Inteligência Artificial e IA Generativa speakers

Why organisations work with Lauren Ducrey Seven years inside Google as a senior UX content strategist, writing the conversational personality of Google Assistant and Bard/Gemini. When she talks about what AI can and cannot do with language, she is describing a system she helped build. The Humanifesto is a six-stage method that runs from 45 minutes to half a day, at a 25-person Google Cloud offsite or a 500-person UNOi México keynote, in English, French, Spanish and Portuguese. Every session produces a written piece per attendee and a gallery of those pieces the internal comms team can publish afterwards. Tongues Tied (2021), the EP Cordes sensibles with Paris guitarist Hadrien Remy (2022), and laureate of the 2022 Moving Words competition for “The Second Cactus”. She also writes bespoke opening and closing pieces to a client’s brief. Indeed programmed her Humanifesto session as an interactive breakout at FutureWorks 2026 in Phoenix, where it carried SHRM recertification credit. At AXA, the session sold out fast enough that the team ran it again the same week. Biography highlights Senior UX content strategist at Google for seven years, designing the conversational personality of Google Assistant and, later, Bard and Gemini Author of Tongues Tied (2021) and creator of Cordes sensibles (2022), an EP of poetry set to guitar with Paris musician Hadrien Remy, and laureate of the 2022 Moving Words competition Interviewed by Le Monde, Bloomberg QuickTake and The Huffington Post on the Assistant’s personality, which she was then leading for French-speaking markets Sessions delivered for Meta Creative Shop, Google Cloud, AXA, PepsiCo, Renault, Squarespace and Editora Moderna in Brazil Has taught and performed at Columbia University, IRCAM Paris, The Shed in New York and Maison de la Conversation in Paris HEC Paris graduate, with master’s degrees in literature and social innovation, and a former political speechwriter Biography Someone had to decide how the Google Assistant apologises. For seven years that was part of Lauren Ducrey’s job as a senior UX content strategist at Google, writing conversational personality into the Assistant and later into Bard and Gemini. Every phrasing was a design decision, worked out with psychologists and tested against how people actually talk to machines. That work left her treating language as operating infrastructure. Before she left, she was running workshops inside Google that used poems to practise listening and productive disagreement. A leader who cannot describe their own contribution has little to defend when the restructure arrives. One of Google Cloud’s Partners leaders put the condition to her plainly at an offsite: no time to reflect, multitasking as a permanent fact of the job. The format she built for this is the Humanifesto, six stages from an opening poem to a send-off. In the middle, everyone spends fifteen minutes using AI to draft a statement of what they bring that a machine cannot. Meta Creative Shop gave it the closing slot of a full-day global offsite, and volunteers queued to read their pieces aloud to 130 colleagues. At Editora Moderna’s product launch in Brazil, it held 150 school directors past 7:30pm on a Monday. Tongues Tied came out in 2021, followed in 2022 by Cordes sensibles, an EP of poems set to guitar; her piece “The Second Cactus” took the 2022 Moving Words award. She has read at The Shed in New York and taught at Columbia University and IRCAM in Paris. Indeed placed her Humanifesto session on the FutureWorks 2026 programme in Phoenix, where it carried SHRM recertification credit. Key speaking topics Human capability in an AI-enabled workforce Language as organisational infrastructure Emotional intelligence and leadership under automation Generative AI as a reflection tool Employee engagement at offsites, all-hands and leadership summits Creativity and expression inside technical teams Poetry as a workplace practice Ideal for CHROs and heads of L&D rebuilding employee development around AI capability Internal communications and culture leads running offsites, all-hands and leadership summits with AI-heavy agendas Conference programmers who need one booking to cover a panel, a workshop and the opening and closing slots Creative, marketing and product directors whose teams are questioning their own value against generative tools Audience outcomes A written Humanifesto: a short personal statement of what each person contributes that AI cannot reproduce One concrete use for generative AI they can apply immediately, prompting it to reflect their own thinking back to them rather than to write on their behalf Shared language for what a team does well, drawn from what people in the room actually wrote Vocabulary for naming what they are experiencing during restructures and AI rollouts, which is the precondition for raising it with a manager A gallery of attendee-written pieces the organisation can publish internally afterwards

Why organisations work with Léa Steinacker Her “Code Capital” framework, developed through her University of St. Gallen doctorate and published by Nomos Verlag, gives executive teams a structured way to analyse what is embedded in AI systems from design through deployment, something most AI governance conversations currently lack. Her peer-reviewed research covers specific, contested AI applications, including cross-national surveys of facial recognition acceptance published in Government Information Quarterly and Public Understanding of Science, which gives her arguments empirical grounding rather than assertion. Her 2024 book co-authored with Prof. Dr. Miriam Meckel (Rowohlt Verlag) reached both the Spiegel and Manager Magazin bestseller rankings, evidence that her framing of AI’s organisational and societal consequences resonates with senior business audiences, not only specialist ones. As co-founder of ada Learning, which has equipped thousands of employees from DAX companies, SMEs, and governments with AI transformation skills, she has tested her frameworks inside major institutions at scale, not only described them from the outside. Board-level experience at Weleda AG and active leadership as CEO of GaiaLogic AG mean her perspective on AI governance comes from someone directly accountable for it, not only someone who analyses it. Biography highlights PhD from the University of St. Gallen; doctoral thesis “Code Capital” published as an academic monograph by Nomos Verlag (2022) Co-author with Prof. Dr. Miriam Meckel of “Alles überall auf einmal” (Rowohlt Verlag, 2024), ranked on both the Spiegel and Manager Magazin bestseller lists; published in English as “Everything Everywhere All At Once: How Artificial Intelligence Impacts Our World” and in Korean CEO of GaiaLogic AG; co-founder and former Executive Chairwoman of ada Learning GmbH, which has equipped thousands of employees from DAX companies, SMEs, and governments with AI transformation skills Member of the Board of Directors of Weleda AG; former member of the AI Advisory Board of Ringier AG Lecturer at the University of St. Gallen, teaching “Social and Economic Impacts of Artificial Intelligence” Peer-reviewed publications in Government Information Quarterly, Electronic Markets, Public Understanding of Science, and Data and Policy (Cambridge Core) Degrees from Princeton University (A.B.), Harvard Kennedy School of Government (MPP), and the University of St. Gallen (PhD) Forbes 30 Under 30 Europe; Medium Magazine Top 30 Under 30 Journalists; BCG Thought Leader; Atlantik-Brücke Young Leader; Munich Young Leader (Munich Security Conference and Körber Stiftung); Henry Richardson Labouisse Prize, Princeton University Biography Organisations moving quickly on AI adoption are finding that their governance structures are not keeping pace. Boards are increasingly accountable for what AI systems do to their decisions and their people, yet most lack the analytical frameworks to evaluate it. Léa Steinacker has spent a decade building exactly those frameworks. Her doctoral research at the University of St. Gallen produced Code Capital, a sociotechnical framework for analysing AI systems from design through deployment. Published by Nomos Verlag in 2022, it gives leaders a structured way to identify what AI systems actually contain, from design assumptions to deployment risks. Her peer-reviewed work, covering facial recognition adoption across four countries and published in journals including Government Information Quarterly and Public Understanding of Science, brings empirical grounding to arguments that too often stay at the level of principle. Her 2024 book with Prof. Dr. Miriam Meckel (Rowohlt Verlag) became an immediate Spiegel and Manager Magazin bestseller and was subsequently translated into English and Korean. It moved the question of what AI means for people, organisations, and societies from ethical debate into practical leadership conversation. She now carries that perspective directly into practice as CEO of GaiaLogic AG and as a lecturer at the University of St. Gallen. As a member of the Board of Directors of Weleda AG, her perspective on AI governance is shaped by institutional accountability, not only academic analysis. She co-founded ada Learning, which has equipped thousands of employees from DAX companies, governments, and civil society organisations with AI transformation skills. She holds degrees from Princeton University, the Harvard Kennedy School of Government, and the University of St. Gallen. Key speaking topics AI governance and responsible deployment The societal and organisational implications of AI Code Capital and sociotechnical analysis of AI systems AI regulation and the European policy framework Workforce transformation and AI readiness Human-AI collaboration and decision-making AI and the future of knowledge work Ideal for Boards and C-suite executives evaluating AI governance and accountability structures Chief Technology Officers, Chief Digital Officers, and transformation leads navigating AI adoption Policy, legal, and compliance teams working on AI regulation and enterprise risk Senior HR and people leaders managing workforce readiness and AI-driven organisational change Audience outcomes A framework, grounded in the Code Capital model, for evaluating what AI systems do to organisations beyond their stated technical capabilities Clearer understanding of where AI governance risk accumulates before it becomes visible at board level Practical grounding in European AI regulation and what it means for organisational decision-making and liability A more precise vocabulary for asking the right questions about AI in leadership and governance contexts Greater clarity on how to structure workforce readiness initiatives that treat AI transformation as an organisational challenge, not only a skills one

Why organisations work with Limor Ziv She closes the gap between AI governance theory and AI commercial performance, with named client work at Google, KPMG, Bright Data, SolarEdge, and Medison Pharma. Humane AI was selected by Meta among 2025’s most promising AI startups; she sits on the Scientific Council of the Israeli Association for Ethics in AI. Her peer-reviewed research with 74 senior AI and data professionals (MDPI, 2025) gives boards a working diagnostic for the breakdowns that destroy AI value, from data and governance to context and business alignment. She works the practitioner seam between academic credibility and commercial deployment, the same person teaches the lecture and runs the workshop afterwards. Operator credibility on the women-in-AI question, with public roles in Israel’s data and ethics communities, without converting that into a separate keynote category. Biography highlights Founder and CEO, Humane AI, selected by Meta among 2025’s most promising AI startups. Postdoctoral fellowship in Human-AI Interaction; Ph.D., Tel Aviv University, where she was named to the “100 Outstanding Lecturers” list. Co-author, “Behind the Algorithm: International Insights into Data-Driven AI Model Development” (MDPI, 2025), based on interviews with 74 senior AI and data professionals. Scientific Council member, Israeli Association for Ethics in AI (IAEAI). Named keynote and consulting work for Google, KPMG, Bright Data, SolarEdge, Medison Pharma, government ministries, and municipalities including Tel Aviv. Biography AI investments are returning less than executive committees expected, and regulatory scrutiny is rising in parallel. The two pressures meet at the same operational layer, where most AI deployments quietly fail. Dr. Limor Ziv built Humane AI to work at that seam. The company was selected by Meta among 2025’s most promising AI startups. In a keynote, she takes apart the hidden risks built into everyday algorithms and gives senior audiences practical ways to govern AI systems and to lower the exposure they create. She works with organisations to capture the upside of AI and avoid the failure modes that come with deploying it. The research underwrites the consulting. Her 2025 paper with Maayan Nakash in MDPI’s Machine Learning and Knowledge Extraction draws on interviews with 74 senior AI and data professionals across countries and sectors. The recurring breakdowns it surfaces are the same ones that destroy commercial performance: weak data quality, missing context, governance gaps, and business misalignment. Her client base spans government ministries and municipalities, universities, and technology companies, including Google, KPMG, Bright Data, SolarEdge, and Medison Pharma. She lectures in graduate programmes at universities and was named to Tel Aviv University’s list of 100 Outstanding Lecturers. The brief is consistent across them: make AI deployments that earn their investment and hold up when someone audits the decisions. Key speaking topics Responsible AI and AI ethics AI risk management and compliance AI governance and regulatory readiness Data quality and data-centric AI Human-AI interaction and human-centred design Realising value from AI investment AI in regulated sectors, including healthcare and finance Operationalising responsible AI in the enterprise Ideal for Boards and executive committees accountable for both the return on AI investment and the defensibility of the AI systems they sign off. Chief AI officers, chief data officers, and CISOs operationalising responsible AI policy while showing it earns its cost. Regulated-industry leadership in healthcare, financial services, and public sector wrestling with AI deployment under compliance pressure. Heads of AI, innovation, and transformation under pressure to show a return on AI spend without creating regulatory exposure. Audience outcomes A working definition of AI risk that distinguishes data risk, model risk, and decision risk, and a sense of where each lives in the organisation. A view of what AI deployment actually demands of operating teams, drawn from her empirical research with 74 senior practitioners across countries and sectors. A grounded read on the live regulatory and ethical debates, from a Scientific Council member of the Israeli Association for Ethics in AI. An honest read on the gap between what AI investments cost and what they return, and on the operating work that decides whether the gap closes.

Why organisations work with Lior Arussy He has the documented Mercedes-Benz USA case: a dealer network that moved from ninth to first in customer satisfaction, with 25,000 employees engaged through 80 full-day programmes. His method treats customer experience as an execution problem, not a brand or service problem. The deliverable is behavioural change at the frontline, tied to revenue and retention. He brings a published intellectual track. Seven books, including Next Is Now (Simon & Schuster) on building organisations for continuous change, and 300+ articles, with regular contributions to Harvard Business Review and Chief Executive. He has run more than 200 corporate transformations through Strativity, with clients including Mercedes-Benz, Royal Caribbean, Thomson Reuters, HSBC, SAP, FedEx, and Johnson & Johnson. The reference base is unusually deep for a CX speaker. His Generative AI keynote work addresses what the technology does to customer expectations and to the operating model of customer-facing teams. It is positioned as a strategic conversation, not a tooling demo. Biography highlights Founder and CEO of Strativity Group, a global customer experience and strategy execution consultancy operating across multiple countries. Author of seven books, including Next Is Now (Simon & Schuster, 2018), Passionate and Profitable (Wiley, 2005), and Customer Experience Strategy. 300+ published articles, with regular contributions to Harvard Business Review and Chief Executive media. Led the Mercedes-Benz USA customer experience transformation, taking the dealer network from ninth to first in customer satisfaction. Named to the Global Gurus customer service and customer experience rankings; recipient of the CRM Magazine “Influential Leaders” award. MBA, Weatherhead School of Management, Case Western Reserve University. Previously held executive positions at Hewlett-Packard. Biography Most customer experience programmes do not fail at the strategy stage. They fail when an engaged steering committee meets a frontline that has been trained to comply with policy rather than own a customer outcome. Arussy has spent two decades closing that gap inside large organisations. He founded Strativity Group in 2003 and has since led more than 200 corporate transformations across customer experience, employee engagement, and strategy execution. The Mercedes-Benz USA work is the cleanest illustration: a dealer network that moved from ninth to first in customer satisfaction after 25,000 employees were engaged through 80 full-day programmes. A European logistics client he advised moved from 3% to 44% annual organic growth in two years. The work is consistently anchored in measurable commercial change, not in survey scores or brand language. The published track behind the consulting is substantial. He has written seven books, including Next Is Now (Simon & Schuster, 2018) on building organisations that thrive under continuous change, and Passionate and Profitable (Wiley, 2005) on why customer strategies typically fail. He has published more than 300 articles, including in Harvard Business Review, and contributes regularly to Chief Executive media. His current keynote work extends into the implications of generative AI for customer expectations and the operating model of customer-facing teams. For a senior buyer, the value is access to a CX practitioner who has done the work at scale and writes about it with the directness of someone who has watched it succeed and fail in real organisations. The references run from Mercedes-Benz and Royal Caribbean to HSBC, SAP, and Johnson & Johnson. Key speaking topics Customer experience as commercial growth strategy Strategy execution and behavioural change at the frontline Customer-centric culture and employee engagement The generative AI-empowered customer Leading continuous change and organisational reinvention Personal agency and ownership in transformation Ideal for Chief Customer Officers, CXOs, and Chief Marketing Officers leading enterprise-wide CX programmes. CEOs and COOs evaluating the gap between customer strategy and operating reality. Transformation and change leaders responsible for embedding new behaviours across large, distributed workforces. Boards and leadership teams in retail, financial services, automotive, hospitality, logistics, and B2B technology. Audience outcomes A practitioner’s account of what separates CX programmes that move revenue from those that move only dashboards. A clearer picture of how generative AI is reshaping customer expectations and the work of customer-facing teams. The five steps from Next Is Now applied to the audience’s own change environment. Named case material from Mercedes-Benz, Royal Caribbean, and other Fortune 500 transformations. A direct challenge to the policy-and-consistency model of customer service, with the alternative framed in operational terms.

Why organisations work with Lior Zoref He gives leaders a tested method for sourcing decisions and ideas from hundreds or thousands of people, drawn from his Bar-Ilan PhD research and his book Mindsharing rather than from anecdote. His TED 2012 talk, the first ever crowdsourced TED talk, is itself a working demonstration of the method, complete with a live audience experiment that hit within three pounds of the right answer. He has run the same playbook inside Microsoft as a VP, which means he can speak to senior teams about adoption, internal politics and the practical limits of crowd input, not just the upside. His current work on collective and artificial intelligence gives executives a usable frame for where human crowd input still beats algorithms, and where the two should be combined. Boards and CEO offices can put him in front of an audience that includes Bill Gates, Al Gore and Jeff Bezos at TED-level events without losing them on technical depth or losing the room on accessibility. Biography highlights PhD in crowdsourcing, Bar-Ilan University; BA and MA in computer science, the Technion. Fourteen years at Microsoft, ending as Vice President of Marketing for Consumer and Online Services. Author of Mindsharing: The Art of Crowdsourcing Everything, listed by Inc. magazine among its top books for entrepreneurs. Delivered the first crowdsourced TED talk at TED 2012 in Long Beach, including a live ox-weighing experiment that became one of the conference’s most-discussed moments. Keynote client list includes SAP, KPMG, Jaguar, Kodak, Nike, LinkedIn, Element Fleet Management and the Consumer Technology Association. Coverage and citation in Fast Company, Harvard Business Review, NPR, The New Yorker, Inc. and the BBC. Biography The first crowdsourced TED talk was delivered in 2012 by a former Microsoft marketing VP who walked on stage at Long Beach with a live ox. Five hundred audience members guessed its weight. The crowd’s average came within three pounds. The point of the demonstration was simple. Groups, properly used, are often more accurate than the smartest individual in the room. The speaker behind it, Lior Zoref, has spent the years since turning that idea into a working method for organisations. His PhD in crowdsourcing at Bar-Ilan University, combined with fourteen years inside Microsoft, gives him a rare double position. He can argue the academic case for crowd wisdom and explain what it actually takes to run it inside a large company with established hierarchies and politics. Mindsharing, his book on the topic, was named by Inc. magazine among its best books for entrepreneurs and has been translated into multiple languages. It treats social and internal networks as a decision-making asset that most leaders still underuse, with examples drawn from how he crowdsourced his own TED talk and his book. His current keynote work focuses on the line between collective human intelligence and artificial intelligence. The argument he brings to senior audiences is not that AI replaces the crowd, or that the crowd outperforms AI, but that organisations that learn to combine the two will out-decide and out-innovate those that pick a side. Key speaking topics Crowd wisdom and collective intelligence Innovation and idea generation at scale Decision-making in complex environments Collective intelligence and artificial intelligence Leadership in the era of networked organisations Crowdsourcing for product, marketing and strategy Ideal for CEOs and executive teams looking to widen the input set on major strategic decisions Innovation, R and D and product leaders running idea-generation programmes CMOs and customer experience leaders using community and customer crowds as a strategic asset Leadership offsites and TED-style flagship events that need a high-credibility, demonstration-led keynote Audience outcomes A working understanding of when crowd input beats expert input, and when it does not Concrete techniques for running crowdsourced decisions inside an organisation, with named examples A clearer view of how to combine human collective intelligence with AI tools rather than treating them as substitutes A memorable, demonstration-led case for changing how senior teams generate options before they choose

Why organisations work with Lisa Ventura An MBE-recognised and Chartered Fellow (FCIIS) authority on the cultural and behavioural side of cyber security, the area boards now name as their largest residual exposure once tooling is in place. Chief Executive and Founder of the AI and Cyber Security Association, the first global trade association for the convergence of AI and cyber security, which gives her a current read on how AI is changing both attacker behaviour and defensive practice. Founder of Cyber Security Unity, a global community of practitioners, which gives her live cross-industry visibility into what is actually working against social engineering, phishing, and insider risk. A practical voice on neurodiversity and inclusion in cyber security hiring, useful for organisations trying to widen a tight talent pool without diluting capability. Author of Artificial Intelligence in Cybersecurity (Kogan Page) and Human Factors in Cybersecurity (BPB), two trade-published books that map onto the two problems she is booked to address. Biography highlights MBE, King Charles III Birthday Honours 2023, for services to cyber security and to diversity and inclusion. Fellow of the Chartered Institute of Information Security (FCIIS), 2025. Chief Executive and Founder of the AI and Cyber Security Association (AICSA), the first global trade association for the convergence of AI and cyber security. Chief Executive and Founder of Unity Group Solutions Limited, and Founder of Cyber Security Unity (formerly the UK Cyber Security Association). Author of Artificial Intelligence in Cybersecurity (Kogan Page) and Human Factors in Cybersecurity (BPB), alongside The Rise of the Cyber Women series. Recent recognition includes a Lifetime Achievement Award at the Security and Safety Entrepreneur Awards (2026) and a place in the Independent Impact 50, the UK listing of leading independent PR and communications practitioners (2026). Listed on IT Security Guru’s Most Inspiring Women in Cyber Security, We Are Tech Women Top 100, and IFSEC Global Influencers. Biography The cyber security industry sells controls. What it has been slower to sell is culture. Most organisations now have endpoint protection, SIEM platforms, and incident response retainers. The breaches that still happen are almost always human: a click, a credential, a process gap, an exhausted analyst missing a signal at 3am. That is the territory Lisa Ventura works in. She founded Cyber Security Unity, a global community for cyber security practitioners, out of the view that the industry stays fragmented and works in silos. More recently she founded the AI and Cyber Security Association, the first global trade association built around the convergence of AI and cyber security, giving practitioners and organisations a place to work through what AI changes for both attack and defence. As Chief Executive and Founder of Unity Group Solutions Limited, a cyber security awareness and strategic communications consultancy, she works across concurrent client engagements, which keeps her practice grounded in live delivery. Two trade-published books track the two problems she works on: Artificial Intelligence in Cybersecurity (Kogan Page) on where the field is heading, and Human Factors in Cybersecurity (BPB) on why people, not tools, decide most outcomes. An MBE in 2023 and a Fellowship of the Chartered Institute of Information Security in 2025 recognise that body of work. Cyber security has a hiring problem, and one of the cheapest ways to widen the pipeline is to treat neurodiversity and non-linear career paths as an advantage. Ventura is openly autistic and ADHD, diagnosed later in life, and uses that experience to make the business case to CISOs and HR teams who are losing talent they could keep. Key speaking topics Cyber security awareness and culture change The human layer of cyber risk Neurodiversity in cyber security hiring and retention Social engineering and phishing defence Burnout, stress, and mental health in security teams Cloud security collaboration Women and underrepresented groups in cyber security careers Ideal for CISOs and security leadership teams running awareness programmes that have stalled CHROs and talent leads trying to widen the cyber security hiring pipeline Boards and audit committees treating cyber as a culture and conduct issue, not only a control issue Industry conferences and corporate events on cyber security, technology workforce, and inclusion Audience outcomes A clearer view of where human factors sit inside the organisation’s actual cyber risk picture Specific, applicable approaches to awareness training that move behaviour, not just completion rates A practical case for treating neurodiversity as a hiring advantage in security teams Recognition of the burnout patterns that quietly damage incident response capability Cross-sector reference points from a practitioner community rather than a vendor stack

Why organisations work with Lisa Walden She translates over a decade of qualitative research on generational sociology into culture decisions a CHRO can actually defend at board level, not survey commentary. Two published books, including The Future of Work is Human and the Wiley “For Dummies” field guide on managing millennials, give her arguments a public, citable spine. She tackles the contested ground of hybrid work, return-to-office friction and Gen Z expectations without retreating into either nostalgia or hype. Her work on trust and psychological safety reads as operational, not therapeutic: barriers named, ingredients specified, applied across in-person, virtual and hybrid teams. She customises through pre-event interviews with client teams, so the keynote lands on the organisation’s specific cultural tension rather than a generic future-of-work narrative. Biography highlights Co-founder of Good Company Consulting, a workplace culture and future-of-work advisory firm. Co-author of The Future of Work is Human: Transforming Company Culture for a Post-Pandemic World (with Hannah L. Ubl). Co-author of Managing Millennials for Dummies, part of Wiley’s “For Dummies” series. Advisor to organisations including BMW, Siemens, HP, Syntellis, the Federal Reserve Bank of San Francisco and Texas A&M University System. Over a decade of qualitative research on generational dynamics and employee experience. Speaker on culture, trust, hybrid work, AI and human judgement, and cross-generational collaboration. Biography Five generations now share the same payroll, and the cultural assumptions each one brought to work have stopped quietly cohabiting. Trust expectations differ. Communication norms differ. The unwritten contract between employer and employee, the one that held through most of the late twentieth century, no longer carries the room. This is the territory Lisa Walden has spent more than a decade studying as a generational sociologist and workplace strategist. As co-founder of Good Company Consulting, Walden advises organisations on how to redesign culture for a workforce that no longer agrees on what work is for. Her clients include BMW, Siemens, HP, the Federal Reserve Bank of San Francisco, Syntellis and Texas A&M University System. The work focuses on the connective tissue of an organisation: trust, psychological safety, communication norms, and the specific operating shifts that make a hybrid or multigenerational workforce coherent rather than fractious. Her two books anchor the public argument. The Future of Work is Human, co-authored with Hannah Ubl, sets out a post-pandemic culture playbook built around compassionate leadership and person-first management. Managing Millennials for Dummies, published in Wiley’s “For Dummies” series, gave her the early platform on generational management and remains a working reference for HR and people leaders. What distinguishes her on a stage is the refusal to default to either the wellness register or the technology register when discussing culture. She treats generational difference as a design input for operating decisions, not a personality theme, and she addresses the friction points that senior teams usually avoid in public: return-to-office disagreement, Gen Z expectations of managers, and what AI adoption does to the human texture of a team. Key speaking topics Future of work and post-pandemic culture Multigenerational workplace dynamics Trust and psychological safety Hybrid and remote work design Employee engagement and motivation Human-centred AI adoption Leadership communication across generations Ideal for CHROs, people leaders and heads of culture redesigning post-pandemic operating norms. Executive teams confronting return-to-office friction and hybrid policy disagreement. Boards and CEOs of organisations with significant Gen Z and millennial workforces. Leadership development and talent programmes inside large, multi-generational employers. Audience outcomes A clearer view of where generational friction is actually costing the organisation, and where it is noise. A working vocabulary for trust and psychological safety that managers can apply on Monday. Specific operating moves for hybrid and in-person team design, not policy slogans. A way to talk about AI adoption that treats human judgement as a capability, not a leftover. Confidence to make culture decisions defensible to both a board and a Gen Z hire.

Why organisations work with Liv Boeree She gives boards a vocabulary, “Moloch traps,” for the race-to-the-bottom dynamics they already feel in AI deployment, pricing, and risk-taking, and a framework for naming when their organisation is inside one. Her decision-making content is grounded in nine years as a Team PokerStars Pro and a European Poker Tour championship, not theory. Senior leaders take her seriously on probability, expected value, and tilt because she has earned the right to teach it. She is one of the few speakers who can connect operator-level judgement under uncertainty to the systemic question of how the AI industry coordinates. That range matters for boards trying to hold both perspectives at once. Through Raising for Effective Giving, which she co-founded, she has moved more than twelve million dollars into evidence-weighted causes including AI safety. Her stance on responsible technology is backed by her own capital allocation, not just rhetoric. Her TED main-stage talk on competition in AI gives buyers a known reference point and an audience already primed to engage with the argument. Biography highlights First-class degree in Physics with Astrophysics, University of Manchester. European Poker Tour Sanremo champion and World Series of Poker bracelet winner; nine years as a Team PokerStars Pro. TED main-stage speaker, “The Dark Side of Competition in AI.” Co-founder, Raising for Effective Giving (REG), which has directed over twelve million dollars to high-impact causes. Host of the Win-Win Podcast, applying game theory to AI, climate, and coordination problems. Featured guest on The Jim Rutt Show and Ground Truths with Eric Topol, among other named outlets. Biography The AI industry is in a race that few of its participants would, on reflection, choose to be running. Speed is rewarded, caution is punished, and the incentive landscape pulls each lab away from the safety posture its own people quietly believe in. Liv Boeree calls this a Moloch trap, after the game-theoretic force that turns competition between rational actors into outcomes none of them want. Her route into that argument is unusual. She trained as a physicist at the University of Manchester, then spent nine years as a Team PokerStars Pro, winning a European Poker Tour championship and a World Series of Poker bracelet. Poker taught her a vocabulary for thinking under uncertainty: expected value, calibration, tilt, the difference between a bad outcome and a bad decision. That vocabulary now sits at the centre of how she talks to leadership audiences about judgement. In 2014 she co-founded Raising for Effective Giving, which has channelled over twelve million dollars from the poker community into causes including AI safety, disease prevention, and farm animal welfare. Her TED main-stage talk, “The Dark Side of Competition in AI,” extended the same argument to the largest technology firms: industries can be steered into outcomes the individual players inside them do not endorse, and the only way out is deliberate coordination. Her current work runs through the Win-Win Podcast and a steady cadence of writing and broadcast appearances on AI risk, governance, and how serious organisations should act inside competitive races. For boards and executive teams trying to hold both the operator’s question, what is the right next decision, and the systemic question, what game are we actually in, she offers a rare combined view. Key speaking topics AI race dynamics and Moloch traps Decision-making under uncertainty Game theory for leaders AI safety and alignment Effective philanthropy and capital allocation Probability, calibration, and forecasting Ideal for Boards and executive committees setting AI strategy and risk posture Chief Risk Officers, Chief AI Officers, and heads of AI governance Senior leadership offsites focused on judgement and decision-making under uncertainty Investor and philanthropic audiences weighing high-uncertainty capital allocation Audience outcomes A working definition of Moloch traps and a way to spot them inside their own competitive context. A sharper distinction between a bad decision and a bad outcome, drawn from professional poker practice. A more honest read of where AI industry incentives are pushing their organisation, and where governance can credibly intervene. A vocabulary for talking about expected value, calibration, and risk that travels between the boardroom and the operating team.

Why organisations work with Louise Laing She has run the operating model she now sells advice on. As CEO of Shrimps she grew revenue by 240% and brought the business into positive EBITDA within three years, with senior prior roles at Burberry and Reiss in sourcing, development and supply chain. PhygitalTwin and Phygen give her a working technical view of how AI compresses pattern engineering and digital-to-physical production, not a consultant’s overview of the field. She translates between creative directors, production heads and technology teams. Heritage fashion businesses lose months because those three functions speak different languages; she has worked inside all three. Recode the Curriculum, the foundation she leads, gives her a credible voice on closing the technology confidence gap among young women, which connects her commercial work to a wider workforce question senior buyers care about. Biography highlights Founder, PhygitalTwin (2022), an AI platform converting 3D designs into game-ready digital assets and production-ready physical files. Founder, Phygen, AI-native pattern engineering platform. Former CEO, Shrimps (London fashion brand). Drove 240% revenue growth and positive EBITDA within three years. Senior leadership roles previously held at Burberry and Reiss, in sourcing, product development and supply chain. Founder, Recode the Curriculum, a foundation supporting girls into technology and entrepreneurship. Speaker at the World Economic Forum, Davos (January 2024, Phygital Wednesday with CV Labs and Phygicode). Contributor to The Interline. Biography Pattern engineering is the part of the fashion supply chain almost no one outside the industry sees. It is also where six to eight weeks of every new garment is spent. Louise Laing has built her last decade of work around the question of what happens when that cycle collapses to hours. PhygitalTwin, the company she founded in 2022, is an AI SaaS platform that converts a single 3D design into two commercial outputs: a rigged, game-ready digital skin and a print-ready file for physical merchandise. Phygen, a parallel venture, automates the pattern, grading and tech-pack work that traditionally sits between designer and factory. Both are built on a thesis she has lived inside: fashion’s waste problem is structural, and the solution sits in the production model rather than the marketing one. Before founding either company, she ran a fashion business. As CEO of Shrimps she grew revenue by 240% and took the company into positive EBITDA within three years, while protecting the brand’s creative identity. Earlier senior roles at Burberry and Reiss gave her direct operational experience of sourcing, product development and supply chain at scale, which is the operating context most heritage brands now have to redesign. Her wider work includes Recode the Curriculum, a foundation introducing girls to technology as a creative and entrepreneurial pathway. She has spoken at the World Economic Forum in Davos and writes for The Interline on fashion, gaming and brand strategy in virtual environments. Key speaking topics AI in fashion design and product development 3D and on-demand production Phygital fashion and the digital-to-physical product chain Supply chain optimisation in heritage and emerging brands Sustainability through production model redesign Entrepreneurship and scaling a fashion business Women and girls in technology Ideal for Boards and executive teams in fashion, retail and consumer brands considering operational redesign around AI. Heads of product, sourcing and supply chain looking for a working view of digital-to-physical workflows. Innovation, transformation and digital leaders in adjacent industries (consumer goods, luxury, sportswear) studying fashion as a sector ahead on phygital. Programme leads building gender-balanced technology talent pipelines. Audience outcomes A clearer operating picture of where AI compresses real cost and time in product development. Specific examples of how 3D, on-demand and digital twin technology change unit economics in a brand business. A view of phygital fashion as a commercial category, with the brand and IP questions it raises. An entrepreneur’s perspective on running a creative business through an operational reinvention.

Why organisations work with Luciano Floridi His AI4People framework, developed in 2018 and formally adopted by the European Commission’s High-Level Expert Group on AI in 2019, is one of the intellectual foundations of the EU AI Act – the world’s first major AI regulation. Organisations engaging him are drawing on the reasoning that shaped it. The Fourth Revolution (Oxford University Press, 2014) introduced the “infosphere” and “onlife” frameworks – giving organisations a principled vocabulary for what happens to human agency, identity, and accountability when AI systems become environmental forces rather than discrete tools. He holds a specific, counterintuitive argument – that AI is a new form of agency rather than a new form of intelligence – with direct consequences for how boards assign responsibility, structure oversight, and communicate accountability to regulators. His advisory work spans the European Commission, the German Ethics Council, the UK Cabinet Office, and companies including Google, IBM, and Microsoft – grounding his perspective in the institutional realities of AI governance, not abstracted from them. His five-volume tetralogy on the philosophy and ethics of information, published by Oxford University Press, is the most systematic academic treatment of the field – giving organisations access to a structured intellectual architecture that briefings and AI ethics summaries cannot replicate. Biography highlights Founding Director, Digital Ethics Center, Yale University; John K. Castle Professor in the Practice of Cognitive Science Formerly OII Professor of Philosophy and Ethics of Information, University of Oxford, and Director of the Oxford Internet Institute’s Digital Ethics Lab Chair, AI4People Scientific Committee (2018); framework adopted by the European Commission’s HLEG on AI in 2019 and foundational to the EU AI Act Author of over 300 works; books include The Ethics of Artificial Intelligence (OUP, 2023), The Fourth Revolution (OUP, 2014), and The Philosophy of Information (OUP, 2011) Knight of the Grand Cross of the Order of Merit of the Italian Republic (2022) – Italy’s highest national honour; IBM Thinker Award; Barwise Prize, American Philosophical Association Editor-in-Chief, Philosophy & Technology (Springer Nature), since 2010 Biography Most AI governance conversations begin with the technology and arrive at the harder questions only under pressure. What AI does to human agency, to accountability structures, and to the nature of responsibility inside organisations cannot be resolved by technical frameworks alone. Luciano Floridi has spent three decades building the conceptual tools that fill that gap. His 2014 book The Fourth Revolution (Oxford University Press) introduced the “infosphere” and “onlife” frameworks – arguing that digital technologies constitute a fourth revolution in human self-understanding, comparable in scale to those of Copernicus, Darwin, and Freud. His more recent work positions AI as a new form of agency rather than a new form of intelligence. That distinction has direct implications for how organisations assign accountability and design oversight structures. That thinking has had direct regulatory consequences. As chair of the AI4People Scientific Committee, Floridi developed the ethical framework the European Commission’s High-Level Expert Group on AI formally adopted in 2019. It underpins the EU AI Act – the world’s first major AI regulation. He also served on the HLEG itself. His advisory work spans the European Commission, the German Ethics Council, the UK Cabinet Office, and companies including Google, IBM, and Microsoft. Since 2023, he has been Founding Director of Yale University’s Digital Ethics Center, where he holds the John K. Castle Professorship in the Practice of Cognitive Science. He has published more than 300 works and serves as Editor-in-Chief of Philosophy & Technology (Springer Nature). In 2022 he was awarded the Knight of the Grand Cross of the Order of Merit of the Italian Republic – Italy’s highest national honour. Key speaking topics AI ethics and digital governance Philosophy of information The EU AI Act and responsible AI regulation Organisational accountability in AI-mediated environments Data protection and digital rights Generative AI: agency, not intelligence The infosphere and the digital transformation of human identity Ideal for Boards and C-suite leadership teams making decisions about AI deployment and governance risk Chief Digital Officers, Chief Technology Officers, and Chief Risk Officers navigating AI regulation Regulatory, legal, and compliance functions operating under the EU AI Act or preparing for digital governance frameworks Government bodies and public sector organisations designing AI oversight structures Audience outcomes A working framework for understanding why existing AI governance policies often fail to address questions of accountability – and what a principled alternative looks like Familiarity with the “infosphere” and “onlife” concepts from The Fourth Revolution and their application to organisational decision-making A clear account of the “agency without intelligence” argument – and what it means for how organisations assign responsibility and structure oversight Practical orientation on the EU AI Act’s intellectual foundations and what genuine compliance requires beyond procedural checkboxes Insight into how governments, regulators, and major technology companies are approaching AI governance from someone who has participated directly in shaping those frameworks

Why organisations work with Magnus Lindkvist He built the academic discipline he speaks from. In 2008 he created the world’s first accredited course in trendspotting and future thinking at the Stockholm School of Entrepreneurship, which gives the work an unusually serious intellectual base for the futurist category. His books are a connected argument, not a back catalogue. Everything We Know Is Wrong, The Attack of the Unexpected, and When the Future Begins set out why most forecasting fails, and his 2025 book with MIT research scientist Bryan Reimer, How to Make AI Useful, applies the same method to the one technology every forecast now has to reckon with. He treats unexpected events as a strategic category, not a footnote. Boards used to thinking in trends get a sharper framework for the shocks that trends cannot predict. He has spent three decades inside the meeting rooms of Fortune 500 boards, ministries, and global institutions, which means the material is calibrated for senior audiences rather than conference floors. The delivery is a deliberate performance. He calls it intellectual acupuncture, and senior buyers consistently book him for sessions where the brief is to change how a leadership team thinks, not to brief them on a topic. Biography highlights Co-author, with MIT research scientist Dr Bryan Reimer, of How to Make AI Useful: Moving Beyond the Hype to Real Progress in Business, Society and Life (LID Publishing, 2025). Creator, in 2008, of the world’s first academically accredited course in trendspotting and future thinking at the Stockholm School of Entrepreneurship, and founder of the consultancy Pattern Recognition (2005). Author of further books on creativity and crisis recovery, including Minifesto, Creative Friction (with music journalist Jan Gradvall), The Reset Book, and The Dare to be Different Book. Has advised and presented to Fortune 500 boards, government ministries, and global institutions. MSc in Business and Economics, Stockholm School of Economics; degree in film production, UCLA. Over 1,000 keynotes delivered to corporate, institutional, and government audiences across roughly three decades. Biography Most forecasting fails for the same reason. It extrapolates the present and underweights everything that arrives from outside the model. Magnus Lindkvist has spent three decades building a more honest discipline around that problem, and a body of work that takes long-term thinking seriously as a leadership skill. The intellectual base is unusual for the futurist category. In 2008 he created the world’s first accredited course in trendspotting and future thinking, at the Stockholm School of Entrepreneurship, after founding his consultancy Pattern Recognition in 2005. The trio of books that anchors his speaking work, Everything We Know Is Wrong, The Attack of the Unexpected, and When the Future Begins, runs as a connected argument: trends matter, the events that break them matter more, and organisations need a different mental architecture for the long horizon. The delivery is the second reason senior buyers commission him. He treats a keynote as a performance designed to shift a room’s assumptions, which is why boards, ministries, and global firms tend to use him when the leadership team needs to think differently, not simply hear an update. The same instinct runs through his shorter books: Minifesto makes the case for small ideas inside organisations dominated by grand narratives, and The Dare to be Different Book sets out what it takes to produce genuinely original work. His most recent book takes that discipline straight to the technology now reshaping every forecast. How to Make AI Useful, written with MIT research scientist Bryan Reimer and published in 2025, sets aside both the utopian and the apocalyptic framings of artificial intelligence and asks a narrower question: where AI is actually useful, and for whom. It is the foresight method applied to the defining uncertainty of the decade. Key speaking topics Long-term thinking and strategic foresight Trendspotting and turning points in industries The strategic role of unexpected events Making artificial intelligence useful in business Creativity and the conditions for original work Reset and recovery after crisis Innovation under uncertainty The future of technology and society Ideal for Boards and executive teams setting multi-year strategy under high uncertainty CSOs, heads of strategy, and corporate development leaders responsible for long-range planning Innovation, R&D, and foresight leads inside large incumbents Leadership offsites where the brief is to change how the team thinks, not to deliver an update Audience outcomes A sharper sense of where current forecasting habits are likely to mislead a leadership team A practical vocabulary for distinguishing trends, turning points, and genuinely unexpected events A more honest framework for long-term thinking, drawn from his book When the Future Begins A renewed view of creativity and small ideas as strategic assets, not cultural ornaments A clearer view of where AI is genuinely useful in their business and where current enthusiasm outruns the evidence, drawn from How to Make AI Useful

Why organisations work with Maher Mezher He holds a patent on the Innovators Process, a four-phase method filed across multiple jurisdictions, and uses it as the operating system inside the workshops he runs. His credibility is built on shipped products, not models on paper. The Fertility Loan he created in retail banking is a teaching case in Philip Kotler’s Principles of Marketing. He works in the languages and industries where innovation is hardest to land: regulated banking, telecom and pharma across the Middle East and Europe. He brings a tool stack, not just a talk. The Innovators Tool app, Innovators Habits and Become an INNOVATOR methodology give teams something to use the day after the keynote. He sits inside the regional innovation infrastructure, including Georgetown University in Qatar’s executive education and Qatar Foundation’s Stars of Science programme. Biography highlights Founder of Innovators League, a consulting and training firm focused on installing innovation capability inside large organisations. Inventor of the Innovators Process, a four-phase innovation method protected by patent filings. Creator of the Innovators Tool, an app for guiding teams from idea to commercial concept. Faculty for Leading Change through Innovation at Georgetown University in Qatar Executive Education. Mentor at Stars of Science, the Qatar Foundation pan-Arab innovation programme. Originator of the Fertility Loan, a retail banking product cited as a case study in Philip Kotler’s Principles of Marketing. Biography Most innovation programmes fail at the same point. Ideas are generated, pilots are funded, and then the work stalls between the lab and the line. Maher Mezher built his career on closing that gap, first as a banker shipping products, then as the operator of a method designed to make innovation behave like a managed process. His starting move was the Fertility Loan, a retail banking product he created that ran into a real customer need rather than a marketing brief. It later appeared as a case in Philip Kotler’s Principles of Marketing, which is the kind of citation that signals practitioner credibility rather than academic positioning. From that base he built Innovators League, the consulting firm through which he now works with banks, telcos, pharma companies and government bodies. The intellectual core is the Innovators Process, a patented four-phase method, supported by the Innovators Tool app and the Become an INNOVATOR methodology used inside client workshops. He sits inside the region’s innovation infrastructure as much as he speaks at it: faculty for Georgetown University in Qatar’s executive education on leading change through innovation, and a mentor on Stars of Science, the Qatar Foundation programme that backs Arab inventors. That mix of patent holder, product builder and teacher is what large organisations book him for. Key speaking topics Structured innovation process Innovation capability inside regulated industries Digital leadership and AI for non-technical leaders Creative leadership under uncertainty Innovator habits and behaviour change Product and business model innovation Innovation in financial services Ideal for CEOs and innovation leads in banks, telcos and pharma planning a multi-year innovation programme Heads of product and transformation responsible for moving concepts to launch Executive education and leadership academies in the Middle East and Europe Government and sovereign innovation bodies building national capability Audience outcomes A working understanding of the four phases of the Innovators Process and where their organisation breaks them A vocabulary for separating ideas, concepts and innovations, so teams stop conflating activity with progress Concrete examples of innovations that shipped in regulated industries, with the trade-offs named A method and tool set leaders can put into rotation the week after the session A sharper read on which innovation behaviours to hire for and which to coach