Gestão de Equipas Remotas speakers

Why organisations work with Alison Canavan She turns wellbeing from a benefits line item into something employees do during the working day. Her signature 5-Minute Journal practice and short mindfulness routines are designed for people who say they have no time for wellbeing. She brings a UCLA Semel Institute mindfulness credential into rooms that would otherwise be sceptical of meditation language, which gives HR and people leaders a defensible programme to stand behind. She built a structured wellbeing series for an airline, Aer Lingus, on a workforce known for shift fatigue and circadian disruption. That kind of operational application travels well into other shift-heavy and high-pressure environments. She speaks from a lived recovery narrative, postnatal depression, addiction, single parenthood, without turning the talk into therapy. Audiences disclose more honestly afterwards, which is what HR teams say they need. She is comfortable with both a 200-person town hall and an executive offsite, which matters for organisations rolling a single wellbeing voice across multiple formats. Biography highlights UCLA-trained Mindfulness Facilitator, Semel Institute of Neuroscience and Human Behavior Author of Minding Mum: It’s Time to Take Care of You, published by Gill Books, Ireland Master NLP Practitioner, HeartMath facilitator, and graduate of the Irish Institute of Nutrition and Health (Advanced Diploma in Diet and Nutrition Therapeutics) Creator of the Wellbeing in the Skies series for Aer Lingus Corporate keynote and workshop work cited with Google, YouTube, Deloitte, Coinbase, Allianz, Bank of Ireland, PayPal, Bristol Myers Squibb, Deutsche Telekom and Vitality Regular contributor to Irish broadsheet and broadcast media on mental health and wellbeing, including The Sunday Independent and Ireland AM Biography Most wellbeing programmes inside organisations underperform for the same reason. They treat stress and mental health as a benefits category rather than something that happens minute by minute during the working day. Alison Canavan’s corporate work is built around closing that gap. She trained as a Mindfulness Facilitator at UCLA’s Semel Institute of Neuroscience and Human Behavior, and combines that with practitioner-level work in NLP, HeartMath and nutrition. The point of stacking those disciplines is practical. Different parts of a workforce respond to different entry points, and her programmes are designed to give people a route in that does not require them to call it meditation if they do not want to. Her book Minding Mum, published by Gill Books in Ireland, established her early authority on postnatal mental health and self-care. The corporate work has since broadened into stress, burnout, anxiety, hybrid working pressure, and the slow erosion of attention that senior teams now describe as their biggest people problem. Her Wellbeing in the Skies series, built for Aer Lingus cabin crew, is one example of a structured programme designed for a workforce that cannot easily step away from the job to look after itself. What audiences tend to take from her sessions is not a concept but a habit. The 5-Minute Journal practice she teaches is the most cited example. It is short enough to survive a real working week, which is the only test that matters for workplace wellbeing content. Key speaking topics Workplace mental health and burnout Mindfulness and daily practice for high-pressure teams Stress, anxiety and recovery Hybrid working and return-to-office wellbeing Self-leadership and emotional regulation Resilience and sustainable performance Postnatal mental health and parental wellbeing Ideal for CHROs and heads of people designing the next iteration of their wellbeing strategy Wellbeing, DEI and employee experience leads commissioning company-wide programmes Operational leaders of shift-based or high-pressure workforces (airlines, healthcare, financial services, contact centres) Leadership offsites and senior team meetings where stress and personal capacity have become a strategic conversation Audience outcomes A daily practice, anchored in the 5-Minute Journal method, that survives a real working week A clearer language for stress, burnout and anxiety that employees and managers can actually use with each other Specific techniques for nervous system regulation that work in the gaps between meetings A more honest conversation about mental health inside the room, which most HR teams report as the single hardest thing to engineer

Why organisations work with Andrew Brodsky He gives leadership teams a named, research-backed framework, PING (Perspective-taking, Initiative, Non-verbal cues, Goals), that turns ad hoc virtual habits into a deliberate operating practice. His evidence is original, not aggregated: peer-reviewed studies in the Journal of Applied Psychology and Personality and Social Psychology Bulletin on how channel choice changes what gets said, heard and believed. He answers a question most consultants avoid: when is audio better than video, when does email outperform a meeting, and what does that mean for managers who default to whatever is easiest. His client roster includes Dell Technologies, PwC, Amazon and Novo Nordisk, which means the work has been pressure-tested inside organisations running global hybrid operations. The book Ping, published by Simon & Schuster and Penguin, has been endorsed by Adam Grant and Katy Milkman, placing his work alongside the leading voices in applied behavioural science. Biography highlights Management professor, McCombs School of Business, The University of Texas at Austin PhD in Organizational Behavior, Harvard Business School; BS, The Wharton School Author, Ping: The Secrets of Successful Virtual Communication (Simon & Schuster, Penguin, 2025) CEO and founder, Ping Group Named one of the world’s Best 40-Under-40 MBA Professors by Poets&Quants Research published in the Journal of Applied Psychology and Personality and Social Psychology Bulletin; commentary in The Wall Street Journal, Harvard Business Review, The Economist, CNBC, The New York Times and TIME Biography Hybrid work settled the location question and left a harder one open. Inside most companies, the decision about which channel to use for which conversation is still made by habit. The cost is measurable: slower decisions, weaker trust, meetings that exist to compensate for messages that should never have been sent. Brodsky has built a research programme around that gap. His peer-reviewed work in the Journal of Applied Psychology and Personality and Social Psychology Bulletin examines the operating consequences of specific channel choices, from how email shapes emotional authenticity to why audio-only calls often outperform video. The findings are precise enough to act on, which is unusual in a field crowded with generalities about remote work. The book Ping, published by Simon & Schuster and Penguin in 2025, consolidates that research into a four-part framework used inside teams at Dell Technologies, PwC, Amazon and Novo Nordisk. Adam Grant and Katy Milkman have endorsed the work, and HBR IdeaCast featured the argument as a guide for leaders auditing their own virtual practices. His credibility rests on a clear point: virtual communication is now an executive skill, not a logistics question. Boards and senior teams that treat it as the latter pay the cost in performance. Key speaking topics Virtual and hybrid communication strategy Channel choice and operating performance Leadership in distributed teams Trust and authenticity in digital workplaces Conflict reduction across asynchronous communication AI in workplace communication Inclusion in remote and hybrid settings Ideal for CHROs and heads of people redesigning hybrid operating models Executive teams auditing the performance cost of their meeting and communication habits Transformation and digital workplace leads setting team-level communication norms Senior leadership offsites focused on trust, decision speed and team effectiveness Audience outcomes A working framework for matching communication channel to task, with named criteria Specific research findings on when email, audio, video and instant message each outperform the alternatives A clear view of how leadership behaviour in virtual channels shapes trust and response patterns across teams Practical guidance on reducing conflict and misinterpretation in asynchronous communication A defensible position on AI-assisted interpersonal communication and the trust consequences of getting it wrong

Why organisations work with Anisha Joshi A clinician, not a wellness commentator. Osteopathic practice spanning over a decade, a multi-site clinic group, and a Penguin-published book on back pain give the room a credibility most workplace-wellbeing speakers lack. A clinical reading of burnout. She treats burnout as a physical process that accumulates in the body before it shows up in performance or absence data, which puts it on the risk register for HR and leadership. Named recognition: Principal of the Year from the Institute of Osteopathy (2019), and resident on-screen osteopath for ITV’s This Morning. The musculoskeletal cost of hybrid work, addressed specifically. Ergonomic assessment, posture, movement, and pain prevention applied to real desk and home-working setups. Changes employees can apply the same week, which is what HR and benefits teams need to see returned in engagement and absence data. Biography highlights Author of Heal Your Back: 4 Steps to a Pain-Free Life, Penguin (Vermilion), 2024. Principal of the Year, Institute of Osteopathy, 2019. Resident on-screen osteopath for ITV’s This Morning. Principal Osteopath and Clinic Director at Woodside Osteopathic Clinic, and co-founder of the Osteo Allies clinic group across London, Surrey, and Hertfordshire. Graduate of the British College of Osteopathic Medicine (BCOM), London. Clinical caseload spanning elite athletes, broadcasters, and senior executives alongside desk-based teams, with media commentary across The Telegraph, Vanity Fair, Women’s Health, and Hello!. Biography Back pain is the leading cause of disability among UK adults under 45, and hybrid work has turned desk-based musculoskeletal injury into an organisational problem rather than a personal one. The HSE counted 511,000 UK workers with a work-related musculoskeletal disorder in 2024/25, and 7.1 million working days lost to them. Most corporate wellbeing programmes still answer that with a gym subsidy and a leaflet. A graduate of the British College of Osteopathic Medicine, Anisha Joshi has practised osteopathy for over a decade and now directs the Osteo Allies clinic group across London, Surrey, and Hertfordshire. Her caseload runs from broadcasters and elite athletes to desk-based teams, which gives her a precise view of what separates the people who sustain high performance from those who break under it. Her book brings that clinical view into usable form. Heal Your Back: 4 Steps to a Pain-Free Life (Penguin, 2024) sets out a structured approach to managing back pain through movement, mindset, nutrition, and sleep, drawn from her own case files. The Institute of Osteopathy named her Principal of the Year in 2019, and she has been the resident on-screen osteopath for ITV’s This Morning. For corporate audiences she does something most wellbeing speakers cannot. She names what is physically wrong with the average hybrid workstation, and she treats burnout as a physical process that accumulates long before it surfaces in absence data. The practical question she leaves a room with is what to change before those numbers move. Key speaking topics Workplace ergonomics and musculoskeletal health Back pain prevention and management The physical accumulation of burnout Hybrid and remote-work wellbeing Physical sustainability in high performance The mind-body connection in pain and stress Posture, movement, and desk-based work Ideal for HR, people, and benefits leaders responsible for hybrid-work wellbeing and absence outcomes Health and safety, facilities, and workplace-design teams reviewing ergonomic standards Professional-services and finance firms with desk-bound, high-pressure workforces Women’s leadership programmes addressing the physical cost of sustained senior performance Audience outcomes A clinical, not anecdotal, picture of how hybrid working drives musculoskeletal injury Specific changes to workstation setup, posture, and movement that an employee can apply the same day The four-step approach to managing and preventing back pain from the Heal Your Back model How burnout builds physically before it shows in behaviour, and where to interrupt it A clearer line between psychological stress and physical symptoms, and what to do about both

Why organisations work with Annicken R. Day She built the culture inside Tandberg, the Norwegian video conferencing company acquired by Cisco for $3.5 billion, which gives her a rare operator’s view of what a high-trust, high-performance culture actually looks like at scale. She held the Chief Culture Officer role before the title was fashionable, so she speaks about culture as a built system, not a brand exercise. Her Scandinavian leadership lens gives executive teams a working alternative to command-and-control models, grounded in trust, autonomy and psychological safety as commercial mechanisms rather than soft values. She is a published thinker as well as a practitioner, with co-authorship of Creative Superpowers, a bestselling novel translated into multiple languages, and columns in Forbes, Business Insider and Huffington Post. She is fluent in the hybrid and remote question, having advised leadership teams in over 50 countries on how culture survives when proximity disappears. Biography highlights Founder and CEO of Corporate Spring, advising leadership teams from startups to Fortune 500 organisations. Former Chief Culture Officer at Tandberg, the Norwegian technology company acquired by Cisco for $3.5 billion in 2010. Co-author of Creative Superpowers: Equip Yourself for the Age of Creativity. Author of the bestselling novel Fly, Butterfly, translated into multiple languages. TEDx speaker and speaker at the United Nations. Columnist for Forbes, Business Insider and Huffington Post. Biography Most companies talk about culture. Far fewer can show the operating choices, leadership habits and team rituals that produce one. Annicken R. Day spent the formative part of her career inside that gap. As Chief Culture Officer at Tandberg, the Norwegian video conferencing business later acquired by Cisco for $3.5 billion, she helped build a workplace that won repeated Best Place to Work recognition while the company became a global category leader. That experience shaped her thesis. Culture is not the residue of value statements. It is a deliberate system of leadership behaviour, communication norms and trust mechanisms that determines whether strategy converts into performance. Her work at Corporate Spring, the consultancy she founded after Tandberg, applies that thesis to executive teams in more than 50 countries. Her writing has reached a wider audience. She co-authored Creative Superpowers: Equip Yourself for the Age of Creativity and wrote the bestselling novel Fly, Butterfly. She has contributed columns to Forbes, Business Insider and Huffington Post, and spoken at TEDx and the United Nations on culture, creativity and the human side of business. What sets her apart in a crowded culture-and-leadership field is the combination of operator credibility and a Scandinavian frame. Trust, autonomy and joy show up in her work as commercial levers, with the trail of retention, engagement and performance to back them up. Key speaking topics Culture as a strategy for growth High-trust, high-performance teams Scandinavian leadership models Hybrid and remote culture design Employee engagement and retention Creativity and innovation in the workplace Executive leadership development Ideal for CHROs, Chief People Officers and CEOs reframing culture as a commercial mechanism Leadership teams managing distributed and hybrid workforces across geographies Founders and executive teams in scale-up companies are inheriting a culture they did not design Boards and executive committees preparing for, or recovering from, post-acquisition cultural integration Audience outcomes A working definition of culture as a system of behaviours, decisions and rituals, not a values statement Leadership habits that build trust at the speed required by hybrid and distributed teams A view of Scandinavian leadership principles, including autonomy and psychological safety, as commercial mechanisms Concrete examples from a $3.5 billion exit story of how culture compounded into competitive advantage A vocabulary for diagnosing where culture is undermining strategy and what to address first

Why organisations work with Ben Whiting He converts a 20-year corporate mentalism career into a working communication toolkit, the same techniques magicians use to read a room, build rapport quickly, and hold attention under pressure. The Limitless Culture keynote pairs entertainment with practical tools, so the ideas land in a way that reduces the usual gap between conference-room inspiration and Monday-morning behaviour. A track record across Apple, Google, Amazon, American Express, Schlumberger, and UNiDAYS, organisations that already have access to most leadership content and still book him for culture and connection work. A delivery style designed for audiences fatigued by another panel and another slide deck, which gives internal sponsors a memorable centrepiece for offsites, sales kickoffs, and culture days. Biography highlights Twenty-plus years as a corporate magician and mentalist with performances in over 30 countries. TEDx speaker, TEDxTraverseCity: “Connect Like a Mind Reader”. Featured in The New York Times and Entrepreneur Magazine. Named clients include Apple, Google, Amazon, American Express, Schlumberger, UNiDAYS, Crystal Cruises, HARPO Studios, and Facebook. Signature keynote: Creating a Limitless Culture. Hired by an international leadership development firm to design and deliver corporate content globally after his TEDx talk. Biography Most workplace communication problems are not information problems. People have the data, the slides, and the strategy document. What they lack is the attention, trust, and connection that make the message stick. Ben Whiting’s career sits exactly at that gap. For two decades he worked as a corporate magician and mentalist in more than 30 countries, performing for audiences from Crystal Cruises and HARPO Studios to Facebook. The craft was reading rooms quickly, holding attention without props beyond the human voice, and creating moments people remembered long after they had left. That is the same skill set most leaders are trying to learn in a different vocabulary. After his TEDx talk “Connect Like a Mind Reader” in 2017, an international leadership development firm hired him to translate the mechanics of mentalism into corporate content. The result became Creating a Limitless Culture, a keynote built around three competency areas: clearer communication, more connected teams, and a shared mindset for navigating change. Apple, Google, Amazon, American Express, Schlumberger, and UNiDAYS have all booked the work. What makes the offer commercially interesting is the format. Whiting delivers serious content about culture and communication through a performance that audiences remember, which solves a recurring problem for internal sponsors: how to put substantive ideas in a room without losing the room. Coverage in The New York Times and Entrepreneur Magazine reflects an audience response that is closer to entertainment economics than to standard conference programming. Key speaking topics Workplace culture and connection Communication under pressure Change management and team adaptability Employee engagement Hybrid and remote team connection Innovation mindset Leadership communication Ideal for CHROs and people leaders running culture, engagement, or change programmes Sales and revenue leaders planning kickoffs where energy and message retention both matter Internal communications and L&D teams designing leadership offsites Conference organisers who need a keynote that resets a fatigued audience without sacrificing substance Audience outcomes Communication techniques drawn from mentalism that read attention, build rapport, and shift a room A working language for connection inside teams, particularly across hybrid and remote setups A reframing of change that treats new conditions as an opening rather than a threat A memorable shared reference point the audience can carry back into the workplace Practical prompts for leaders on how to model the culture they want their teams to adopt

Why organisations work with Chris Dyer He ran the experiment before he taught it. PeopleG2 was a fully remote business through five Inc. 5000 listings and fifteen “best place to work” cycles, which means his culture and remote-work models come from operating evidence, not consulting observation. His “7 Pillars” (Transparency, Positivity, Measurement, Acknowledgement, Uniqueness, Listening, Mistakes) give an executive team a shared diagnostic vocabulary for culture, replacing the usual mix of values posters and engagement-survey theatre. He works at the intersection of culture and remote design, where most speakers pick a side. Buyers wrestling with hybrid productivity, distributed leadership, and connection in dispersed teams get one voice on both questions. Inc. Magazine named him the #1 Leadership Speaker on Culture, and his client roster includes NASA, Johnson & Johnson, Intuit, IKEA, and Southwest Airlines, which signals he holds a senior room across regulated, industrial, tech, and consumer settings. Biography highlights Founder and CEO of PeopleG2, a fully remote background-screening company, five-time Inc. 5000 honoree. Author of The Power of Company Culture (Kogan Page) and co-author of Remote Work (Kogan Page). Named #1 Leadership Speaker on Culture by Inc. Magazine; ranked #5 on the LeadersHum Power List. Listed among Global Gurus Top 30 Organizational Culture Professionals. Forbes Business Council member, Fast Company Executive Board member, and contributor to Inc.com. Keynote clients include NASA, Johnson & Johnson, Intuit, IKEA, and Southwest Airlines. Biography Most companies treat culture as something HR runs and leaders endorse. PeopleG2 was built the other way around. Chris Dyer ran the firm as a fully remote operation while it landed on the Inc. 5000 list five times and was repeatedly named a best place to work, which made culture a daily operating decision rather than an annual initiative. That experience produced a specific framework. The Power of Company Culture, published by Kogan Page, sets out seven pillars: Transparency, Positivity, Measurement, Acknowledgement, Uniqueness, Listening, and Mistakes. The book’s argument is operational. Each pillar maps to behaviours leaders can audit, and the cases used to test it sit inside companies like General Motors, Southwest Airlines, and VaynerMedia. His second book, Remote Work, also with Kogan Page, addresses the harder follow-on question: how do you keep a culture intact when your workforce is distributed. Inc. Magazine subsequently named Dyer the #1 Leadership Speaker on Culture, and his keynote work has placed him in front of leadership teams at NASA, Johnson & Johnson, Intuit, IKEA, and Southwest Airlines. What buyers tend to take from Dyer is permission to stop treating culture as soft. He gives senior teams a vocabulary, a diagnostic, and a set of operator decisions, grounded in a business he built and ran rather than a model he assembled from interviews. Key speaking topics Company culture as an operating system The 7 Pillars framework Remote and hybrid workforce design Employee engagement and retention Leadership in distributed organisations Future of work and AI integration in the workplace Burnout and recession-period leadership Ideal for CHROs and heads of People rebuilding engagement and retention strategy CEOs and executive teams setting the direction on hybrid or fully remote operating models Culture and transformation leads inside organisations carrying out post-restructure rebuilds Leadership development functions designing programmes for distributed managers Audience outcomes A shared diagnostic for which cultural levers in their organisation are actually moving performance A practical view of how to run a distributed or hybrid workforce without losing cohesion An operator’s account of how engagement, retention, and productivity reinforce each other when the right pillars are in place Concrete tactics from a CEO who tested them inside a five-time Inc. 5000 company

Why organisations work with Gabriela Hersham Ten years of operating data on what actually draws people back into shared space, drawn from running Huckletree hubs across London, Manchester and Dublin rather than theory. A working view on curating communities by sector, including Web3, fintech, AI and govtech, tested inside the UK’s first Web3-themed co-working hub at Oxford Street. A concrete record of inclusive entrepreneurship practice through Fairer Funding Now and the Huckletree Alpha accelerator, running pro-bono for under-represented founders since 2017. A founder’s view on scaling a physical network to roughly 300,000 sq ft while holding cultural standards, useful for any leader reconciling real-estate spend with employee experience. Speaking experience that spans TEDx stages, industry podcasts and corporate conferences, with a style that senior audiences read as operator rather than consultant. Biography highlights Founder and CEO of Huckletree, launched in 2014 and grown to eight hubs across London, Manchester and Dublin. Operates roughly 300,000 sq ft of curated workspace serving around 4,000 members across Web3, fintech, AI, govtech and sustainable innovation. Launched Huckletree Oxford Street, positioned as the UK’s first Web3 and metaverse-themed co-working hub. Founded Fairer Funding Now, a campaign for greater inclusivity in startup investment, and runs Huckletree Alpha, a pro-bono accelerator for under-represented founders since 2017. TEDx speaker on the Future of Work; named one of Tide Bank’s Top 20 female entrepreneurs to watch in 2020. Contributor bylines at The Next Web and Creative Review; interviewed by HuffPost Trailblazing Women, Culture Trip and the Propertyshe podcast. Biography Huckletree opened its first space in Clerkenwell in 2014 after Gabriela Hersham returned to London convinced the city was missing the community model she had seen take hold in New York. Ten years on, the business runs eight hubs across London, Manchester and Dublin, about 300,000 sq ft of space, and a membership base of roughly 4,000 founders and operators. What distinguishes the company from a generic flexible-office provider is the curation. Each hub is built around a sector thesis: Web3 and the metaverse at Oxford Street, fintech and AI elsewhere in the portfolio, with members recruited against that thesis rather than sold desks on a first-come basis. That choice turns the workspace into a distribution channel for deals, hires and partnerships, which is why corporate partners buy into specific hubs rather than generic square footage. Inclusive entrepreneurship sits alongside the commercial model rather than running as a side project. Fairer Funding Now campaigns for change in how capital reaches under-represented founders. Huckletree Alpha, the pro-bono accelerator running since 2017, is the practical counterpart, giving cohort members space, mentoring and access without taking equity. For corporate audiences the value is the operating detail behind those choices. A TEDx talk on the future of work, repeat podcast appearances on property and founder platforms, and contributor bylines at The Next Web and Creative Review have made Hersham a recognisable voice on what brings people back into shared space. The argument she makes to boards and HR leaders is concrete: offices only earn their cost when they are designed as communities with a specific purpose, and diversity in hiring and funding is part of how that purpose holds together. Key speaking topics Future of work and the hybrid workplace Workplace design and community curation Women in entrepreneurship Inclusive funding and diverse founder pipelines Scaling a founder-led business Web3, fintech and emerging-sector ecosystems Ideal for CHROs and people leaders rebuilding office strategy and employee experience Real-estate and workplace directors balancing cost with culture Corporate innovation and venture teams engaging with early-stage ecosystems Networks and events on women in business and diverse entrepreneurship Audience outcomes A sharper read on why employees return to some offices and avoid others, grounded in operating data from a curated network. Concrete examples of how sector-themed workplace communities produce commercial value rather than just reduce cost. A practical view on embedding inclusive funding and hiring practices into the way a company runs, not as a separate programme. An operator’s perspective on scaling a physical and cultural network without losing what made it work in the first place.

Why organisations work with Hannah Ubl She runs primary research on generational cohorts, including original work comparing Early Millennials, Recessionist Millennials and Gen Z, and brings the data into the room rather than recycling commentary She wrote the operating manual on the first wave of this problem. Managing Millennials For Dummies (Wiley, 2017) is still the most-cited mass-market field guide for line managers running mixed-generation teams Her follow-up book, The Future of Work is Human, gives HR and people leaders a framework for rebuilding trust, psychological safety and belonging when half the workforce is remote and the other half is fatigued She speaks to the layer most generational speakers skip. Audiences from new hires to C-suite at Cisco, Kraft Heinz, Sodexo and Springer Nature, with the same material translating across all of them A decade inside BridgeWorks as Research Director, then six years building Good Company Consulting, gives her the rare combination of researcher discipline and operator instinct on culture problems Biography highlights Co-founder, Good Company Consulting Co-author, Managing Millennials For Dummies (Wiley, 2017) with Lisa X. Walden and Debra Arbit Co-author, The Future of Work is Human: Transforming Company Culture for a Post-Pandemic World, with Lisa X. Walden Former Director of Research and Director of Keynote Speaking, BridgeWorks BS, Communications Studies (Advertising), Boston University Clients include Cisco, Kraft Heinz, Sodexo, Springer Nature, Applied Materials and NACS Biography Five generations now work alongside one another, and the assumptions each generation brings about communication, authority and loyalty no longer overlap. That gap is where Good Company Consulting was built. Ubl co-founded the firm after a decade at BridgeWorks, where she ran the national research programme comparing how millennial sub-cohorts and Gen Z behave inside organisations. The research feeds the keynotes directly. Managing Millennials For Dummies, written with Lisa X. Walden and Debra Arbit and published by Wiley in 2017, set the early reference text for line managers handling mixed-age teams. The Future of Work is Human, her second book with Walden, picks up the thread post-pandemic and reframes culture work as a question of trust, psychological safety and belonging across hybrid teams. What buyers commission her for is the translation layer. She turns cohort data into specific manager moves: how to give Gen Z feedback that lands, how to redesign hybrid rituals so they produce connection rather than performance, how to talk about AI without losing the human contract that holds a team together. Cisco, Kraft Heinz, Sodexo and Springer Nature have all used her to do the same job inside very different cultures. The reason her work travels is research discipline rather than charisma. She earned her stripes inside a research firm before she earned them on stage, and audiences from new hires to senior executives respond to the same material because the underlying argument is empirical, not motivational. Key speaking topics Generational integration in mixed-age teams Gen Z in the workplace Hybrid work and the rebuild of psychological safety Manager capability across generations Employee engagement and the post-pandemic social contract Compassionate leadership in practice Human connection in the age of AI Ideal for CHROs and Heads of People rebuilding engagement and manager capability across generations Leadership development and L&D teams designing programmes for new and mid-level managers Internal communications and culture leads redesigning hybrid rituals Sector audiences with five-generation workforces, including healthcare systems, retail, hospitality and manufacturing Audience outcomes A working understanding of what Gen Z actually wants from an employer, separated from the social media caricature Specific manager behaviours that close the friction between generational cohorts in day-to-day work A clearer view of which hybrid-work rituals build trust and which performatively waste time Language for talking about AI and automation without breaking the employee social contract A research-grounded position to take back to the executive team on engagement and culture investment

Why organisations work with Dr Helena Boschi She brings neuroscience into the room with the credibility of someone who has sat on the executive side of HR. Senior roles at Shire Pharmaceuticals and Serono SA mean she speaks to leadership problems from inside, not from a lab. Her book Why We Do What We Do (Wiley, 2020) gives leadership teams a shared vocabulary for why people behave as they do under pressure, which lasts beyond the event. She works at the intersection of chronic stress and cognitive performance, an area most leadership speakers skim and few treat as a board-level risk. She is a member of the British Psychological Society and has built Chequered Leopard Ltd since 2004 specifically to translate peer-reviewed research into operational practice, not keynote theatre. She is unusually sharp on the behavioural cost of hybrid working: trust erosion, risk attitudes, attention, empathy. Useful for any leadership team still making assumptions about what remote does to a workforce. Biography highlights Founder of Chequered Leopard Ltd (since 2004), a consultancy applying neuroscience to leadership, change and workplace behaviour. Author of Why We Do What We Do: Understanding Our Brain to Get the Best Out of Ourselves and Others (Wiley, 2020). Former Vice President of Talent Management at Shire Pharmaceuticals. Former Corporate Director and Head of Global Organisation Development at Serono SA (now part of Merck KGaA). Member of the British Psychological Society. Research interests include the impact of chronic, work-induced stress on cognitive ability in the workplace. Biography Most change programmes fail on the same fault line. Leaders model behaviour as a matter of willingness, when the brain is actually running on threat detection, bias and habit. Helena Boschi has built a twenty-year practice around closing that gap, translating applied neuroscience into the decisions senior teams actually have to make. Her consultancy, Chequered Leopard Ltd, was founded in 2004 after senior corporate roles inside Shire Pharmaceuticals, where she was Vice President of Talent Management, and Serono SA, where she led global organisation development. That sequence matters. She is not a researcher who later discovered business. She ran the people function at scale in listed multinationals and turned to neuroscience because the tools available to her were not explaining what she was seeing. Her book Why We Do What We Do, published by Wiley in 2020, sets out how the brain communicates, remembers, attends, leads and decides, and what organisations can do to stop working against it. The work that sits beneath it, including her interest in chronic work-induced stress and cognitive function, informs keynotes on change, cognitive bias, psychological safety, hybrid working and innovation. She is a member of the British Psychological Society. The argument she leaves in the room is specific. Most of what organisations call a culture problem is a biology problem being asked to behave. Once leaders see that, the interventions change. Key speaking topics Applied neuroscience at work The neuroscience of change Cognitive bias and decision-making Psychological safety and fear at work Trust, risk and hybrid working The neuroscience of innovation Chronic stress and cognitive performance Neuroplasticity and cognitive agility in an AI-driven world Ideal for CEOs, executive teams and boards working through sustained change or transformation programmes. CHROs, CPOs and senior HR, talent and organisation development leaders. Leadership development and learning teams designing programmes for senior cohorts. Cross-cultural and international leadership groups operating in hybrid conditions. Audience outcomes A clearer picture of why people resist, withdraw or underperform during change, grounded in how the brain responds to uncertainty. Named cognitive biases leaders can spot in their own decisions and in the decisions their teams make for them. A practical read on what hybrid working is doing to trust, empathy and risk appetite inside their organisation. Specific behavioural levers for psychological safety, rather than slogans. Language and evidence leaders can take back into their own teams without needing to cite academic research.

Why organisations work with Jason Harris He brings a working framework, No Fail Trust, that he has applied with Cisco Systems, Caterpillar, Ford and Lockheed Martin, not a set of war stories repackaged as leadership lessons. His operational credibility is current. He still flies commercial widebody aircraft for American Airlines, so the standards he teaches are standards he is still held to. He commanded a KC-46 air refuelling squadron, which means he has run a real organisation with real accountability for safety, performance and people, not only led from the cockpit. He taught Strategy and Innovation at the US Air Force Academy, which gives the framework an academic spine that most ex-military speakers do not have. His material translates cleanly to civilian teams under restructure, hybrid working strain or post-incident recovery, where the question is whether trust will hold when conditions degrade. Biography highlights Retired US Air Force Lieutenant Colonel, nearly 30 years of service across active duty and the Air Force Reserve Command, concluding as a flying Squadron Commander. US Air Force Academy graduate, later instructor in the Academy’s Military and Strategic Studies department. 11 combat deployments, 470 combat sorties, more than 2,000 combat hours across Iraq, Afghanistan and the Horn of Africa. Co-author of “Aiming Higher: A Journey Through Military Aviation Leadership” (RTI Press, 2022), reviewed in the USAFA Journal of Character and Leadership Development. Commercial pilot with American Airlines, type-rated on the Airbus A320 family and Boeing 757, 767 and 777. Featured in Forbes and on the History Channel series “Bermuda Triangle: Into Cursed Waters”. Biography A cargo aircraft taking fire on approach is not the place to discover that a crew does not trust each other. The cost of unspoken doubt in that environment is measurable in seconds and lives. Jason Harris flew 470 combat sorties in environments where that calculation was not theoretical. That operating context shaped a leadership method, not a memoir. The No Fail Trust framework codifies what high-functioning aircrews actually do: the habits of disclosure, calibration and accountability that hold a team together when conditions degrade. He has carried it into Cisco Systems, Caterpillar, Ford and Lockheed Martin, where the trust problem looks different on the surface but obeys the same logic underneath. Harris also brings the structural side. He taught Strategy and Innovation at the US Air Force Academy and commanded a KC-46 air refuelling squadron, which means he has been responsible for organisational design, safety culture and people decisions, not only flight operations. His co-authored book “Aiming Higher” (RTI Press, 2022) was reviewed in the Academy’s Journal of Character and Leadership Development, which is rare for a bureau speaker working in this lane. He still flies. As an American Airlines pilot type-rated across the Airbus A320 family and the Boeing 757, 767 and 777, the standards he asks corporate teams to consider are standards he is still operating under in the next week’s flight schedule. Key speaking topics Trust as an operational capability Leadership under high-consequence pressure Team performance in distributed and hybrid environments Psychological safety and crew resource management Decision-making under uncertainty Culture in safety-critical organisations Leading after restructure or incident Ideal for Boards and executive teams confronting a trust gap after restructure, leadership change or a public incident CHROs and culture leads designing for safety-critical or distributed teams Operational leadership cohorts in regulated sectors: aviation, energy, defence, logistics, financial services Sales kick-offs and leadership summits where the brief calls for credibility under pressure rather than motivational lift Audience outcomes A working definition of trust that can be observed, measured and rebuilt, rather than asserted A method for surfacing unspoken doubt inside senior teams before it becomes an operational cost A clearer view of how psychological safety, accountability and decision speed reinforce each other under pressure Specific behavioural habits drawn from aircrew practice that translate to civilian operating environments A sharper read on what leadership presence looks like when conditions are not stable

Why organisations work with John Weeks He treats culture as a leadership problem, not an HR programme. The work focuses on what executives say and do in the room, not on values posters or engagement scores. His ethnographic training gives him a method most leadership speakers do not have. He reads organisations the way an anthropologist reads a community, then translates what he sees into specific behavioural choices senior leaders can make. He co-directs IMD’s High Performance Leadership programme, the institution’s flagship six-day senior leadership course, which means his material is tested every year against the questions actual CEOs and senior executives bring to Lausanne. His book Unpopular Culture, a study of why a British bank could not change despite years of trying, gives him a sharp argument about why most culture-change efforts fail and what a serious one looks like. He is fluent in the executive’s other reality, the board. Service on the LEO Pharma board means he speaks from inside the governance and accountability structures his audiences operate within. Biography highlights Professor of Leadership and Organizational Behavior at IMD Business School since 2007. Co-director of IMD’s High Performance Leadership programme, the school’s flagship senior leadership course. Author of Unpopular Culture: The Ritual of Complaint in a British Bank, University of Chicago Press, reviewed in the Financial Times, The Economist, The Guardian, BBC Radio 4, and the American Journal of Sociology. Contributor to Harvard Business Review, with articles including “Designing the Hybrid Office” and “Who Moved My Cubes?”, and to the Academy of Management Review and Organization Studies. Eleven years on the faculty of INSEAD before IMD, with three nominations for “Best Teacher”. Former member of the Board of Directors of LEO Pharma. PhD in Management, MIT Sloan; MPhil in Management, Oxford; BA in Computer Science, UC Berkeley. Biography Culture, on the working definition Weeks uses with senior leaders, is what people say and do when they think their bosses are not looking. That sentence does most of the work. It moves the conversation away from values statements and engagement scores and onto the behaviours senior executives actually model, often without noticing. His route into the question is unusual. A computer science degree from Berkeley, an MPhil at Oxford, a PhD at MIT Sloan, and then training as an organizational ethnographer, the discipline of watching what people in a workplace really do rather than what they say they do. That method is the spine of Unpopular Culture, his University of Chicago Press book about a British bank where everyone complained about the culture, no one liked the way things were done, and yet nothing fundamentally changed. The Financial Times, The Economist, BBC Radio 4, and the American Journal of Sociology all engaged with it; the argument has shaped how he reads every organisation since. At IMD, where he has been Professor of Leadership and Organizational Behavior since 2007, he co-directs the High Performance Leadership programme, the school’s flagship six-day course for senior leaders. Eleven years at INSEAD preceded that, including three nominations for the institution’s Best Teacher award. His Harvard Business Review work on hybrid offices and on the design of physical workspace sits alongside more academic publications in the Academy of Management Review and Organization Studies. Service on the LEO Pharma board gives him the other half of the executive’s view, the side that sees governance, accountability, and the consequences of culture rather than only its rhetoric. The result is a speaker who can sit with a CEO at the level of behaviour and at the level of the board agenda, and connect the two. Key speaking topics Organisational culture and leadership behaviour Self-management for senior leaders Culture change in established organisations High performance leadership Hybrid work and the design of organisational space Ethnographic reading of organisations Ideal for CEOs, executive committees, and senior leadership teams setting or resetting culture CHROs and chief people officers running senior leadership development Boards examining culture, governance, and the gap between stated and lived values Leadership academies and flagship internal programmes for high-potential executives Audience outcomes A direct, working definition of culture that leaders can use the next morning A clear view of how their own daily behaviour creates or undermines the culture they say they want A frame for diagnosing why previous culture-change efforts have stalled A sharper sense of what self-management looks like for people running organisations Specific behavioural choices, drawn from research and from senior executive practice, that move culture more reliably than declarative interventions

Why organisations work with Julia Hobsbawm She named the problem before most boards understood it. The Nowhere Office gave senior leaders a vocabulary and a framework for hybrid work at the moment they most needed one. Workplace social health is a category she effectively defined, and Bayes Business School made her its first Honorary Visiting Professor in the field. Her thinking is built from primary research and senior-leader interviews through Workathon, the invitation-only network she founded for decision-makers wrestling with workforce change. She translates a fast-moving debate into board-ready language. Her Bloomberg Work Shift column ran for two years through the period when work itself was being rewritten. She has a four-book arc, from Fully Connected to Working Assumptions, that gives buyers a coherent intellectual backbone, not a topic of the moment. Biography highlights OBE for Services to Business, 2015. Honorary Visiting Professor of Workplace Social Health, Bayes Business School (formerly Cass). Author of The Nowhere Office, The Simplicity Principle, Fully Connected and Working Assumptions. The Simplicity Principle won the American Book Fest Best Book Award 2020 and the NYC Big Book Award 2020; Fully Connected was shortlisted for the CMI Management Book of the Year. Bloomberg contributing columnist; author of the Working Assumptions column for Bloomberg Work Shift, 2022 to 2024. Founder and CEO of Workathon, and founder of the World Work Organisation, launched in 2025. Biography The office stopped being a single place in 2020 and never went back. The Nowhere Office, the 2022 book that gave the post-pandemic workplace its working name, set out the case that hybrid was not a phase to be managed but a structural shift to be designed for. Julia Hobsbawm wrote it from inside the conversation, drawing on a decade of research into how connectivity changes work. That research has a formal home. Bayes Business School made her its first Honorary Visiting Professor of Workplace Social Health in 2018, formalising a category she had been building since Fully Connected, the 2017 book shortlisted for the CMI Management Book of the Year. The Simplicity Principle followed in 2020 and won the American Book Fest Best Book Award and the NYC Big Book Award, extending the argument into how leaders think and decide under cognitive load. Her platform now runs in two directions. Workathon, founded in 2024, is an invitation-only network of senior decision-makers feeding her primary research on workforce change, and produced its first annual study, The United State of Work, in 2025. The World Work Organisation, launched the same year, is an attempt to give the future-of-work conversation a global institutional anchor. She writes for buyers as well as boards. The Working Assumptions column ran in Bloomberg Work Shift from 2022 to 2024, and her latest book of the same name reads as a field report on what leaders thought they knew about work before Covid and generative AI, and what they know now. She was awarded the OBE for Services to Business in 2015. Key speaking topics The future of work and the Nowhere Office Hybrid and flexible working models Workplace social health and connectivity Simplicity and decision-making in complex organisations Generative AI and the human side of work Productivity, presence and the redesign of office life Ideal for CHROs and people directors redesigning hybrid policy and workplace strategy CEOs and executive teams navigating return-to-office and workforce expectations Boards and investors assessing workforce risk and organisational design Real estate, facilities and workplace experience leaders rethinking the role of the office Audience outcomes A clearer language for hybrid work, anchored in named frameworks rather than slogans. A sharper read on what employees now expect from work and how that reshapes retention. A practical lens on workplace social health as a measurable component of performance. An honest account of how generative AI is changing the texture of daily work, not just the tooling.