Inteligência Artificial e IA Generativa speakers

Why organisations work with Calum Chace He has built two books and two operating ventures around the same argument: that AI changes capability, then labour, then the structure of the economy. Boards hear a coherent thesis, not a trend update. He coined the term “economic singularity” and wrote the book on it. Leadership teams trying to think clearly about technological unemployment get the original framing, not a recycled version. Through Conscium, the AI safety company he co-founded in 2024, and the linked PRISM research non-profit, he speaks from inside the live debate on machine consciousness and agent evaluation, not from the sidelines. Thirty years across BBC journalism, Financial Times writing, KPMG strategic intelligence and CEO roles mean he frames AI for commercial audiences in language they already use. Biography highlights Co-founder of Conscium (2024), an AI safety company working on neuromorphic computing, AI agent evaluation, and machine consciousness. Co-founder of the Economic Singularity Foundation, a think tank on the future of jobs in an AI economy. Author of Surviving AI and The Economic Singularity, plus the techno-thrillers Pandora’s Brain and Pandora’s Oracle. Co-host of the London Futurist Podcast and the PRISM Podcast on sentient machines. Read Philosophy, Politics and Economics at Oxford; trained as a journalist with the BBC; contributed to the Financial Times. Former director of KPMG’s strategic and commercial intelligence media practice and CEO of several businesses before moving to full-time writing and speaking in 2012. Biography Artificial intelligence is two distinct strategic questions for a board, not one. The first is what AI does to the products and services a business sells. The second is what it does to the labour the business buys. Calum Chace has spent a decade arguing that the second question is the one most organisations are underprepared for, and that the gap between AI as a capability story and AI as an economic story is where the strategic risk sits. His two non-fiction books frame that gap. Surviving AI deals with the long-term safety question once machines start to match and then exceed human capability. The Economic Singularity gave a name to the moment when technological unemployment becomes the dominant labour reality, and made the case that this is a question of decades, not centuries. The economic singularity is now a term other writers use; he wrote the book it came from. The work has continued into operating ventures. In 2024 he co-founded Conscium, an AI safety company developing neuromorphic computing, agent evaluation methods and research on machine consciousness. Conscium has since seeded PRISM, a non-profit researching sentient machines, which he co-hosts as a podcast. Earlier, he co-founded the Economic Singularity Foundation, a think tank on the future of jobs. Before any of that, Chace read PPE at Oxford, trained as a BBC journalist, wrote for the Financial Times, ran the media practice at KPMG’s strategic and commercial intelligence group, and held several CEO roles. That commercial background is why his talks for senior audiences sound like strategy conversations rather than technology briefings, and why he can argue both sides of the AI question, capability and consequence, in the same room. Key speaking topics Artificial intelligence and the two singularities The economic singularity and the future of jobs AI safety, alignment and machine consciousness Digital transformation and AI in the enterprise AI in healthcare AI in education The philosophy of AI Ideal for Boards and executive committees building a long-range AI strategy CHROs and people leaders facing workforce redesign around AI capability Conferences for technology, financial services, healthcare and professional services leadership Government, regulator and policy audiences working on AI governance and labour-market policy Audience outcomes A clearer separation between AI as a product question and AI as a labour question, and a sense of which one their organisation is more exposed to. A working definition of the economic singularity and a view on whether the case for serious technological unemployment is credible. A more informed position on AI safety, machine consciousness and agent evaluation as governance issues, not laboratory topics. Language and reference points senior leaders can use in their own board and investor conversations about AI.

Why organisations work with Carl Frey The 2013 paper Frey co-authored with Michael Osborne – estimating 47% of US jobs at risk from automation – is one of the most cited works in social science of the past two decades, with its methodology adopted by Obama’s Council of Economic Advisors, the World Bank, and the Bank of England. No comparable speaker in this space brings this level of intellectual provenance to the conversation. His concept of the “technology trap” gives boards a precisely named mechanism for diagnosing their own institutional response to AI: the pattern by which efforts to resist short-term disruption deny organisations the long-term gains that technology makes possible. How Progress Ends (Princeton, 2025) addresses the question now at the top of most board agendas – why do some organisations and nations sustain the capacity to benefit from new technology while others stagnate – and gives senior leaders a durable, historically grounded answer rather than a forecast. His analysis is built on 1,000 years of economic history, not current trend extrapolation. That means the framework he offers survives the next wave of AI announcements rather than becoming obsolete with each new model release. Advisory roles with the G20, OECD, European Commission, and OECD Global Partnership on Artificial Intelligence mean he brings regulatory and policy intelligence that most academic speakers lack – organisations understand not just the technology but the governance environment forming around it. Biography highlights Dieter Schwarz Associate Professor of AI & Work, Oxford Internet Institute; Fellow of Mansfield College; Director, Future of Work Programme, Oxford Martin School, University of Oxford Co-author of “The Future of Employment” (2013, with Michael Osborne) – one of the most cited social science papers of the past two decades; 20,000+ citations on Google Scholar; methodology adopted by Obama’s Council of Economic Advisors, the World Bank, and the Bank of England Author of The Technology Trap (Princeton University Press, 2019) – Financial Times Best Books of the Year; winner of the Richard A. Lester Prize for Outstanding Book in Industrial Relations and Labour Economics (Princeton University) Author of How Progress Ends (Princeton University Press, 2025) – shortlisted for the FT/Schroders Business Book of the Year Award; finalist for the Lionel Gelber Prize Advisor to the G20, OECD, European Commission, and United Nations; former member of the OECD Global Partnership on Artificial Intelligence and the World Economic Forum’s Global Future Council on the New Economic Agenda Ranked in the top 0.5% of economists worldwide by IDEAS/RePEC; contributor to the Financial Times, Wall Street Journal, Foreign Affairs, Scientific American, and The Economist (By Invitation) Biography The paper that put 47% of US jobs at risk of automation – co-authored at Oxford by Carl Benedikt Frey and Michael Osborne in 2013 – reshaped the global policy debate and became one of the most cited works in social science that decade. Obama’s Council of Economic Advisors used its methodology. So did the World Bank and the Bank of England. The Economist later described Frey as an “accidental doom-monger”: his own reading of the evidence was considerably more nuanced than the headlines. That nuance became the subject of his first book. The Technology Trap (Princeton, 2019) – Financial Times Best Book of the Year and winner of Princeton’s Richard A. Lester Prize – argued that the real risk of automation is not that work disappears, but that organisations and governments mismanage the transition. Drawing on the Industrial Revolution and the Computer Revolution, Frey named the failure mode precisely: resistance to short-term disruption, he showed, tends to deny access to the long-term gains. His 2025 book How Progress Ends – shortlisted for the FT/Schroders Business Book of the Year Award – extends the framework to the question now central to board strategy: why do some organisations and nations sustain the capacity to benefit from new technology while others stagnate? Frey’s answer, built from 1,000 years of economic history spanning Song China to the present, identifies the balance between decentralised innovation and the institutional capacity to scale as the deciding factor. As Dieter Schwarz Associate Professor of AI & Work at Oxford’s Internet Institute and Director of the Future of Work Programme at the Oxford Martin School, Frey advises the G20, OECD, European Commission, and United Nations. His analysis appears in the Financial Times, Wall Street Journal, Foreign Affairs, and Scientific American. IDEAS/RePEC ranks him in the top 0.5% of economists worldwide. Key speaking topics Automation, AI, and labour market transformation The technology trap: historical lessons for the age of AI Why progress stalls – and what organisations and nations can do about it Workforce strategy in an era of technological disruption AI, inequality, and the distribution of economic gains Industrial policy and the geopolitics of technological leadership The economics of innovation: decentralisation, scaling, and competitive advantage Ideal for Boards and C-suite leadership teams navigating AI investment decisions and long-term workforce strategy CHROs and transformation leads developing evidence-based frameworks for workforce planning under conditions of technological disruption Policy and public affairs functions in sectors facing direct automation exposure – financial services, professional services, manufacturing Strategy and scenario planning teams in organisations with significant AI or digital transformation programmes Audience outcomes A historically grounded framework for distinguishing automation that displaces workers from technology that expands what workers can do – and why the difference matters for investment decisions A working understanding of the “technology trap” mechanism: how to identify institutional resistance before it becomes strategically costly Concrete criteria for evaluating workforce and AI investment decisions against historical patterns of disruption, transition, and recovery Insight into the macro-economic and geopolitical conditions shaping AI adoption – including what the US-China competition for technological leadership means for business strategy Sharper language and stronger evidence for board-level conversations about AI, workforce, and long-term competitive positioning

Why organisations work with Carl Miller He coined the term SOCMINT (social media intelligence) in 2012 with David Omand and Jamie Bartlett, which means a room gets the person who defined the field of online influence analysis, not someone summarising it second-hand. His method is first-person and investigative. He has been on cyber-crime raids and spent five years tracing a dark-web murder-for-hire marketplace, so his account of how digital threats actually operate comes from inside them, not from a slide of statistics. He connects technology to power in terms a board can act on, explaining how a tweet moves a stock, how bots reach an electorate, and how disinformation lands on a brand before the communications team sees it coming. He has led more than forty research projects on extremism, electoral interference, and cyber-crime, giving him a span across the threats most organisations encounter only one at a time. Biography highlights Co-founder and Research Director, Centre for the Analysis of Social Media (CASM) at Demos, the first UK think tank institute dedicated to the digital world. Coined “social media intelligence” (SOCMINT) in 2012 with David Omand and Jamie Bartlett. Author of The Death of the Gods: The New Global Power Grab (Penguin Random House, 2018), joint winner of the 2019 Transmission Prize. Host of Kill List (Wondery/Novel), The Guardian’s best podcast of 2024 and Broadcast Press Guild Podcast of the Year 2025, reaching #1 in seven countries. Visiting Fellow, Department of War Studies, King’s College London; founder of CASM Technology. Contributor to The Economist, Wired, the Financial Times, The Sunday Times, and The Guardian; former presenter on the BBC’s Click. Biography More crime now happens online than offline, and most organisations are still structured to defend a perimeter that no longer exists. Carl Miller has spent over a decade documenting where control has actually moved. In 2012, working with David Omand and Jamie Bartlett, he coined the term social media intelligence, SOCMINT, and built the discipline that now sits behind how governments and companies read online influence. That work is grounded in an institution he helped create. He co-founded the Centre for the Analysis of Social Media at Demos, the first UK think tank dedicated to the digital world, and has run more than forty research projects on extremism, electoral interference, radicalisation, and cyber-crime as its Research Director. What separates him from most technology commentators is that he goes to the places he writes about. His book The Death of the Gods: The New Global Power Grab traced power from a suburban cyber-crime raid to the engine rooms of Silicon Valley and won the 2019 Transmission Prize. The reporting is immersive, evidenced, and built from direct encounters with hackers, police units, and disinformation operators. His Kill List podcast came from a five-year investigation into a dark-web marketplace selling murder for hire, where he raced to warn targeted strangers while authorities hesitated. The series topped charts in seven countries and was named The Guardian’s best podcast of 2024. It is the clearest demonstration of his core argument: digital systems now hold real power over real lives, and the people who understand that power are rarely the ones in charge of it. Key speaking topics Disinformation and information warfare The transformation of power in the digital age Social media intelligence (SOCMINT) Digital crime and cyber-security Threats to democracy and elections Artificial intelligence and control The future of digital business risk Ideal for Boards and CEOs setting strategy under digital, reputational, and information risk CISOs and heads of security reframing cyber as a leadership issue, not a compliance one Communications, public affairs, and risk leaders facing disinformation and online influence Government, policy, and institutional audiences working on democracy, security, and tech governance Audience outcomes A clear map of where power has moved in the digital age and who now holds it A working grasp of how disinformation and online influence operations are built and deployed Front-line examples of how digital crime and cyber-threats actually function, drawn from direct investigation A sharper sense of which digital risks reach the balance sheet, and how early they become visible

Why organisations work with Carlos Cordon Direct advisory experience with Johnson and Johnson, Nestlé, Coca-Cola, Merck, Mondelez, Unilever, Heineken, Danone, and General Motors, which means the examples on stage come from rooms he has sat in. Reframes the supply chain conversation at board level as a revenue and growth discussion, shifting it away from the familiar cost-defence framing and into competitive territory. Teaching material that other business schools pay to use. His cases have twice placed him on The Case Centre’s Top 50 Bestselling Case Authors globally. Sits on Coca-Cola European Partners’ Digital Advisory Board, which gives him a working view of how a global consumer business is actually pricing digital and AI bets at the top. Writes regularly for TIME on supply chain and geopolitics, so a board gets someone whose argument has already been tested against an international editorial audience. Biography highlights Professor of Strategy and Supply Chain Management at IMD Business School, Lausanne. Director of IMD’s Strategies for Supply Chain Digitalization program. Author of Strategy is Digital (Springer), The Power of Two (Palgrave Macmillan), and Strategic Supply Chain Management (Routledge). Twice listed on The Case Centre’s Top 50 Bestselling Case Authors (#18 in 2020/21, #36 in 2023/24). Winner of the EFMD Case Writing Competition in 2017 and of The Case Centre’s Production and Operations Management Award in 2011 and again in 2026 for Apple’s Supply Chain Transformation. Regular contributor to TIME and to I by IMD; board advisor to Coca-Cola European Partners on digital. Biography Most supply chain conversations in the boardroom are still framed as cost questions. Cordon’s work reframes them as revenue questions. His argument, developed across three books and a case portfolio used in MBA programmes globally, is that how a company sources, makes, moves, and digitises its value chain now decides whether it can grow at all in a fragmenting world. At IMD, where he holds the chair in Strategy and Supply Chain Management, he directs the Strategies for Supply Chain Digitalization program and teaches senior executives from the companies shaping the consumer, pharma, and industrial economy. Johnson and Johnson, Nestlé, Coca-Cola, Merck, Mondelez, Unilever, Heineken, Danone, and General Motors are on his client list. He sits on Coca-Cola European Partners’ Digital Advisory Board, which keeps his perspective grounded in live commercial decisions. His published work tracks the trajectory of the field. The Power of Two (Palgrave Macmillan, 2008) set out how smart customer-supplier partnerships create value that neither party could capture alone. Strategy is Digital (Springer, 2016) argued that big data and digital platforms had become the value chain, not an overlay on it. The current research programme tackles the hardest question leaders now face: how to reconfigure sourcing, manufacturing footprints, and operating models when tariffs, geopolitical risk, and Gen-AI are all moving at once. The case writing is a second form of evidence. He has twice placed in The Case Centre’s Top 50 Bestselling Case Authors globally and won the Production and Operations Management category in 2011 and again in 2026 for Apple’s Supply Chain Transformation. The EFMD Case Writing Competition recognised his Adidas case in 2017. Few supply chain academics are read this widely by other teachers of the subject, which is what gives his perspective on a live boardroom problem the weight it carries. Key speaking topics Supply chain reconfiguration under geopolitical and tariff pressure Reshoring, nearshoring, and manufacturing footprint strategy Digital value chains and the commercial use of Gen-AI in operations Customer-supplier partnership models Supply chain as a driver of revenue and competitive advantage Digital lean and process redesign Operating model resilience in consumer goods, pharma, and industrial sectors Ideal for Board and ExCo sessions where supply chain redesign is on the strategic agenda Chief Supply Chain Officers, COOs, and Chief Procurement Officers managing global footprint decisions Strategy and transformation leads working on reshoring, digitisation, or tariff response Consumer goods, pharma, and industrial leadership teams rethinking how operations create commercial value Audience outcomes A sharper read on how tariff fragmentation and geopolitical risk are reshaping operating model choices in the next three to five years. A working vocabulary for arguing the supply chain case at board level as a growth lever. Worked examples from named multinationals showing how reshoring, digitisation, and Gen-AI are being priced into real operating model decisions. A sharper test for where digital and AI investment in the value chain earns its cost, and where it does not.

Why organisations work with Carme Artigas Access to the EU AI Act from the inside: as the Council Presidency’s chief negotiator when the Act was concluded in December 2023, she knows which provisions were contested, how they were resolved, and where enforcement questions remain open – clarity that no commentator or academic can replicate. A UN-level governance map built from the source: as Co-Chair of the UN High-Level Advisory Body on AI, she coordinated 39 experts across 33 countries to produce Governing AI for Humanity – the blueprint for global AI oversight that national strategies and multilateral institutions are now implementing. She co-chaired the body alongside Google Senior Vice President James Manyika. A regulatory perspective grounded in commercial reality: she co-founded Synergic Partners and built it to 150 data scientists before Telefónica acquired it in 2015. Her understanding of AI governance is not abstract – it is shaped by how data and AI deployments actually function inside commercial organisations. The only person to have designed a national AI governance system from the ground up: as Spain’s inaugural Secretary of State for Digitalisation and AI, she built the National AI Strategy, data economy strategy, digital rights charter, and the first AI supervision agency on the European continent – giving her unusually concrete insight into what governance implementation demands of organisations. An active research presence at the frontier: as a Senior Fellow at Harvard Kennedy School’s Belfer Center, she continues to work on current AI governance and technology policy questions alongside leading security and policy scholars – not recounting past decisions. Biography highlights Spain’s first Secretary of State for Digitalisation and Artificial Intelligence (2020–2023); simultaneously president of the National Cybersecurity Institute and the Spanish Agency for the Supervision of AI Chief Council negotiator for the EU AI Act, concluded under Spain’s Presidency of the Council of the European Union in December 2023 – the world’s first comprehensive legal framework for artificial intelligence Co-Chair, UN Secretary-General’s High-Level Advisory Body on Artificial Intelligence (2023–2024); co-produced Governing AI for Humanity with James Manyika (Google Senior Vice President) and 37 other experts from 33 countries Senior Fellow, Belfer Center for Science and International Affairs, Harvard Kennedy School; first Spanish woman to hold the position Co-founder and CEO, Synergic Partners – built to 150 data scientists, acquired by Telefónica in 2015; previously CEO of Ericsson Innova (Ericsson Group’s European venture capital fund) Women in Tech Global Awards 2025, Lifetime Achievement; Stanford University Ambassador for Women in Data Science; member of the European Council on Foreign Relations (ECFR) Biography The EU AI Act is the world’s first comprehensive legal framework for artificial intelligence. Its provisions determine which AI applications organisations can legally deploy, which require conformity assessments, and which are prohibited. Most executives know the regulation exists. Few understand its architecture. Carme Artigas did not comment on these negotiations – she led them. As Spain’s first Secretary of State for Digitalisation and AI, she was the Council Presidency’s chief negotiator when the EU AI Act was concluded in December 2023. She had already built the foundations from scratch: Spain’s National AI Strategy, digital rights charter, data economy strategy, and the first AI supervision agency on the European continent. In parallel, she co-chaired the United Nations High-Level Advisory Body on AI – a 39-member group spanning 33 countries, convened by Secretary-General Guterres in October 2023. The body’s final report, Governing AI for Humanity, published in September 2024, proposed the first architecture for inclusive global AI oversight. She co-chaired it alongside Google Senior Vice President James Manyika. Before government, she co-founded Synergic Partners – a big data consultancy she built to 150 data scientists before Telefónica acquired it in 2015, remaining as CEO through full integration into the Group. As a Senior Fellow at Harvard Kennedy School’s Belfer Center since 2023, she continues to engage with governance questions at the intersection of technology, security, and public policy. Key speaking topics EU AI Act implementation and strategic compliance Global AI governance frameworks AI governance and responsible AI deployment Data strategy and big data Digital transformation and national digital policy International technology cooperation and geopolitics of AI Women in technology and digital leadership Ideal for Boards and C-suites with active AI strategies navigating EU AI Act obligations and global regulatory exposure Chief Legal, Risk, and Compliance Officers mapping their organisation’s AI regulatory position Chief Digital and Technology Officers operating in or supplying to European markets Government and public sector leaders developing or stress-testing national AI governance frameworks Audience outcomes A clear understanding of what the EU AI Act actually requires – which AI applications are prohibited, which are designated high-risk, and what conformity assessment obligations apply Insight into how the global governance architecture is developing at UN level and how it intersects with European regulation A framework for elevating AI governance from a compliance function to a board-level strategic priority Understanding of where the regulatory fault lines remain open and where future enforcement is likely to concentrate Practical language and reference points to brief boards, regulators, and partners on AI governance obligations

Why organisations work with Cassie Kozyrkov She built the Decision Intelligence function inside Google from scratch and ran it for five years, which means leaders get advice from someone who has already solved, at scale, the problem they are trying to solve. She named and codified the field itself. When a CEO asks what Decision Intelligence is and why their AI investment should sit inside it, she is the primary source, not an interpreter of someone else’s framework. She personally trained more than 20,000 Googlers across every function in data-driven decision-making and AI, so she knows how to make the material land with non-technical executives as well as engineers. She translates AI and statistics into decision-language that boards and operators can use. Her Making Friends with Machine Learning course, originally built only for Google, is now the reference explainer for thousands of leaders outside the company. She advises at the level the material requires. Her Federal Reserve Bank of New York Innovation Advisory Council seat and her work with Forbes on AI signal that her analysis is taken seriously by policy and media institutions, not only by corporate buyers. Biography highlights Google’s first Chief Decision Scientist (2018 to 2023), leading the firm’s decision intelligence practice inside Research and Machine Intelligence. Founder and CEO of Kozyr, an AI advisory and education business serving senior leaders and their teams. Personally trained more than 20,000 Googlers in data-driven decision-making and AI, and guided over 500 decision intelligence projects inside Google. Creator of Making Friends with Machine Learning, originally an internal Google course, now a free public course on YouTube. Author of the Decision Intelligence Substack and LinkedIn Top Voice for six consecutive years; writing has appeared in Harvard Business Review, Fortune, Fast Company, WIRED, and The Wall Street Journal. Member of the Federal Reserve Bank of New York’s Innovation Advisory Council (2023 to 2024); Duke University Few-Glasson Distinguished Alumna. Biography Most companies do not have a data problem, they have a decision problem. The dashboards, pipelines, and models are in place, and yet senior leaders still cannot say which decisions are demonstrably better because of any of it. That gap is the subject Cassie Kozyrkov has been working on for a decade, first inside Google and now with leaders across industries. At Google, she became the company’s first Chief Decision Scientist in 2018 and held the role until 2023. She built a new function that sat between Research and Machine Intelligence on one side and the operating business on the other, and used it to run AI and data through a discipline she calls Decision Intelligence. By the time she left, she had personally trained more than 20,000 Googlers and influenced over 500 projects against that framework. The reason her work travels beyond Google is that she made the material legible. Her course Making Friends with Machine Learning, built inside Google and later released in full on YouTube, is one of the few genuinely plain-English explainers of how machine learning actually fits into business decisions. Her writing in Harvard Business Review, Fortune, Fast Company, WIRED, and The Wall Street Journal has done the same for non-technical executives, and her Decision Intelligence Substack has become a working reference for practitioners. Today she runs Kozyr, advising leadership teams on AI strategy and decision design, and sits on the Federal Reserve Bank of New York’s Innovation Advisory Council on AI and financial markets. The through-line is consistent. She is the rare AI voice who starts with the decision the organisation is trying to get right, and works backwards to the technology, rather than the other way round. Key speaking topics Decision Intelligence AI strategy and adoption Data-driven decision-making Machine learning for business leaders Responsible and effective use of AI AI literacy for executives Bias and judgement in AI systems Ideal for CEOs, boards, and executive teams setting AI strategy and capital allocation against it Chief Data, Analytics, and AI Officers building a decision-intelligence operating model Transformation and strategy leaders responsible for turning AI pilots into business results Leadership programmes and offsites that need genuine AI literacy, not a vendor pitch Audience outcomes A working definition of Decision Intelligence and where it sits relative to data science, analytics, and AI investment. A sharper diagnostic for why AI projects stall: wrong decision scoped, wrong owner, or wrong question asked of the model. Shared language across technical and non-technical leaders for debating AI initiatives without defaulting to buzzwords. Specific techniques for pressure-testing decisions against common biases, including outcome bias and confirmation bias. A realistic read on what current AI systems can and cannot be trusted to decide without human judgement in the loop.

Why organisations work with Cate Trotter A working method, not a trend report. Trotter pairs structured signal analysis with a disciplined experimentation approach that gets innovation off the slide deck and into the P&L. Direct access to live retail signal infrastructure: Insider Trends runs on-the-ground retail safaris in London, New York, Paris and Seoul, used by senior teams at Chanel, Lego, Nike, Hugo Boss and Carrefour. A retail futures lens recognised by the industry’s own gatekeepers: Rethink Retail Top 100 Global Retail Influencer in 2021 and 2022, LinkedIn Top Voice, TechNation 200 Thought Leader. GINI Certified Chief Innovation Officer credentials applied to commercial problems, not abstract innovation theory. Useful for boards that have tired of innovation programmes that do not pay for themselves. Builds the bridge between AI hype and AI deployment that actually saves money, in language operators and finance teams can act on. Biography highlights Founder and Head of Trends, Insider Trends, a London-based retail futures agency operating retail safaris in London, New York, Paris and Seoul. Rethink Retail Top 100 Global Retail Influencer, 2021 and 2022. LinkedIn Top Voice and TechNation 200 Thought Leader. Future 100 Entrepreneur (Striding Out) and StartUp 100 Entrepreneur (Startups). GINI Certified Chief Innovation Officer. Client roster includes Chanel, Lego, Nike, Mercedes, Samsung, Johnson & Johnson, Hugo Boss, Galeries Lafayette, Marks & Spencer, Jaguar Land Rover, Carrefour, L’Oreal, Unilever, Google and Meta. Biography Retail leaders rarely lack trend material. The Carrefour COO, the Hugo Boss board, and the senior teams at Chanel and Lego all have access to the same headline reports as everyone else. What they buy from Insider Trends is the layer underneath: the structured reading of signals that have not yet become headlines, and a method for acting on them before competitors do. Cate Trotter founded Insider Trends to close that gap. The firm runs in-person retail safaris in London, New York, Paris and Seoul, used by senior operators to ground strategic decisions in what is actually working on the shop floor and on the screen. Clients include Nike, Mercedes, Samsung, Johnson & Johnson, Marks & Spencer and Galeries Lafayette. Her method joins two disciplines that usually sit apart. A structured PESTLE-style reading of non-obvious signals on the front end, and a disciplined experimentation practice on the back end, drawn from her work as a GINI Certified Chief Innovation Officer. The result is innovation that earns its budget, rather than innovation as performance. Recent work focuses on AI deployments that operators can defend on commercial grounds, not on novelty. The industry has noticed. Rethink Retail named her a Top 100 Global Retail Influencer in 2021 and 2022. LinkedIn ranks her as a Top Voice. TechNation listed her among its 200 Thought Leaders. She speaks to audiences of up to 800 across Europe, the Americas and Asia, and frequently advises CEOs, COOs and boards directly, including the General Manager of L’Oreal France and the Chief Operations Officer of Carrefour. Key speaking topics Retail futures and customer experience Innovation as a managed commercial discipline AI deployment in retail and consumer-facing operations Trend signals and structured foresight Disciplined experimentation Digital transformation in retail Customer behaviour and consumer signals Ideal for Retail and consumer goods CEOs, COOs and boards setting innovation and customer experience priorities. Chief Innovation Officers and transformation leads under pressure to convert experiments into commercial returns. Chief Marketing and Customer Officers in consumer-facing categories. Leadership offsites at brands rethinking physical and digital retail formats. Audience outcomes A sharper read of the non-obvious signals shaping their category, separated from the noise of trend headlines. A repeatable method for converting trend insight into commercial experiments with measurable returns. Concrete examples of AI use cases in retail that have already paid for themselves. A clearer view of what the world’s best retail operators are actually doing differently. Confidence to retire innovation projects that exist for show and back the ones that move the P&L.

Why organisations work with Charlene Li Her central argument inverts the standard AI conversation: organisations do not need a separate AI strategy – they need AI deployed in service of the strategy already in place. That reframe moves boards from analysis paralysis to sequenced action, in a space where most external voices add complexity rather than remove it. The Disruption Mindset reverses thirty years of received innovation wisdom: disruption does not create growth – growth creates disruption. That distinction changes how leadership teams set strategy and allocate resources, not merely how they talk about change. Winning with AI (2025, co-authored with Dr. Katia Walsh, Harvard Business School’s inaugural Chief Digital Officer) is grounded in two years of research and 50+ executive interviews, and includes the Six-Quarter Walk planning tool – a practical sequencing instrument designed to be used without external consultants. Her research spans the full arc of technological disruption – internet, social media, digital transformation, generative AI – giving her longitudinal credibility when leadership teams are being asked to make bets on technologies whose business implications are still contested. As the founder of Altimeter Group, a firm built explicitly to compete with Gartner, Forrester, and IDC before being acquired by Prophet, Li has operated as both a researcher and an entrepreneur navigating the disruption she now advises on – a position most AI strategy voices cannot occupy. Biography highlights New York Times bestselling author of six books, including The Disruption Mindset, Open Leadership, Groundswell, and Winning with AI: The 90-Day Blueprint for Success (2025, co-authored with Dr. Katia Walsh) Founder of Altimeter Group (2008), a research and strategy firm that competed directly with Gartner, Forrester, and IDC; acquired by Prophet in 2015 Former Chief Research Officer at PA Consulting; currently leads Quantum Networks Group Graduate of Harvard College (magna cum laude, A.B.) and Harvard Business School (MBA) Named one of the 100 Most Creative People in Business by Fast Company; Top 50 Leadership Innovators by Inc.; LinkedIn Top 10 Voices on Company Culture (2022) Keynote speaker at the World Economic Forum, TED, and South by Southwest; regularly cited in The Wall Street Journal, The New York Times, and Reuters; has appeared on 60 Minutes and CNBC Biography The most common failure point in AI transformation is strategic misdiagnosis. Charlene Li’s research – two years of fieldwork and more than 50 executive interviews for Winning with AI: The 90-Day Blueprint for Success (2025) – found that organisations treating AI as a strategy in its own right fall behind those that deploy it in service of the strategy they already have. That distinction, between AI as initiative and AI as instrument, is what separates pilot programmes from scaled competitive advantage. The same counterintuitive rigour runs through her earlier body of work. The Disruption Mindset (2019) challenged a core assumption of competitive strategy: disruption does not create growth – growth creates disruption. Companies that make disruption the goal, rather than the outcome of aggressively pursued growth opportunities, build the wrong culture and the wrong metrics. That argument, backed by research, has changed how board-level strategy conversations are framed, not just concluded. Li’s analytical credibility was built at Altimeter Group, the research firm she founded in 2008 as a deliberate competitor to Gartner, Forrester, and IDC – and which was acquired by Prophet in 2015. She subsequently served as Chief Research Officer at PA Consulting before founding Quantum Networks Group. Across those institutions, she has worked with organisations including 14 of the Dow Jones Industrial 30. She holds a Harvard MBA and an undergraduate degree from Harvard College, earned magna cum laude. Named one of the 100 Most Creative People in Business by Fast Company and one of Inc.’s Top 50 Leadership Innovators, Li has keynoted the World Economic Forum, TED, and South by Southwest, and is regularly cited by The Wall Street Journal and The New York Times. What distinguishes her from others working the same ground is the research arc: she has tracked and advised on each major wave of technological disruption – internet, social media, digital transformation, generative AI – from inside analytical and advisory institutions, not from the outside looking in. Key speaking topics AI strategy and competitive deployment Disruptive transformation and growth strategy Leadership in the digital age Future of work and AI’s workforce implications Organisational culture and the disruption mindset Strategic decision-making under technological uncertainty Business model disruption and innovation Ideal for C-suite and board members responsible for AI investment and transformation decisions Chief Digital Officers, Chief AI Officers, and technology transformation leads Strategy and innovation leaders at established organisations facing competitive disruption Senior HR and people leaders managing workforce implications of AI adoption Audience outcomes A clear framework for aligning AI with existing business strategy – rather than building a parallel AI initiative Understanding of why most AI pilot programmes stall and what organisationally moves them into scaled production The Disruption Mindset distinction: why pursuing disruption as a goal is a strategic error, and what to pursue instead Practical tools for sequencing AI investments against business priorities, including the Six-Quarter Walk planning framework A more confident leadership posture for communicating AI strategy internally – to boards, to workforces, and across the organisation

Why organisations work with Chris Barton He built a product under conditions that proved his point: no smartphones, no app stores, no viable algorithm, and a consensus view from MIT and Stanford that the problem was unsolvable. Shazam survived six years of near-bankruptcy before the App Store arrived. That timeline is the argument, not a metaphor for it. His two named frameworks – «Start from Zero» and «Creative Persistence» – give innovation leads something to work with after the event: a method for stripping assumptions back to first principles, and a model for distinguishing productive persistence from sunk-cost thinking. His role building Android’s carrier distribution infrastructure at Google, and leading mobile carrier partnerships at Dropbox, means his perspective on how transformative products actually reach scale is drawn from the operational history of three category-defining companies. He holds 12 patents across Shazam, Google, and Dropbox – including one employed in the Google Search algorithm – and testified as a key DOJ witness in the Google antitrust trial on the mobile default deals he personally negotiated. That depth of institutional involvement in the mobile computing era is not a speaker credential; it is a primary source. Guard Inc., his current startup applying AI to drowning detection in swimming pools, is a live demonstration that his frameworks are not retrospective lessons from one successful exit – he is still using them on a problem that experts regard as unsolved. Biography highlights Co-founder and first CEO of Shazam; the company was acquired by Apple in 2018 for a reported $400 million and has been downloaded more than 2 billion times First business development employee at Google focused on mobile partnerships; led the carrier agreements with Verizon and AT&T that established Android’s distribution infrastructure One of the first 100 employees at Dropbox, heading mobile carrier partnerships Holds 12 patents across Shazam, Google, and Dropbox, including one employed in the Google Search algorithm BA Economics and MBA, UC Berkeley; Master in Finance, University of Cambridge; early career at L.E.K. Consulting Key witness for the U.S. Department of Justice in the United States v. Google LLC antitrust trial (2023), testifying on mobile search default agreements he personally negotiated Founder and CEO of Guard Inc., an AI startup building drowning detection technology for swimming pools Biography Most organisations treat innovation as a culture question. Chris Barton treats it as a methods problem. As co-founder and first CEO of Shazam – the music recognition app Apple acquired in 2018 for a reported $400 million – he built a category that did not exist, under conditions that should have made it impossible. When Barton conceived the idea in 1999, there were no smartphones, no app stores, and no algorithm capable of identifying music from ambient audio. Professors at MIT and Stanford told him the pattern recognition problem could not be solved. Shazam launched commercially in 2002 and survived six years of near-bankruptcy before the App Store created its distribution opportunity. It reached 300 million monthly active users before Apple acquired it. The timeline matters: this is not a story about a fast breakthrough. It is a story about sustained method under prolonged failure. His track record inside the companies that built mobile computing adds a different layer of authority. At Google he was the first business development employee focused on mobile, leading the carrier agreements with Verizon and AT&T that established Android’s distribution infrastructure. At Dropbox he was one of the first 100 employees, heading mobile carrier partnerships. He holds 12 patents across all three companies, including one used in the Google Search algorithm, and in 2023 testified as a key DOJ witness in the United States v. Google LLC antitrust trial – speaking to the mobile default deals he personally negotiated. His frameworks – «Start from Zero» and «Creative Persistence» – extract a repeatable method from that experience: how to strip assumptions back to first principles, and how to sustain focus on core insight when resistance is at its strongest. He applies both now as founder and CEO of Guard Inc., an AI startup building drowning detection technology for swimming pools – a problem, again, that multiple experts have called unsolvable. Key speaking topics Entrepreneurship and startup creation Innovation under expert and institutional resistance Consumer AI and the origins of mobile technology Friction elimination and product simplicity Creative Persistence as an organisational method Technology and business model disruption Assumption-stripping and first-principles thinking Ideal for Senior leadership and innovation teams at large organisations launching new products or business units against internal or expert resistance Chief Digital Officers, CTOs, and heads of innovation building internal capability for breakthrough thinking Entrepreneurial organisations and scale-up leadership navigating prolonged uncertainty Conference audiences of founders, technology executives, and business leaders in high-disruption sectors Audience outcomes A working understanding of the «Start from Zero» and «Creative Persistence» frameworks, and how to apply them when pursuing ideas facing expert or institutional opposition A concrete model for distinguishing productive persistence from sunk-cost thinking – drawn from six years of near-bankruptcy at Shazam before the product reached scale Specific techniques for identifying and eliminating friction – the unnecessary effort that prevents otherwise viable ideas from reaching users A revised understanding of how transformative consumer products (Shazam, Android, Dropbox) were built from first principles, not from incremental improvement Greater organisational confidence in pursuing ideas that current consensus dismisses

Why organisations work with Chris and Mickey Brand decisions get tested against how buyers actually think, because a creative director and a business psychologist run the same brief together. They show leadership exactly where sameness is costing pricing power, and where a defensible difference already sits unused inside the business. Their DARE method gives a repeatable test for whether a brand will command a premium, not just whether it looks current. They work the specific problem of the AI era: building a brand faster with generative tools without producing the generic output that makes a company replaceable. Biography highlights Co-founders of Firestarter, a London brand consultancy with a design studio in Cape Town, working with B2B scale-ups across the UK, Europe, and beyond. Mickey Wilson founded her first creative agency at 21 and has spent over 30 years in brand, with clients including Tesco, Samsung, Ocado, and CIMA. Dr Chris Endersby is a business psychologist with an MBA from Imperial College London, who led change programmes for JP Morgan, KPMG, UBS, and Barclays. Creators of the DARE framework: Differentiation, Authenticity, Resonance, and Expression. Co-authors of the forthcoming book BRANDFIRE. Biography A brand can now be generated in days. That speed carries a cost. Across B2B markets, companies are converging on the same claims and the same visual language, and buyers lose any real reason to choose one over another. Firestarter, the London consultancy Chris and Mickey run, was built to reverse that drift. Their method pairs two instincts that rarely meet. Mickey Wilson brings over 30 years of brand work for names such as Tesco, Samsung, and Ocado. Her instinct is for what makes a business unlike its rivals. Dr Chris Endersby, a business psychologist who ran change programmes inside JP Morgan, KPMG, and Barclays, brings the evidence for why those differences move buyers. Their case is plainly commercial. A business that looks and sounds like its competitors ends up competing on price, and margin leaks away. The DARE framework, Differentiation, Authenticity, Resonance, and Expression, gives leaders a way to judge whether a brand will command a premium or blend in. On stage, they work as a double act. Mickey reads a room by instinct; Chris explains the psychology underneath the reaction. The thinking behind both is now set down in their forthcoming book, BRANDFIRE. Key speaking topics Brand differentiation in B2B markets The psychology of buyer decisions Brand-led growth and pricing power Branding in the age of generative AI Authenticity and brand consistency Creative strategy for scale-ups Ideal for Founders and CEOs of B2B scale-ups deciding how to stand apart in a crowded category CMOs and brand leads are under pressure to defend pricing and win consideration Boards and leadership teams are weighing how generative AI changes their brand and market position Audience outcomes A clear read on where their brand currently sounds like everyone else, and what that is costing in price and consideration The DARE framework is a working test for whether a brand will command value A view on where generative AI helps build a brand and where it strips out what makes the brand worth choosing The psychological drivers behind B2B buying decisions, and how to align a brand to them

Why organisations work with Chris Gledhill He has worked both sides of the fintech competitive line: inside Lloyds Banking Group’s disruptive innovation function, then co-founding the UK challenger bank Secco as its CEO. Audiences get an advisor fluent in incumbent constraints and start-up economics. His Secco thesis, that customer data and reputation can function as forms of banked value, pushed the UK challenger debate past interface and pricing into a harder conversation about what banks actually sell. He is a consistent top-tier voice in credible fintech influencer indices, including Onalytica’s Fintech Top 100, where he has ranked as high as third, and the CityAM Fintech Powerlist. He contributed to The FinTech Book (Wiley, edited by Susanne Chishti), the first crowdsourced reference work in the field. His chapter on the future evolution of money beyond cryptocurrency is part of the core literature. Biography highlights Former innovation technologist and lead mobile architect within Lloyds Banking Group’s Digital Innovation and Payments team, part of the bank’s disruptive innovation function Co-founder and former CEO of Secco, a pre-licence UK challenger bank built around customer ownership of money, data and reputation Contributor to The FinTech Book (Wiley), edited by Susanne Chishti of FINTECH Circle Author of “Consumerization: The Enterprise Guide to BYOD” Ranked #3 in Onalytica’s Top 100 Fintech Influencers and a recurring feature in CityAM’s Fintech Powerlist TEDx speaker and long-running commentator on fintech and digital banking Biography Most retail banks are not structured to reinvent themselves. They are built to run their current model efficiently, which is a different problem. The result is a sector that uses the language of transformation while iterating on the same product shelf. Chris Gledhill has argued the opposite case from both sides of the line. Inside Lloyds Banking Group’s Digital Innovation and Payments team, he worked as a lead mobile architect and innovation technologist within what the bank called its disruptive innovation lab. He then co-founded Secco, a pre-licence UK challenger bank, and became its CEO. Secco’s proposition went further than most. Where other UK challengers matched the incumbents on product and improved the interface, Secco proposed that a bank could hold data and reputation alongside money, with the customer owning and controlling both. Gledhill set out the fuller argument in The FinTech Book (Wiley), edited by Susanne Chishti. His chapter asks what money becomes once value itself can be both social and programmable. He is a consistent feature in credible fintech indices, including Onalytica’s Top 100 Fintech Influencers, where he has ranked as high as third, and the CityAM Fintech Powerlist. For boards and strategy teams, that recognition reflects a decade of specific public arguments carried into industry discourse. Key speaking topics Fintech and the future of financial services Digital banking and challenger bank strategy Emerging technology in banking: AI, blockchain, biometrics Digital identity and customer data ownership Innovation inside incumbent financial institutions Open banking and the API economy Ideal for Banking and financial services leadership teams confronting digital-native competitors Heads of digital and innovation inside incumbent financial institutions Fintech and payments industry conferences and strategy offsites Financial services boards setting strategy through a period of technology-led disintermediation Audience outcomes A sharper strategic map of where digital banking is heading and what that means for incumbent business models First-hand perspective on the full-stack challenger bank thesis, including what Secco actually tried to build and why Better questions to take back to boards about customer data ownership and digital identity Informed judgement on which emerging technologies are genuine strategic levers for banks and which are features chasing problems

Why organisations work with Chris Griffiths He brings a named, tested method. GRASP and the Solution Finder process, published across The Creative Thinking Handbook and GRASP The Solution, give teams a four-step route from problem to decision that can be run again without him in the room. He has built the tooling, not just the theory. OpenGenius turned the mind mapping method into Ayoa, a commercial platform used across Pfizer, the NHS, the European Commission and the State Bank of India, which gives his frameworks an operating record outside the keynote. He treats neurodiversity as a creative asset. Through the Inspire Genius Foundation and Ayoa’s neuroinclusive design, he connects creative thinking to the way neurodivergent minds actually work, giving leaders a practical angle on inclusion that is tied to output rather than compliance. He has run the playbook at scale. With Tony Buzan he built a global network of more than 1,000 licensed instructors operating inside Sony, the Ministry of Defence and the NHS, which is unusual evidence that his method transfers beyond the author. His work has been stress-tested in serious rooms. He facilitated a Nobel Laureate brainstorm at the Petra Nobel Conference convened by HM King Abdullah II of Jordan, and has coached senior teams at the European Commission. Biography highlights Founder and CEO of OpenGenius, the company behind the Ayoa mind mapping and productivity platform. Author of The Creative Thinking Handbook (Kogan Page), GRASP The Solution, and Mind Maps for Business (with Tony Buzan), with titles translated across more than 15 countries. Co-creator, with Tony Buzan, of the ThinkBuzan Licensed Instructor Course, a global network of more than 1,000 accredited mind mapping instructors. Founder of start-ups that have ranked in the Deloitte European Fast 50 and The Sunday Times Fast Track 100. Facilitator of a brainstorming session with Nobel Laureates at the Petra Nobel Conference, hosted by HM King Abdullah II of Jordan. Contributor and cited expert in Harvard Business Review, Forbes, Fast Company, BBC, The Telegraph and GQ. Biography Creativity inside most organisations is still treated as a talent rather than a process. Chris Griffiths has spent nearly three decades arguing the opposite, and building the books, frameworks and software to prove it. His published work sets out a specific method. The Creative Thinking Handbook, published by Kogan Page and now available in more than ten languages, lays out the Solution Finder model. GRASP The Solution distils a four-step process that teams can run on any live business problem. Mind Maps for Business, co-authored with Tony Buzan, remains a standard text on applied visual thinking. The frameworks have a commercial track record attached. As founder and CEO of OpenGenius, he turned the method into Ayoa, a mind mapping and productivity platform used inside Pfizer, the NHS, the European Commission and the State Bank of India. With Tony Buzan he built the ThinkBuzan Licensed Instructor Course into a network of over 1,000 accredited instructors operating inside Sony, the Ministry of Defence and the NHS, a rare piece of evidence that the method works without the author in the room. His businesses have ranked in the Deloitte European Fast 50 and The Sunday Times Fast Track 100. He has facilitated a Nobel Laureate brainstorm convened by HM King Abdullah II of Jordan at the Petra Nobel Conference, and through the Inspire Genius Foundation he funds young neurodivergent entrepreneurs, the group Ayoa’s neuroinclusive design was built around. Key speaking topics Applied creative thinking in business Systematic innovation and problem solving Mind mapping for leadership and strategy AI as a creative partner for human teams Productivity and focus for knowledge workers Neuroinclusive approaches to innovation Entrepreneurship and venture building Ideal for CEOs, founders and senior leadership teams who want a shared method for problem solving across the executive group. Chief Innovation Officers, Heads of Strategy and transformation leads tasked with making innovation repeatable rather than episodic. L&D and People leaders building creative-thinking capability and neuroinclusive practice across the workforce. R&D, product and commercial teams preparing for a specific planning cycle, offsite or innovation sprint. Audience outcomes A named four-step process (GRASP) that leaders can apply to a live business problem the day after the session. A working grasp of the Solution Finder model from The Creative Thinking Handbook and how to run it with a team. A practical introduction to mind mapping as a decision tool, not a sticky-note exercise. A view of where AI fits alongside human creativity, drawn from the design choices inside Ayoa. A clearer read on how neurodivergent thinkers contribute to creative output and how to design sessions that use that.