually produce, and what stays human. Key speaking topics Neuromarketing and consumer behaviour AI in advertising and creative production AI in marketing and customer experience Brand strategy in MENA and emerging markets Event platforms as brand assets The future of media, cinema and social platforms Corporate social responsibility and brand reputation Ideal for CMOs, brand directors and marketing leadership teams rebuilding the marketing operating model around AI. Boards and executive teams of consumer brands entering or scaling in MENA and the Arab market. Heads of communications, customer experience and creative agencies working through generative AI integration. Event, sponsorship and brand partnership leads rethinking the role of owned platforms. Audience outcomes A clearer view of which parts of the marketing operation are most exposed to AI redesign, and which parts hold. Working examples of neuromarketing and behavioural science applied to brand, advertising and event work. A practitioner read on the MENA market that most Western marketing voices cannot provide. A more concrete sense of how owned brand platforms function as a commercial channel. Sharper questions for CMOs and agency partners on AI in creative production, personalisation and customer experience.

Why organisations work with James Clear He brings the operating manual behind one of the most-sold business books of the last decade, with 25 million copies in circulation and a shared vocabulary already present inside most client organisations. His Four Laws of Behavior Change (make it obvious, attractive, easy, satisfying) give teams a concrete framework they can apply to execution, sales behaviour, safety, and performance the week after the keynote. He draws on behavioural science, not motivation theatre, which lands with technical and commercial audiences who have seen too many inspirational speakers. His corporate track record includes named engagements with Google, Microsoft, Cisco, Amazon, JP Morgan Chase, and Procter & Gamble, so the work has been stress-tested inside complex organisations, not only on conference stages. His weekly 3-2-1 newsletter reaches over 3 million readers, which means audiences tend to arrive already familiar with his ideas and leave with a direct channel to keep applying them. Biography highlights Author of Atomic Habits, #1 New York Times bestseller, 25 million+ copies sold, translated into more than 60 languages. Atomic Habits has spent over 260 weeks on the New York Times bestseller list. Writer of the 3-2-1 Thursday newsletter, delivered weekly to over 3 million subscribers. Keynote client list includes Google, Microsoft, Cisco, Amazon, AT&T, JP Morgan Chase, Procter & Gamble, and Disney. His frameworks have been adopted inside teams across the NFL, NBA, and MLB. BA in biomechanics, Denison University (2008); inducted into the College Sports Communicators Academic All-America Hall of Fame, 2024. Biography Most strategy fails in the gap between decision and behaviour. Leaders leave the offsite aligned, the deck is immaculate, and six months later the teams are doing what they always did. Atomic Habits sold 25 million copies in part because it addressed that gap with a specific, usable mechanism, not another call to motivation. The mechanism is the Four Laws of Behavior Change: make the desired behaviour obvious, attractive, easy, and satisfying, and invert each law to break the behaviours you want to lose. It is a simple vocabulary that scales, which is why it now shows up in internal decks at Google, Microsoft, Cisco, Amazon, JP Morgan Chase, and Procter & Gamble, and in locker rooms across the NFL, NBA, and MLB. The same language runs through teams that sit three organisational layers apart. Before the book, Clear spent six years writing at JamesClear.com, testing ideas from biology, psychology, and neuroscience against his own practice as an entrepreneur, writer, and competitive athlete. The 3-2-1 Thursday newsletter that grew out of that work now reaches more than 3 million readers each week. It is one of the largest paid-media-free newsletters in the world, and it keeps the ideas current, not frozen in 2018 when the book launched. For a senior buyer, the value is specific. Clear does not sell a mindset shift. He sells a framework for closing the execution gap that is portable across functions, clearly authored, and already circulating inside the company before he walks on stage. The audience leaves with something they can use on Monday morning and a shared language the leadership team can hold them to on Friday. Key speaking topics Habit formation and behaviour change Continuous improvement and the compounding of small gains Decision-making under uncertainty Behavioural design in teams and organisations Execution and performance systems Identity-based behaviour and culture Ideal for CHROs and heads of L&D building behaviour change into leadership and performance programmes. CEOs and executive teams running a transformation that requires sustained behaviour change below the leadership layer. Sales and commercial leaders looking to embed consistent customer-facing behaviours across distributed teams. Conference audiences of senior managers responsible for turning strategy into daily operational practice. Audience outcomes A working vocabulary for diagnosing why a desired behaviour is not happening, using the Four Laws as a diagnostic grid. A specific method for designing environments and cues so that high-value behaviours become the default, not the exception. A concrete view of how small, consistent improvements compound into outsized organisational results over a one-to-three-year horizon. A framework linking identity and behaviour that senior leaders can use when the challenge is cultural, not procedural. A shared reference point, drawn from a widely read book, that leaders can hold teams to after the event.

Why organisations work with Javier Bajer He treats culture as a system of habits, not a communications exercise, and builds timelines measured in months rather than multi-year programmes. His training sits in cognitive psychology and neuroscience, which lets him speak to behaviour change with evidence, not slogans. He has closed this gap inside institutions most advisers never reach: the City of Buenos Aires, where a programme changed the recycling behaviour of six million residents in under a year, alongside Goldman Sachs, HSBC, McKinsey, Shell, and Buckingham Palace. As Editor-in-Chief of Strategic HR Review, he works at the interface between HR practice and academic research, which gives senior people leaders a counterpart who is credible in both rooms. He founded The Talent Foundation and has spent two decades translating values statements into observable behaviour, so the client conversation starts at execution rather than diagnosis. Biography highlights Founding CEO of The Talent Foundation; cognitive psychologist with an MSc in Neurosciences and a PhD in Social Cognition Editor-in-Chief of Strategic HR Review, Emerald Publishing Advisory work with Goldman Sachs, HSBC, McKinsey & Company, Shell, Accenture, Google, Buckingham Palace, and the City of Buenos Aires Led the City of Buenos Aires programme that shifted the recycling behaviour of six million residents within a year, and merged two police forces of 40,000 officers Fellow of the Royal Society of Arts; professor of culture change at Universidad de San Andres and Visiting Fellow of the Business School at the University of Surrey Biography Most culture work fails in the same place. A values statement gets written, a town hall gets held, and the behaviour people see around them in meetings, decisions and email threads does not move. Javier Bajer has spent two decades working on that specific gap, and his argument is that culture is not a message problem. It is a habit problem. The foundation is technical. He trained as a cognitive psychologist, holds an MSc in Neurosciences and a doctorate in social cognition, and uses that grounding to treat culture as a system of learned behaviours that can be redesigned on a defined timeline. He founded The Talent Foundation to apply that thinking at organisational scale, and he edits Strategic HR Review at Emerald, which keeps him close to both research and practice. The client record is unusually wide for the field. He has advised Goldman Sachs, HSBC, McKinsey, Shell, Accenture, and Google on the corporate side, Buckingham Palace as a royal institution, and the City of Buenos Aires at municipal scale. There, his programme moved the recycling behaviour of six million residents inside a year. The through-line is not the sector. Each organisation had a gap between what leadership said and what staff did, and needed it closed in months, not years. His academic affiliations reinforce the practitioner work. He is a Fellow of the RSA, professor of culture change at Universidad de San Andres, and Visiting Fellow of the Business School at the University of Surrey. On stage, the argument he brings to senior audiences is that good intentions are cheap, sustainable habits are rare, and the route from one to the other is a design problem leaders can actually solve. Key speaking topics Culture change and transformation Behavioural science in organisations Translating values into daily behaviour Leadership and cultural alignment Employee engagement beyond incentives Purpose and meaning at work Culture change in public institutions and cities Ideal for CHROs and senior HR leaders holding the mandate for culture and engagement CEOs and executive teams running a values refresh, post-merger integration or strategy reset Transformation and change leaders whose plans depend on observable behaviour shifts Public sector leaders working on institutional or city-level behaviour change Audience outcomes A working definition of culture as a system of habits rather than a communications output A sharper view of why values statements usually fail to change behaviour, and what replaces them Language for separating leadership intent from the daily signals that shape staff behaviour Reference points from corporate, royal and city-government culture programmes that have moved in months A set of questions leaders can take into their next culture or engagement conversation

Why organisations work with Jen Sincero Her four Badass books have sold more than five million copies in over forty languages, which gives audiences immediate familiarity and a shared vocabulary before she takes the stage. She speaks directly to the part of an engagement and retention problem that policy cannot fix: what people privately believe about their own potential, their right to earn, and their capacity to change a habit. Her audiobook narration of You Are a Badass won the 2014 Audie Award from the American Audio Publishers Association, evidence that the delivery itself, not only the writing, holds an audience. She is a regular speaker at the Pennsylvania and Massachusetts Conference for Women, which gives her a track record at the scale and format most women’s leadership programmes commission. She is one of the few keynote names that consistently lifts attendance and registration for internal empowerment, mental fitness, and money mindset events without requiring topical reframing for each booking. Biography highlights Number-one New York Times bestselling author of You Are a Badass, with over five million copies sold and translation into more than forty languages Author of four titles in the Badass series, including You Are a Badass at Making Money, also a New York Times bestseller 2014 Audie Award winner from the American Audio Publishers Association for narration of You Are a Badass Featured speaker at the Pennsylvania and Massachusetts Conference for Women Media credits include the New York Times, Forbes, Fast Company, Bloomberg, The Dr. Oz Show, Oprah Magazine, Success Magazine, and The Howard Stern Show BA in English, Colorado College, 1987 Biography You Are a Badass became a slow-burn phenomenon after its 2013 release, climbing the New York Times bestseller list and staying there for years. The book reframed personal success as a problem of belief and habit rather than information. Jen Sincero wrote it, narrated it, and won the 2014 Audie Award from the American Audio Publishers Association for the audiobook. The Badass series now runs to four titles, including You Are a Badass at Making Money and Badass Habits, with combined sales of more than five million copies across forty languages. Sincero’s central argument is that the gap between what people say they want and what they do is held in place by inherited beliefs about money, worth, and what they are allowed to want. Closing that gap is the work of her books, coaching, and stage material. Her speaking practice is built for audiences inside organisations that have already tried policy answers to engagement and retention. She speaks at the Pennsylvania and Massachusetts Conference for Women, at corporate empowerment events, and at executive retreats where the brief is to shift what people privately believe is available to them. Her style is direct, comedic, and unapologetically practical, designed for action rather than reflection. Before the Badass books, Sincero was a freelance writer in Los Angeles and a workshop facilitator with the women’s entrepreneurial network Ladies Who Launch. She holds a BA in English from Colorado College. Her media credits include the New York Times, Forbes, Fast Company, Bloomberg, Oprah Magazine, The Dr. Oz Show, and The Howard Stern Show. Key speaking topics Money mindset and wealth psychology Self-limiting belief and confidence Habit formation and behaviour change Personal motivation and empowerment Women’s leadership and entrepreneurship Ideal for CHROs and people leaders running engagement, retention, and internal mobility programmes Heads of DEI and women’s leadership networks commissioning conference and ERG keynotes Sales, broker, and advisor conferences where money belief and personal confidence determine output Internal empowerment, mental fitness, and culture moments inside large organisations Audience outcomes A direct, named language for the beliefs that quietly limit individual performance Specific habit-change tools drawn from Badass Habits, applicable from the day after the event A money-mindset frame that connects personal earning beliefs to commercial behaviour Higher attendance and registration energy around internal empowerment programming A shared reference that people leaders can carry into one-to-ones and team conversations

Why organisations work with Jeremy Siegel He wrote the book the industry uses as its reference point on long-run equity returns. “Stocks for the Long Run”, now in its sixth edition, is on The Washington Post’s list of the ten best investment books ever written, and his dataset on equities versus bonds since 1802 remains the standard citation in the field. His MIT training under Samuelson, Solow, and Modigliani gives him an unusual depth of macroeconomic reasoning behind every market call. He reads Fed minutes and inflation data the way they were intended to be read, not as headlines. He has been interpreting Federal Reserve policy in public for more than fifty years, and his CNBC commentary is treated by professional investors as a primary signal rather than punditry. His role as Senior Economist to WisdomTree means his thinking is already operationalised in live model portfolios, so audiences engage with a practitioner whose views translate directly into asset allocation decisions. Most macro speakers offer either history or forecasts. Siegel does both, anchored to a dataset that pre-dates the Civil War, which is why investment committees keep bringing him back through every cycle. Biography highlights Russell E. Palmer Professor Emeritus of Finance, Wharton School, University of Pennsylvania. PhD in economics from MIT, where he studied under Paul Samuelson, Robert Solow, and Franco Modigliani. Author of “Stocks for the Long Run” (six editions) and “The Future for Investors”, both Crown Business titles. Senior Economist to WisdomTree, with a co-branded family of model portfolios used by financial advisers. Regular contributor on CNBC, Kiplinger’s Personal Finance, and Yahoo Finance. Recipient of the Nicholas Molodovsky Award from the CFA Institute and the Graham and Dodd Award from the Financial Analysts Journal. Biography Most public commentary on markets is built on a few quarters of memory. “Stocks for the Long Run” is built on two centuries of data. The book first appeared in 1994, is now in its sixth edition, and remains the standard reference for the question that anchors every investment committee meeting: across full cycles, what do equities actually return, and what does the historical record say about the next allocation decision? The work has authority because of where it comes from. Jeremy Siegel earned his PhD in economics at MIT under Paul Samuelson, Robert Solow, and Franco Modigliani, three of the defining macroeconomists of the twentieth century. He taught at the University of Chicago before joining Wharton, where he held the Russell E. Palmer chair in finance for more than four decades and is now Professor Emeritus. His second book, “The Future for Investors”, made a more contrarian argument: that the fastest-growing companies and sectors tend to disappoint long-term investors, while disciplined dividend-paying stalwarts compound returns more reliably. The thesis, which he called the “growth trap”, has aged well through the dot-com cycle, the FAANG decade, and the current AI boom. Siegel has been reading Federal Reserve policy in public for over fifty years and now serves as Senior Economist to WisdomTree, where his analysis sits inside a family of co-branded model portfolios. The Washington Post named “Stocks for the Long Run” one of the ten best investment books ever written; the CFA Institute awarded him the Nicholas Molodovsky Award in 2005, recognising work that has changed how the profession thinks. Key speaking topics Long-run equity returns and historical asset class performance Federal Reserve policy and interest rate paths Inflation, monetary policy, and capital markets Portfolio construction and asset allocation Dividend investing and the growth trap US economic outlook and market cycles The role of valuation in long-term investing Ideal for Investment committees, asset allocators, and CIOs of institutional funds Boards and CFOs making capital allocation decisions under rate uncertainty Wealth managers, financial advisers, and private bank client events CFA society events and capital markets conferences Audience outcomes A historically grounded view of what equities have returned across cycles and what that implies for current allocation A sharper read on Federal Reserve policy direction and the data points that actually move it A framework for distinguishing durable dividend-compounding businesses from over-priced growth stories Practical anchors for portfolio discussions when short-term volatility is dominating the conversation