Inteligência Artificial e IA Generativa

Why organisations work with Matt Barbet A current Sky News anchor who can chair a CEO panel, run a town hall or moderate a board offsite at the standard of a national broadcast interview. Inside view from Freuds, where he advised executives and global figures on storytelling and on managing crises in real time, not in theory. Two decades of frontline reporting across BBC, ITV and Channel 5, including coverage of elections, conflict and natural disasters, which gives him a credible voice on how reputations break and recover. A second keynote on artificial intelligence that focuses on human judgement and authentic communication as the variables that matter when AI takes over routine output. Biography highlights Sky News anchor, hosting the Sunday 10am to 2pm programme since February 2024. Partner at Freuds, the London public relations firm, since 2018. Former anchor of Channel 5’s 5 News flagship 17:00 programme and co-presenter of ITV Breakfast’s Daybreak. Reporting career across BBC News, BBC Radio 1, ITV News and Channel 5 spanning more than twenty years. Covered major international stories including the 2010 Haiti earthquake and embedded reporting in Afghanistan. Cardiff University and Cardiff School of Journalism graduate. Biography A reputational crisis used to be a press office problem. It is now a board problem, with a clock measured in hours and an audience that includes regulators, investors, customers and staff watching the same feed at the same time. The leaders who navigate this well tend to share one quality, the ability to think clearly and communicate plainly while the noise is at its loudest. This is the territory Matt Barbet has worked in from both sides. As a Sky News anchor, and previously across BBC News, ITV and Channel 5, he has spent more than twenty years interviewing senior figures during the moments that define their organisations. As a partner at Freuds since 2018, he has sat on the other side of the table, advising executives and high-profile clients on how to prepare for those moments and how to recover from them. The dual vantage point is what makes him useful to a serious audience. He can describe what a newsroom sees during a developing story, what makes a spokesperson credible on camera, and where leaders most commonly lose control of a narrative. The reporting gives him the field examples. The Freuds work gives him the language of strategy and reputational risk. For most clients the commercial product is hosting. Barbet chairs conferences, moderates panels of senior executives and runs awards ceremonies and town halls at broadcast standard. The keynote material on crisis communications and on artificial intelligence sits alongside that work, anchored in the same craft of listening carefully and speaking clearly under pressure. Key speaking topics Crisis communications and reputational risk Leadership communication under media scrutiny Storytelling for senior executives Artificial intelligence and the human side of communication Conference hosting and panel moderation Frontline journalism and how news is made Ideal for CEOs, CCOs and communications directors preparing for reputational incidents Senior leadership teams running town halls, conferences or investor events that need broadcast-quality hosting Boards and executive committees commissioning a moderator for high-stakes panel sessions Awards ceremonies and flagship industry conferences Audience outcomes A clearer view of how a newsroom processes a developing story, and what that means for the speed of a corporate response. Specific examples of how senior figures hold or lose credibility on camera. A practical sense of how communications, legal and operational decisions interact during a live crisis. A point of view on where AI raises the value of direct human communication rather than reducing it.

Why organisations work with Max Lenderman He wrote the founding text of experiential marketing. Experience the Message (2005) put the category on the map. Twenty years on, his thinking is the underlying logic most brand-experience practice still draws from. He has run the experiential function at the agencies that shape global brand work: founder of the global experiential practice at Crispin Porter + Bogusky, former CEO of School, current Chief Experience Officer at Omnicom’s GMR Marketing. He moves brands from broadcasting purpose to operating on it. His “invertising” approach starts inside the organisation, with employees, and makes brand purpose a commercial driver rather than a campaign line. He has been working on web3, NFTs, and the digital-physical convergence since 2021, before most CMOs had a position on any of it. His Adweek “Into the Metaverse” column is one of the longer-running serious treatments of the territory. He has built campaigns for Tommy Hilfiger, Procter & Gamble, Unilever, Absolut, and DaimlerChrysler. The case material in the room is from inside the work, not observed from outside it. Biography highlights Author of Experience the Message: How Experiential Marketing Is Changing the Brand World and Brand New World: How to Reach Billions, Not Millions Chief Experience Officer at Omnicom’s GMR Marketing, the world’s largest experiential marketing agency Founder of the global experiential practice at Crispin Porter + Bogusky; former CEO of School (Project Worldwide) Founding member of the International Experiential Marketing Association (IXMA) Columnist for Adweek and Campaign magazines, including the “Into the Metaverse” column Speaker at SXSW, Consensus, Forbes CMO Summit, Advertising Week, and X-Prize Biography Experience the Message was published in 2005. It is the book that put the phrase “experiential marketing” into the advertising vocabulary, and the thesis behind it, that the brand is what the customer experiences, not what the brand says about itself, is now treated as common sense by most serious CMOs. The author wrote it from inside the work, not as a theorist looking on. Max Lenderman has spent the last two decades building the function he named. He launched the global experiential practice at Crispin Porter + Bogusky, served as CEO of School, the purpose-led consultancy inside Project Worldwide, and now holds the first Chief Experience Officer post at Omnicom’s GMR Marketing. The client list, Tommy Hilfiger, Procter & Gamble, Unilever, Absolut, DaimlerChrysler, NASCAR Canada, gives him operating ground in categories where brand experience moves revenue. Two ideas anchor his current work with senior marketers. The first is “invertising,” the argument that brand purpose has to be operationalised through employees before it can be sold to customers, and that the financial return on purpose is measurable when treated this way. The second is the “phygital” frontier, where digital and physical experiences are designed as a single product rather than as a campaign with a digital extension. His Adweek column “Into the Metaverse” has tracked this territory since 2021. What he gives a senior marketing audience is the founding logic of the category and twenty years of inside work applying it. He cites a PwC finding that 86% of US buyers will pay more for a better brand experience, then shows what that figure actually requires of a brand operating model. Key speaking topics Customer experience and brand operating reality Experiential and “phygital” marketing Brand purpose as commercial driver Web3, NFTs, and the metaverse for marketers AI as creative amplifier in marketing Sports marketing and live brand experience Marketing innovation and emerging consumer behaviour Ideal for CMOs, CBOs, and brand directors rethinking the role of marketing in commercial strategy Customer experience and brand experience leads inside large consumer businesses Agency leaders and creative directors briefing on web3, AI, and digital-physical integration Sports, entertainment, and live-event sponsors building brand experience programmes Audience outcomes A working definition of brand experience that separates it from communications and advertising A view of brand purpose as an internal operating commitment, not a campaign theme A sharper read on where web3, NFTs, and the metaverse have commercial traction for marketers, and where they do not A direct argument for treating AI as a creative amplifier inside marketing teams Case material from Crispin Porter + Bogusky, School, and GMR Marketing applied to the audience’s own brand questions

Why organisations work with Max Tegmark He sits at the centre of the global AI safety conversation. As President of the Future of Life Institute, he organised the 2023 “Pause Giant AI Experiments” open letter signed by Yoshua Bengio, Stuart Russell, Elon Musk and more than 30,000 others, and FLI’s policy work fed directly into the EU AI Act. He brings a working physicist’s discipline to AI claims, not a commentator’s. His MIT research group studies the physics of intelligence itself, which lets him tell a board what current systems can and cannot do without selling either fear or excitement. He has shaped how non-specialists think about AI through a New York Times bestseller. Life 3.0 framed the alignment problem and the long-run scenarios for governments, executives and the public, and remains a reference point for senior policy and corporate audiences. He is one of the few speakers TIME placed on its inaugural TIME100 AI list whose authority rests on peer-reviewed research rather than commercial position. He talks to leaders the way he talks to physicists. Specific mechanisms, named risks, concrete governance options, no jargon stack. Biography highlights Professor of Physics, Massachusetts Institute of Technology Co-founder and President, Future of Life Institute Author, Life 3.0: Being Human in the Age of Artificial Intelligence (Knopf, 2017), New York Times bestseller Author, Our Mathematical Universe: My Quest for the Ultimate Nature of Reality (Knopf, 2014) Named to TIME100 AI, the inaugural TIME list of the 100 most influential people in artificial intelligence Fellow of the American Physical Society; Packard Fellow; Royal Swedish Academy of Engineering Science Gold Medal (2019); contributor to the Sloan Digital Sky Survey Biography The 2023 open letter calling for a six-month pause on training AI systems more powerful than GPT-4 was the moment AI safety stopped being a niche concern and became a board-level question. The letter was organised out of the Future of Life Institute. Its president is Max Tegmark. Tegmark is a Professor of Physics at MIT whose research moved from precision cosmology, including significant work on the Sloan Digital Sky Survey, to the physics of intelligence itself. That trajectory matters. He approaches AI not as a technology commentator but as a working scientist asking what these systems are, what they can be made to do safely, and where the limits of current understanding sit. Through the Future of Life Institute, which he co-founded with Anthony Aguirre, Tegmark has built one of the most consequential policy voices in AI. FLI’s work shaped key provisions of the EU AI Act, and the 2023 pause letter, signed by Yoshua Bengio, Stuart Russell, Elon Musk, Steve Wozniak and Yuval Noah Harari among more than 30,000 others, reframed the global conversation about frontier model risk. His writing carries the same authority into a wider audience. Life 3.0 became a New York Times bestseller and remains a reference text for leaders trying to understand what alignment means and why it is hard. Our Mathematical Universe, published by Knopf in 2014, lays out his case that physical reality is, at the deepest level, a mathematical structure. He was named to TIME’s inaugural TIME100 AI list in 2023, awarded the Royal Swedish Academy of Engineering Science Gold Medal in 2019, and elected Fellow of the American Physical Society for his contributions to cosmology. Key speaking topics Frontier AI capability and risk AI governance and regulation AI safety and alignment The future of work in an age of capable AI Existential risk and transformative technology Cosmology and the nature of reality Physics of intelligence Ideal for Boards and executive teams setting AI strategy and governance Policy, regulatory and public-sector leaders working on AI rules Chief Technology Officers, Chief AI Officers and heads of research Investor and academic audiences engaging with frontier technology Audience outcomes A clearer view of what current AI systems can and cannot do, separated from vendor and media framing A working mental model of the alignment problem and why frontier-model governance is hard Concrete reference points from the EU AI Act and the FLI policy agenda for corporate AI policy Sharper questions to put to internal AI leads, vendors and external advisers A scientifically grounded sense of which long-run AI scenarios are plausible and which are not

Why organisations work with Melica Moshiri Operating knowledge of the AI scale-up hiring market. SkillTorch places go-to-market, C-suite and technical leaders into companies across automation, robotics, semiconductors and enterprise AI. A founder’s view of what it takes to start and run a specialist business from cold, not a consultant’s view of someone else’s growth. A public platform built through BBC’s The Apprentice (2025) and a TEDxWorthing talk, giving her access to audiences beyond a typical recruitment specialist. A working perspective on how AI is changing recruiting itself, drawn from running an AI-focused search firm and hosting the SkillTorch Disrupt podcast with founders and operators in the field. Biography highlights Founder, SkillTorch, retained and embedded search for venture-backed AI companies across North America and Europe Host, SkillTorch Disrupt podcast on hiring, leadership and applied AI TEDxWorthing speaker, October 2025: “How to reconnect in a robotic world” BBC The Apprentice 2025 contestant, reached Week 8, won five tasks including Project Manager Speaking platforms include NBCUniversal, Spotify and the University of Brighton BA (Hons) Law with Business, University of Brighton Biography AI companies in their first scaling phase usually have two problems at once. The product is moving faster than the leadership team can hire for, and the executive roles they need most are the ones the founders have never personally done. SkillTorch was built to sit inside that gap. Melica Moshiri founded SkillTorch in 2022 after a decade in recruitment that took her from Pareto Law in the UK through executive search in advertising technology to Los Angeles and Orange County, where she opened a US office for a UK firm before launching her own. The firm runs retained and embedded search for venture-backed AI companies across the US and Europe, placing senior commercial, technical and operational leaders into businesses in automation, robotics, semiconductors and enterprise AI. In 2025 she became a contestant on BBC’s The Apprentice, reaching Week 8 and winning five tasks, including one as Project Manager. The platform extended her public reach across BBC News, BBC Radio 5 Live, the Daily Mail, The Mirror and Persian broadcaster Manoto TV, and led to a TEDxWorthing talk later that year on how technology is reshaping the way people connect at work. She also hosts SkillTorch Disrupt, a podcast with founders and operators building applied AI in real-world settings. The recurring theme across her client work, her broadcasting and her speaking is the same: how small, recently funded companies design leadership teams that can hold up when growth gets ahead of the org chart. Key speaking topics Building and scaling a specialist business in the AI sector Executive hiring for venture-backed technology companies AI’s effect on recruiting and talent strategy Resilience and reinvention as a first-time founder Women founding and leading in technology Personal brand and visibility for entrepreneurs Ideal for Founders and CEOs of early-stage and Series A to C technology companies Heads of Talent and CHROs scaling teams inside AI-native businesses Entrepreneurship programmes, accelerators and university enterprise audiences Conferences on women in technology, leadership and founding Audience outcomes A working picture of how senior hiring inside AI scale-ups actually runs, from brief to closed offer Specific examples of what goes wrong when founders hire too late or too senior, and how to read the signals earlier A candid account of the public, financial and personal exposure that comes with founding a business and a media profile at the same time Practical positioning for women entering or founding in technology, drawn from her own market

Why organisations work with Michael Cusumano He wrote the book leaders cite when they argue about platform strategy. The Business of Platforms, with Gawer and Yoffie, is the reference text for how Apple, Amazon, Google, and Microsoft built their positions, and where new entrants can still find leverage. He has spent three decades studying how software companies actually make money, from Microsoft Secrets through The Business of Software to current work on generative AI as the next platform layer. He bridges Western and Japanese industry. Two Fulbright Fellowships, ten years working in Japan, and a former dean role at Tokyo University of Science give him a working view of competitive dynamics across both markets. He is operator-adjacent. Roughly 100 consulting engagements with organisations including NASA, the World Bank, and the Bank of England, plus a dozen public-company board seats, mean the framework is pressure-tested against real strategic decisions. Biography highlights SMR Distinguished Professor of Management at MIT Sloan; Faculty Director of the Martin Trust Center for MIT Entrepreneurship; Co-Director of the MIT System Design and Management Program. Author or co-author of 14 books, including The Business of Platforms (2019), Strategy Rules (2015), Staying Power (2010), Platform Leadership (2002), and Microsoft Secrets (1995). Strategy Rules has been translated into 18 languages; Microsoft Secrets into 14. Writes the Technology Strategy and Management column for Communications of the ACM; former editor-in-chief and chairman of MIT Sloan Management Review. Recipient of the 2019 Abbie Griffin High Impact Award from the Journal of Product Innovation Management; IEEE Software 25th-Anniversary Top Pick. Princeton (BA), Harvard (PhD); two Fulbright Fellowships; former Special Vice President and Dean of Entrepreneurship and Innovation, Tokyo University of Science. Biography Platform businesses follow a different physics from product businesses. The companies sitting at the top of every market-cap league table, Apple, Amazon, Microsoft, Google, Meta, did not get there by selling better products. They built two-sided markets, opened controlled access to complementors, and used network effects to compound advantage. Cusumano’s work, with Annabelle Gawer and David Yoffie, is the reference scholarship on why this works and when it does not. His position at MIT Sloan reflects three decades of close study of the software industry. Microsoft Secrets, written with Richard Selby in 1995, was the first inside account of how a software company actually shipped product at scale. Platform Leadership followed in 2002, naming the pattern Intel, Microsoft, and Cisco had used to organise entire industries around themselves. The Business of Platforms, in 2019, extended the argument into the era of Amazon, Google, and Apple, separating what worked from what failed. He is also one of the few strategy scholars who can credibly write about Silicon Valley and Tokyo in the same paragraph. Two Fulbrights, ten years working in Japan, a former dean role at Tokyo University of Science, and fluent Japanese have produced a comparative view of how Western and Asian firms approach scale, software, and ecosystem competition. The 2019 Abbie Griffin High Impact Award and an IEEE Software 25th-Anniversary Top Pick recognise the influence of that work inside the academic and engineering communities. The current focus is generative AI as a new platform for applications development, which he argues will redraw competitive lines in software again, this time around model providers, infrastructure layers, and application developers. For boards trying to read where value will sit in the next stack, that is the live question, and the framework he has spent thirty years sharpening is the one being applied to it. Key speaking topics Platform strategy and ecosystem competition The economics of software businesses Generative AI as a platform layer Digital strategy in winner-take-most markets Innovation and entrepreneurship inside large firms Competing across US and Japanese technology markets Lessons from Bill Gates, Andy Grove, and Steve Jobs Ideal for Boards and executive committees stress-testing platform or ecosystem strategy CSOs and corporate development leaders evaluating how generative AI reshapes competitive position Technology and product leadership at firms moving from product to platform models CEO summits and senior leadership programmes covering digital strategy and software economics Audience outcomes A working framework for deciding when to compete as a product and when to open a platform. A clear read on why some platforms compound and others collapse, with the named cases that prove the pattern. Sharper questions to bring to AI strategy debates, focused on where value accrues across the stack. A comparative view of how leading US and Japanese firms have built and defended platform positions.

Why organisations work with Michael G Jacobides He is the academic most directly associated with ecosystem strategy as a formal discipline. His Strategic Management Journal paper “Towards a Theory of Ecosystems” is one of the most-read articles the journal has published, and is the reference point others build on. He gives leadership teams a working language for a question they keep asking badly. Are we an orchestrator, a complementor, or a component, and what does each role earn under AI. His policy work gives the room a regulatory lens most strategy speakers cannot offer. He served as Chief Expert Advisor on the Digital Economy to the Hellenic Competition Commission and contributes to the World Economic Forum’s AI Governance Alliance. He has been ranked on the Thinkers50 list of the world’s top 50 management thinkers in four consecutive cycles since 2019, which is the credential boards recognise without needing to be briefed. His advisory base, BCG Henderson Institute and Evolution Ltd, keeps the content tested against live corporate decisions rather than against the conference circuit. Biography highlights Sir Donald Gordon Professor of Entrepreneurship and Innovation and Professor of Strategy, London Business School. Thinkers50 ranked management thinker in 2019, 2021, 2023 and 2025; Strategy Award shortlist, 2019. Co-Editor, Industrial and Corporate Change. Author of “Towards a Theory of Ecosystems” (Strategic Management Journal) and “How to Compete When Industries Digitize and Collide” (California Management Review, article-of-the-year). Academic Advisor to the BCG Henderson Institute; Lead Advisor of Evolution Ltd; contributor to the World Economic Forum’s AI Governance Alliance. Former Chief Expert Advisor on the Digital Economy, Hellenic Competition Commission. Visiting Scholar, Federal Reserve Bank of New York. Regular contributor to Harvard Business Review, MIT Sloan Management Review, Financial Times and Forbes; commentator for BBC and CNN. Biography The boundary between industries is no longer the boundary between competitors. A bank now competes with a phone, a car company with a software platform, a retailer with an ad network. Jacobides has spent two decades building the academic framework that explains this, and turning it into language strategy teams can use. His paper “Towards a Theory of Ecosystems” in the Strategic Management Journal is the reference point most other ecosystem writing now builds on. The follow-up in California Management Review, on competing as industries digitise and collide, won the journal’s article-of-the-year and is widely used inside corporate strategy functions. The work is academic in origin and operational in use. That dual register is the reason boards book him. He holds the Sir Donald Gordon Chair at London Business School, co-edits Industrial and Corporate Change, and has been ranked on the Thinkers50 list of the world’s top management thinkers across four cycles. He also advises the BCG Henderson Institute, leads the advisory boutique Evolution Ltd, and contributes to the World Economic Forum’s AI Governance Alliance. His former role as Chief Expert Advisor on the Digital Economy to the Hellenic Competition Commission means he reads platform and AI regulation as a participant, not a spectator. What a senior buyer gets in the room is a strategist who can take an executive team from “AI is reshaping our industry” to a specific decision about where in the new value architecture the firm should sit, what it should orchestrate, what it should cede, and what regulators will let it own. Key speaking topics Ecosystem strategy and value migration Generative AI and competitive advantage Digital platforms and industry convergence Orchestrator, complementor and component positioning AI governance and competition policy Business model reinvention under digital disruption Boardroom strategy in technology-driven industries Ideal for Boards and group executive committees redrawing strategy as AI and platforms reshape their industry Chief Strategy Officers, Chief Digital Officers and Heads of Corporate Development assessing ecosystem positioning Banking, telecommunications, FMCG, healthcare and industrial leadership teams facing convergence pressure Private equity and investor audiences pricing platform exposure and ecosystem risk Audience outcomes A working vocabulary for ecosystem roles: orchestrator, complementor, component, and what each earns A clearer view of where AI shifts value inside the audience’s specific industry, not in general A framework for testing current strategy against the way industry boundaries are actually moving Sharper questions for the next board strategy session on platform exposure and regulatory risk A read on how competition policy and AI governance will constrain the playing field

Why organisations work with Michael Solomon His textbook Consumer Behavior: Buying, Having, and Being is the most widely adopted course text on the subject worldwide, which means the conceptual vocabulary used by a generation of marketers traces back to his work. He has advised Calvin Klein, Levi Strauss, Under Armour, BMW, Procter & Gamble, eBay, and United Airlines on consumer psychology applied to brand, retail, and product decisions. He brings academic discipline to fast-moving commercial questions: AI consumer trust, avatar identity, metaverse engagement, and post-pandemic spending behaviour, all grounded in published research. Holder of the Dirk Warren ’50 Sesquicentennial Chair at Saint Joseph’s University and recognised among the ten most productive scholars in advertising and marketing communications. Regular Forbes.com contributor, with commentary picked up by The New York Times, USA Today, The Wall Street Journal, Adweek, and Time, giving clients a speaker whose framing is already in market. Biography highlights Dirk Warren ’50 Sesquicentennial Chair and Professor of Marketing, Haub School of Business, Saint Joseph’s University. Author of more than thirty books, including the global bestselling textbook Consumer Behavior: Buying, Having, and Being and The New Chameleons. Former faculty at NYU, Rutgers, Auburn University, and the University of Manchester. Forbes.com contributor; commentary in The New York Times, Wall Street Journal, USA Today, Adweek, Time, and on Today, Good Morning America, and CNN. Cutty Sark Men’s Fashion Award recipient for research on the psychology of clothing. Client roster spanning Calvin Klein, Levi Strauss, Under Armour, BMW, P&G, eBay, Subaru, United Airlines, Microsoft Advertising, and the U.S. Army. Biography The textbook that trained a generation of marketers in consumer behaviour, Buying, Having, and Being, sits on Michael Solomon’s CV. So does a Forbes column read by the executives who now run those marketers’ employers. That dual position, academic standard-setter and commercial commentator, is what brings serious brands to him for strategic reads on customer psychology. Solomon holds the Dirk Warren ’50 Sesquicentennial Chair at Saint Joseph’s University’s Haub School of Business, with prior faculty posts at NYU, Rutgers, Auburn, and the University of Manchester. His PhD in social psychology from UNC Chapel Hill anchors a research career that has placed him among the ten most productive scholars in advertising and marketing communications, and the fifteen most cited in behavioural sciences and fashion. The applied work is where the academic record converts into commercial value. Solomon has advised Calvin Klein, Levi Strauss, Under Armour, BMW, Procter & Gamble, eBay, Subaru, and United Airlines on questions of brand identity, customer experience, and category disruption. His current speaking work centres on consumer trust in AI and avatars, the post-pandemic spending psychology he frames as G.A.S., and the dissolution of traditional consumer categories he treats in The New Chameleons. For senior marketing, brand, and customer-experience leaders, the value is access to a thinker who can defend a claim about consumer behaviour from the underlying psychology, then translate it into a brand or product decision a board can act on. Key speaking topics Consumer psychology and decision-making Brand identity and customer experience Marketing implications of AI, avatars, and the metaverse Fashion psychology and the symbolic meaning of products Post-pandemic consumer behaviour Retail disruption and category evolution Cross-cultural consumer meaning-making Ideal for CMOs and brand directors rebuilding strategy after segmentation models stop working Retail and consumer goods leadership teams confronting category disruption Customer experience and insight leads in financial services, automotive, apparel, and FMCG Boards of consumer-facing businesses assessing exposure to AI-mediated commerce Audience outcomes A sharper read on the psychology driving current consumer switching, loyalty, and category exit. Specific frameworks for thinking about AI and avatars in brand and retail experience, not generic technology commentary. Named research and case examples that senior marketers can cite internally to defend a strategic shift. A more rigorous internal vocabulary for consumer behaviour, drawn from the academic standard text in the field.

Why organisations work with Michael Spence Few people in the world can translate frontier economic theory into language a board can act on. His 1973 paper on signalling is foundational to information economics; he brings the same rigour to current questions about growth and capital allocation. He chaired the Commission on Growth and Development from 2006 to 2010. Its Growth Report directly shaped how the World Bank and major development institutions approach long-term growth strategy. That policy depth is in the room when he speaks. As Chairman of the GA Global Growth Institute at General Atlantic, he is one of very few academic economists actively engaged in live capital allocation decisions. Boards get a perspective that has been pressure-tested against real investment choices. His analysis of China, India, and the developing world draws on direct engagement, including a co-chair role at the Asia Global Institute in Hong Kong. His 2023 book Permacrisis, written with Gordon Brown and Mohamed El-Erian, gives organisations a current, public-facing argument about cascading global risks and the policy choices that could break the cycle. Biography highlights 2001 Nobel Memorial Prize in Economic Sciences, shared with George Akerlof and Joseph Stiglitz, for work on markets with asymmetric information. John Bates Clark Medal (1981) from the American Economic Association. William R. Berkley Professor in Economics and Business at NYU Stern; Dean Emeritus of Stanford Graduate School of Business; former Dean of Harvard’s Faculty of Arts and Sciences. Chaired the Commission on Growth and Development (2006 to 2010), the independent international body whose Growth Report shaped how the World Bank and IMF approach development strategy. Senior Advisor to General Atlantic and Chairman of the GA Global Growth Institute; Senior Fellow at the Hoover Institution; Distinguished Visiting Fellow at the Council on Foreign Relations. Co-author of Permacrisis (Simon & Schuster, 2023, with Gordon Brown and Mohamed El-Erian) and author of The Next Convergence (Farrar, Straus and Giroux, 2011); long-standing Project Syndicate columnist. Biography In 2001 the Nobel committee recognised a 1973 paper. Michael Spence’s work on signalling reshaped how economists think about markets where buyers and sellers do not have the same information. That is most of the markets corporate strategists care about. From 2006 to 2010, Spence chaired the Commission on Growth and Development. The Growth Report it produced is still cited inside the World Bank, the IMF, and finance ministries across the developing world. It remains a touchstone for how senior policymakers approach long-term growth strategy in developing economies. His current focus sits at the meeting point of macroeconomics and capital allocation. As Chairman of the GA Global Growth Institute at General Atlantic, he sits inside one of the world’s largest growth equity firms. He helps the firm think through how technology and geopolitics now shape where capital can productively flow. His 2023 book Permacrisis, written with Gordon Brown and Mohamed El-Erian, took the same argument to a wider audience. His Project Syndicate column, running since 2008, lands on the desks of senior policymakers and institutional investors. Recent essays have covered single points of failure in global supply chains, AI adoption in emerging markets, and why open markets often fail to produce homegrown tech champions outside the US and China. Key speaking topics Global economic growth and structural change Information economics and decision-making under uncertainty Emerging markets and the rise of Asia Capital allocation in a fragmented global economy Trade, supply chains, and geopolitical risk Technology, AI, and the future of productivity Climate, energy transition, and sustainable growth Ideal for CEOs, Group Strategy Officers, and CFOs setting capital allocation across global markets Boards and non-executive directors with multi-region exposure Ministers of finance and economy, central bankers, and senior policymakers in international institutions Institutional investors, asset managers, and growth equity teams setting long-horizon allocations Audience outcomes A sharper internal articulation of what has actually changed about growth, inflation, and trade since 2008. A working sense of how emerging markets and Asia are actually growing, drawing on direct engagement with policymakers and capital markets in those regions. A grounded view of where AI and the green transition will and will not reshape productivity at country and sector level. A current reading of the cascading risks set out in Permacrisis, including the policy choices that could break the cycle.

Why organisations work with Michael Wade He runs IMD’s AI Maturity Index, which evaluates the 300 largest companies in the Forbes Global 2000 on how they have actually embedded AI across executive support, infrastructure, operations, workforce and ethics. The data behind it gives him a view of corporate AI adoption that is not available to the wider speaker market. The Digital Vortex framework, introduced in his 2017 Axiom Business Book Award winner and updated through IMD’s ongoing research, gives strategy teams a way to map how fast each industry is being pulled toward digital disruption. His books work as operating manuals. Hacking Digital and Orchestrating Transformation give boards and Chief Digital Officers structured playbooks for sequencing change, drawn from custom programmes with Vodafone, AXA, Credit Suisse, Nestle and Cartier. He founded and directs Leading Digital and AI Transformation at IMD, Europe’s first and largest executive programme on digital and AI. Many of the leaders setting the agenda inside their own boards have already been through his classroom. Biography highlights Professor of Strategy and Digital at IMD Business School in Lausanne and holder of the TONOMUS Professorship in Digital and AI Transformation Director of IMD’s TONOMUS Global Center for Digital and AI Transformation, which publishes the annual AI Maturity Index of the largest companies in the Forbes Global 2000 Co-author of Digital Vortex (winner of the 2017 Axiom Business Book Award), Orchestrating Transformation, Hacking Digital, ALIEN Thinking, Twin Transformation and GAIN: Demystifying GenAI Published in Harvard Business Review, MIT Sloan Management Review, MIS Quarterly and Strategic Management Journal; regular contributor to Fortune and Forbes Inducted into the Swiss Digital Shapers Hall of Fame in 2021 by Bilanz, Handelszeitung, Le Temps and Digitalswitzerland; named one of Switzerland’s top 10 digital thought leaders in 2016, 2017 and 2020 Hosts the IMD podcasts Management Under the Microscope and Mike & Amit Talk Tech; has designed custom executive programmes for Vodafone, AXA, Credit Suisse, Nestle, Cartier and others Biography Most digital and AI transformations do not fail at the technology layer. Research at IMD puts the failure rate around 87%, and the bottleneck almost always sits elsewhere. It is in the gap between the system that has been bought and the operating model that has to absorb it. Wade has spent two decades inside that gap. He is Professor of Strategy and Digital at IMD Business School in Lausanne, where he holds the TONOMUS Professorship and directs the school’s Global Center for Digital and AI Transformation. The Center’s AI Maturity Index ranks the 300 largest companies in the Forbes Global 2000 on how they have embedded AI in production. It is one of the few public benchmarks that separates companies running AI at scale from those still in pilot. Digital Vortex, the 2017 Axiom Business Book Award winner, gave executives a way to measure how fast their industry was being pulled toward digital disruption. Orchestrating Transformation and Hacking Digital followed with playbooks for what to do once that velocity is clear. Twin Transformation and GAIN, both published in 2025, extend the same discipline into AI and sustainability. The pattern is consistent: books written for the executive who has to deliver the change. In 2021, the Swiss media consortium Bilanz, Handelszeitung, Le Temps and Digitalswitzerland inducted him into its Digital Shapers Hall of Fame. He had been named one of Switzerland’s top 10 digital thought leaders three times before that. Boards still book him because he has taught their peers and run custom programmes for companies they benchmark against, including Vodafone, AXA, Credit Suisse and Nestle. Key speaking topics Digital and AI transformation Enterprise AI adoption at scale Industry disruption and competitive strategy The AI-augmented executive Innovation and breakthrough thinking Organisational agility and resilience Ideal for Boards and executive committees overseeing digital and AI strategy Chief Digital Officers and Chief AI Officers responsible for end-to-end transformation CEOs and senior leadership teams making capital allocation decisions on AI and technology Strategy and innovation leaders inside companies that are mid-transformation and need to course-correct Audience outcomes A specific read on where their organisation sits on the AI maturity dimensions, and what separates companies running AI in production from those still in pilot A working language for the gap between digital ambition and execution that boards and senior leaders can use in their own conversations A revised view of which industries are most exposed to digital disruption, and where defensive strategy and offensive moves should sit in the response A way to frame AI investment as an organisational change problem, with the operating model and leadership decisions as the binding constraint

Why organisations work with Michelle K. Lee A rare three-sided view of AI: senior executive inside Google, Vice President of Amazon Web Services’ Machine Learning Solutions Lab, and a presidentially appointed agency head responsible for national IP and technology policy. Board-room credibility built on board service. Current director at MassMutual, Unity Technologies and The MIT Corporation, so audiences hear a peer, not a presenter. AI governance grounded in the law and the operating reality. Founder and CEO of Obsidian Strategies, advising on AI opportunity selection and the governance that goes with it. A track record of running AI at scale. Led a global AWS team that built machine learning into operations, customer experience and new revenue lines for clients across industries. Federal-scale execution. Ran the 10,000-person USPTO as the first woman to direct the agency, including its own AI strategy and digital modernisation. Biography highlights Founder and CEO, Obsidian Strategies, advising Fortune-class companies and boards on AI opportunities and AI governance. Former Vice President, Machine Learning Solutions Lab and Computer Vision, Amazon Web Services. Former Under Secretary of Commerce for Intellectual Property and Director of the U.S. Patent and Trademark Office, the first woman in the role. Former Deputy General Counsel and Head of Patents and Patent Strategy at Google. Board director: The MIT Corporation, MassMutual, Unity Technologies. Co-founder of ChIPs. MIT-trained computer scientist (B.S., M.S., EECS) and Stanford Law graduate (J.D.). Featured by the Wall Street Journal, Bloomberg, NPR, MIT Sloan Management Review, CES, SXSW, the World Knowledge Forum and the National Association of Corporate Directors. Biography Most boards have moved past the question of whether AI matters. The harder problem is which AI decisions belong with the board, which belong with the operators, and how to govern a technology whose capabilities and regulatory picture keep moving. Michelle K. Lee has worked that problem from every side of the table. At Google she spent eight years inside one of the most consequential technology companies of the era, ending as Deputy General Counsel and Head of Patents and Patent Strategy. At Amazon Web Services she ran the Machine Learning Solutions Lab and Computer Vision businesses as a Vice President, leading a global team that helped clients across industries build machine learning into operations, customer experience and new revenue lines. Few AI advisors have actually shipped AI at that scale. Between those roles she was appointed by the President to serve as Under Secretary of Commerce for Intellectual Property and Director of the U.S. Patent and Trademark Office, the first woman to hold the position. She ran a 10,000-person agency, set its own AI strategy, and was the principal advisor to the President on intellectual property policy. That public-sector vantage point is what makes her boardroom counsel on AI regulation and governance unusually grounded. Today she runs Obsidian Strategies, advising Fortune-class companies and their boards on where to deploy AI for material return and how to govern it credibly. She sits on the boards of MassMutual, Unity Technologies and The MIT Corporation, so the people she advises know she is making the same decisions in her day job. Key speaking topics AI strategy for the board and the executive team AI governance, ethics and regulation Generative AI: opportunities and operational risks Machine learning in customer experience and operations Digital transformation and innovation Intellectual property in the age of AI Director-level technology oversight Ideal for Boards and audit, risk or technology committees framing AI oversight and governance. CEO, CIO, CTO, Chief AI Officer and General Counsel audiences moving AI from pilot to production. Senior leadership offsites on AI strategy, regulation and competitive positioning. Industry events convening regulated sectors (financial services, insurance, healthcare, public sector) navigating AI policy. Audience outcomes A clearer view of where AI investment produces measurable return and where it does not. A practical board-level framework for AI governance, risk and accountability. A read on where AI regulation is heading and what it means for current strategy. A more honest conversation about generative AI: what to deploy, what to defer, and what to refuse. Confidence that the speaker has personally built, operated and regulated the technology under discussion.

Why organisations work with Michelle Rozen She brings peer-reviewed research on why goals fail, published in the Journal of Social Sciences, into a room of operators wrestling with stalled transformation. Her national study of 5,000 US professionals on AI adoption reframes the resistance problem from a technology question to a psychology question, which is where most enterprise AI programmes are actually losing ground. Branded, teachable frameworks (The 6% Club, the 0-10 Rule, The Change Doctor’s Playbook for Adapting to AI) give a leadership team shared language to use after the keynote, not a one-time message. A repeat client list across Fortune 100 and 500 organisations, including Pfizer, Cisco, Coca-Cola, Johnson & Johnson and Merrill Lynch, signals she translates the research into something senior leadership groups will sit with for ninety minutes and then apply on Monday. Biography highlights PhD and Master’s in psychology; founder of the Dr. Rozen Institute. Author of The 6% Club (Wiley, 2024), a USA Today bestseller. Author of 2 Second Decisions and The Change Doctor’s Playbook for Adapting to AI. Research on goal execution published in the Journal of Social Sciences. Huffington Post contributor; quoted across NBC, ABC, FOX News and CNN. Repeat speaker for Pfizer, Coca-Cola, Cisco, Johnson & Johnson, Merrill Lynch, IKEA and Illumina. Biography Most change programmes do not fail at the strategy layer. They fail at the point where a senior team has decided what should happen and a wider workforce, already worn down by previous change, has to make it real. Rozen’s work sits squarely on that point of failure. She is a behavioural scientist trained at masters and doctoral level in psychology, and her published research in the Journal of Social Sciences was the empirical basis for what became her best-known framework, The 6% Club. The headline finding from that research is uncomfortable for any leadership team running a transformation: of people who publicly commit to a change, only six percent sustain it past a month. The 6% Club, published by Wiley in 2024, took that finding into the boardroom. It became a USA Today bestseller and the spine of how she now works with Fortune 100 and Fortune 500 clients including Pfizer, Coca-Cola, Cisco, Johnson and Johnson, and Merrill Lynch. Her newer work follows the same logic into the AI conversation. A national study of five thousand US professionals, summarised in The Change Doctor’s Playbook for Adapting to AI, treats the AI adoption problem as psychological rather than technical. The point a senior buyer cares about is that this reframes where the bottleneck sits: not in the technology stack, but in the human response to it. What distinguishes her from the broader change-keynote field is the apparatus around the talk. Named frameworks, peer-reviewed research, a publishing record at a major business press, an institute under her name, and a Huffington Post column give a leadership team something to reach for after the room empties. The 6% problem is the one she has built her career on naming. Her contribution is giving senior leaders a defensible, research-grounded way to do something about it. Key speaking topics Behavioural science of organisational change The psychology of AI adoption and resistance Decision-making under pressure Goal execution and follow-through inside large organisations Leadership through restructure and uncertainty Motivation and influence at the team level Ideal for CHROs, transformation leads and change directors running multi-year restructures with stalled adoption. CIOs, CDOs and AI programme owners trying to move enterprise AI from pilot to operational use. Senior leadership offsites where the agenda is execution, not strategy. Sales and commercial leadership groups working on influence, decision-making and habit change in client-facing teams. Audience outcomes A research-backed account of why most change initiatives stall after the launch moment, and what a leader can do about it. Named frameworks (The 6% Club, the 0-10 Rule) the audience can use in their own teams without further translation. A specific reading of where AI adoption is actually breaking inside their organisation, drawn from her 5,000-professional study. Sharper language for talking to a tired workforce about another wave of change without losing credibility.

Why organisations work with Michio Kaku An active research physicist and co-founder of string field theory, not a commentator translating other people’s science. The substance underneath the foresight is his own. A read on AI, quantum computing and biotechnology that is grounded in physical constraints, useful for boards trying to test the credibility of internal technology roadmaps. A track record of corporate keynotes for Microsoft, Cisco, Morgan Stanley, HSBC, Sony, GE, Siemens and SAP, meaning he has briefed senior leadership in sectors with very different technology assumptions. The Henry Semat Chair at CCNY and four New York Times bestsellers give him a level of public authority that travels across investor days, leadership offsites and customer events. Biography highlights Henry Semat Chair in Theoretical Physics, City College of New York and CUNY Graduate Center. Co-founder of string field theory; PhD, UC Berkeley; AB, Harvard, summa cum laude. Author of four New York Times bestsellers including The God Equation and The Future of the Mind. Most recent book: Quantum Supremacy (2023). Host of Science Fantastic, a nationally syndicated US science radio show; presenter of science series for BBC and Discovery Channel. Contributor to Time, Wall Street Journal, Scientific American, Wired, New Scientist and the New York Times. Keynote speaker for Microsoft, HP, Cisco, HSBC, Morgan Stanley, Sony, GE, Siemens, SAP, L’Oreal, Walt Disney and Barclays, among others. Biography Most corporate strategy processes work in three to five year horizons. The technologies most likely to reshape those strategies, including quantum computing, advanced AI, brain-machine interfaces and fusion energy, will mature on much longer timelines and from physical principles most boards never have cause to revisit. Michio Kaku is one of the few public scientists with the standing to brief senior leadership on that gap. He holds the Henry Semat Chair in Theoretical Physics at City College of New York, where he has taught for over four decades, and he is a co-founder of string field theory, a working contribution to the search for a unified description of the fundamental forces. Alongside his research, Kaku has built a parallel public role. Four of his books, Physics of the Impossible, Physics of the Future, The Future of the Mind and The God Equation, have been New York Times bestsellers, and his most recent, Quantum Supremacy, sets out what quantum computing will and will not do for medicine, materials and AI. He hosts Science Fantastic, a nationally syndicated US science radio programme, and has presented science series for the BBC and Discovery Channel. For corporate audiences he has keynoted for Microsoft, Cisco, HSBC, Morgan Stanley, Sony, GE, Siemens and SAP, among others. The reason buyers keep returning to him is straightforward: they want a physicist’s read on which long-horizon technologies are real, on what timeline, and at what cost. Key speaking topics Quantum computing and its commercial implications Artificial intelligence in medicine, finance and pandemic response The next two decades of technology and the economy The physics of long-horizon innovation Brain-machine interfaces and the future of the mind The search for a unified theory and what it means for computing Science communication for senior audiences Ideal for Boards and executive committees making long-horizon technology and capital allocation decisions CEO and CTO leadership offsites focused on AI, quantum and biotechnology roadmaps Investor days, customer events and flagship conferences in technology, financial services, industrials and pharma Strategy and innovation teams testing internal assumptions against external scientific reality Audience outcomes A clearer view of which emerging technologies are bounded by physics and which are bounded by engineering effort A working sense of what quantum computing will and will not change in finance, materials and drug discovery A read on AI’s near-term and long-horizon trajectory from a physicist rather than a vendor Reference points for stress-testing internal technology and innovation roadmaps A vocabulary for senior leaders to discuss long-range science with their own technical teams