Inteligência Artificial e IA Generativa

Why organisations work with David Roberts His Exponential Leadership framework draws a hard diagnostic line between revolutionary and truly disruptive technology – giving senior teams a structured method for a decision most organisations currently make by instinct. He holds an MIT degree in Artificial Intelligence alongside a Harvard MBA, and built ventures backed by Kleiner Perkins, Vinod Khosla, and In-Q-Tel – his understanding of technology disruption is operational, not theoretical. As Vice President and two-time Director of Singularity University’s Graduate Studies Program, he has stress-tested these frameworks with senior leaders across sectors and geographies at scale. His background spans classified U.S. government programs – satellite systems, drone development, intelligence fusion centers – giving him credibility on high-stakes technological complexity that most innovation speakers cannot claim. Harvard, Stanford, and Berkeley Business Schools have written and taught case studies on his leadership and decision-making – a level of academic scrutiny that validates the substance of the framework, not just its presentation. Biography highlights MIT B.S. Computer Science and Engineering, Distinguished Graduate, majored in Artificial Intelligence and Bio-Computer Engineering Harvard MBA Vice President and two-time Director of Singularity University’s Graduate Studies Program; Distinguished Faculty member Coined the term Exponential Leadership in 2010; founder of Exponential Leadership organisation Co-founder and President of FireDrop and Zaplet, acquired by MetricStream; ventures backed by Kleiner Perkins, Vinod Khosla, Cisco, Oracle, Accenture, and In-Q-Tel Chairman of 1QBit, one of the world’s first quantum computing software companies Career U.S. government officer: Air Force officer, decorated Special Agent; led development of satellite programs and the U.S. Drone Program; received personal citation from the Director of the FBI Media coverage in the Wall Street Journal, Fortune Magazine, USA Today, The New York Times, and CNN Biography Roberts studied AI at MIT before the term had reached the boardroom – under the guidance of Joseph Weizenbaum, creator of ELIZA and one of the discipline’s founding figures. That technical grounding was followed by a Goldman Sachs M&A posting and then a career in the U.S. government, where he led the development of satellite systems and the U.S. Drone Program across multiple national agencies. By the time he entered Silicon Valley, he had spent years building the technologies that other people were still learning to name. His venture career – FireDrop and Zaplet, backed by Kleiner Perkins and In-Q-Tel and ultimately acquired by MetricStream – gave him a second operational lens: what it takes to build and fund companies around genuinely disruptive technology, not merely competitive ones. That distinction became the foundation of his intellectual contribution. In 2010, working in a government context, he coined the term Exponential Leadership – a framework built on a single, testable claim: that the leadership models most organisations rely on were engineered for incremental change, and that they structurally fail when technologies start compressing competitive timelines from decades to years. Roberts went on to serve as Vice President and two-time Director of Singularity University’s Graduate Studies Program, reaching senior leaders across sectors with that framework. His talks do not stop at diagnosing the gap between technology speed and leadership capability – they give organisations a structured method for distinguishing truly disruptive technologies from merely revolutionary ones, and a leadership model calibrated to act on that distinction. Harvard, Stanford, and Berkeley Business Schools have used his leadership and decision-making as the basis for case studies. His technology ventures have been covered by the Wall Street Journal, Fortune Magazine, and CNN. Key speaking topics Exponential Leadership Technology disruption and disruptive innovation theory Artificial intelligence and emerging technologies Quantum computing and advanced technology platforms Entrepreneurship and high-growth venture strategy Strategic decision-making in exponential environments Leadership development for technology-driven organisations Ideal for C-suite and senior leadership teams navigating technology-driven transformation Strategy and innovation leaders in sectors facing accelerating competitive disruption Corporate leadership development programmes seeking a framework for exponential change Boards and executive committees assessing long-term technology risk and strategic positioning Audience outcomes A working distinction between revolutionary and genuinely disruptive technology, with a framework for applying it to current strategic decisions Understanding of why traditional leadership models underperform in exponentially changing environments, and what a more effective model looks like in practice Clearer organisational language for discussing exponential change – moving beyond general awareness to specific, actionable diagnostic categories Exposure to emerging technologies – including AI, quantum computing, synthetic biology, and autonomous systems – framed through their leadership and strategic implications A practical foundation for aligning leadership behaviour and decision-making with the actual pace of technology change

Why organisations work with David Rowan He runs the climate-tech and health-tech investment funds at Voyagers and has personally backed more than 180 early-stage tech companies. The view he brings to a board is from active deal flow, not from a research summary. Nine years editing WIRED UK gave him direct working relationships with the founders of WhatsApp, LinkedIn, Google, Spotify, Didi, Xiaomi and Nest while those companies were still being built. He reports on the frontier from inside the rooms where it is designed. His Penguin bestseller Non-Bullshit Innovation came out of a 20-country investigation into what real corporate innovation looks like once the theatre of accelerators and chief disruptive growth officers is stripped away. Boards get a tested set of strategies, not a list of trends. Every talk is researched and built around the sector in the room. Recent briefs include aviation (SITA), insurance, automotive after-market, real estate, luxury fashion and television. He converts frontier technology into the decisions a CEO has to take this quarter. Repeat clients include Goldman Sachs, JP Morgan, Google, Sky, Salesforce and Warner Bros. Biography highlights Founding Editor-in-Chief of WIRED UK, 2008-17 Author of Non-Bullshit Innovation (Penguin); Amazon #1 business bestseller; Financial Times Business Books of the Month; translated into Japanese, Korean, Russian and Ukrainian 900+ keynotes globally; event moderator for the World Economic Forum, the UK and French governments, the G8 Innovation Conference, the Royal Academy of Engineering and GITEX Dubai Technology columnist for The Times, GQ, Condé Nast Traveller and The Sunday Times Investor in 180+ early-stage tech companies; named unicorns include Grammarly, Improbable, Maven Clinic, Cerebral, Commure, Rebellion Defense, Kitopi and Onfido Founder of Voyagers; manager of its climate-tech and health-tech investment funds; adviser to Lakestar Biography The length of task an AI agent can autonomously complete is doubling every seven months. Autonomous robots are already running factory shifts. Most boards are setting strategy from briefings that pre-date both. David Rowan’s working life sits inside the gap between those two realities. As founding Editor-in-Chief of WIRED UK, he built working relationships with the founders of WhatsApp, LinkedIn, Google, Spotify, Didi, Xiaomi and Nest while those companies were still scaling. He has since backed more than 180 early-stage tech companies, eight of which have reached unicorn valuations: Grammarly, Improbable, Maven Clinic, Cerebral, Commure, Rebellion Defense, Kitopi and Onfido. He now runs the Voyagers climate-tech and health-tech investment funds. His Penguin bestseller Non-Bullshit Innovation came out of a 20-country investigation into how incumbent businesses actually generate new value, once the theatre of accelerators and chief disruptive growth officers is set aside. The book was named a Financial Times Business Book of the Month and translated into Japanese, Korean, Russian and Ukrainian. Its argument is that genuine innovation is a discipline with specific, testable strategies. His next book is on culture as the differentiating asset for organisations in an era when AI risks commodifying everything else. Repeat clients include Goldman Sachs, JP Morgan, Google, Sky, Salesforce and Warner Bros. He moderates for the World Economic Forum, the UK and French governments, the G8 Innovation Conference and the Royal Academy of Engineering. His stated KPI for a keynote: leave the audience 91% excited about the future, and 9% afraid. Key speaking topics AI strategy for established businesses Exponential technology and industry disruption Innovation as a managed discipline inside incumbent organisations The future of work in the age of AI agents Culture and talent strategy under AI commodification Sector-specific technology foresight Ideal for CEOs and boards setting AI strategy for established businesses CHROs and Chief People Officers reshaping talent strategy as AI changes the shape of work Chief Innovation, Digital and Strategy leaders translating frontier technology into operating decisions Senior leadership teams in sectors facing acute technology disruption: finance, real estate, aviation, media, healthcare, insurance, automotive Audience outcomes A clearer separation of what is genuinely real at the AI frontier from what remains hype A practical triage of technology decisions: what to fund this quarter, what to pilot, what to ignore The 17 strategies from Non-Bullshit Innovation, applied to the audience’s own sector A sector-specific reading of what AI agents are likely to do to operating models and headcount over the next 24 months

Why organisations work with Deborah Nas Her book Design Things That Make Sense sets out a codified methodology: 24 strategies to strengthen what technology offers users and 13 to reduce the resistance that causes adoption to fail. It gives innovation teams a structured diagnostic rather than a set of principles to interpret on their own. She founded the Centre for Quantum and Society at QuantumDelta NL – making her one of very few people who can address quantum technology’s ethical, legal, and organisational implications in terms senior teams can act on before the technology reaches commercial scale. Her position leading multidisciplinary research teams at TU Delft – on mobility futures, quantum societal readiness, and energy transition – means her perspective is shaped by live scientific frontier work, not commentary on published trends. She is on the investment committee of InnovationQuarter Capital, a €143 million deep tech fund, and on the supervisory board of Hardt Hyperloop – direct sight lines into where deep tech investment is moving, not just where it currently stands. Her starting point is the psychology of technology resistance – the reason most implementation initiatives stall – which is the question most organisations have not structured an answer to and the one that most directly explains expensive innovation failures. Biography highlights Professor of Strategic Design for Technology-based Innovation, Faculty of Industrial Design Engineering, TU Delft Initiative Lead and founder, Centre for Quantum and Society, QuantumDelta NL Author, Design Things That Make Sense (BIS Publishers) – a practitioner framework of 37 named design strategies for technology-based product innovation Visiting professor, Politecnico di Milano Investment committee member, InnovationQuarter Capital (€143 million deep tech fund); supervisory board member, Hardt Hyperloop MSc Industrial Design Engineering with honours, TU Delft; 16 years co-founding and running a strategic innovation agency Biography Technology that works and technology that people will actually use are two different achievements. Deborah Nas, Professor of Strategic Design for Technology-based Innovation at TU Delft’s Faculty of Industrial Design Engineering, has spent 25 years studying the gap between them. She began at Philips and KPN, then spent 16 years co-founding and running a strategic innovation agency before anchoring her work in research and teaching at TU Delft. Her core contribution is a codified methodology: 24 design strategies to strengthen what a technology product offers and 13 to reduce the user resistance that causes adoption to fail. Published in Design Things That Make Sense (BIS Publishers), the framework draws on consumer psychology and is structured for direct use by product teams and innovation managers. She also teaches it as a visiting professor at Politecnico di Milano. She has extended this work into the next generation of technology adoption challenges. As founder and Innovation Lead of the Centre for Quantum and Society at QuantumDelta NL, she is developing the ethical, legal, and societal frameworks organisations will need before quantum technology reaches commercial scale. She is also on the supervisory board of Hardt Hyperloop and on the investment committee of InnovationQuarter Capital, a €143 million deep tech fund. Organisations that work with her are not typically looking for enthusiasm about what emerging technology can do. They want a structured answer to why technology investments fail at the point of adoption – and a methodology that gives their teams a way to act on it. Key speaking topics Technology adoption and consumer resistance Human-centred design for technology-based innovation AI strategy and organisational readiness Quantum technology and societal implications Deep tech ecosystem and investment landscape Future of work and intelligent systems Innovation strategy for established organisations Ideal for Chief Innovation Officers, R&D leads, and product strategy teams working with emerging technologies Boards and senior leadership teams making investment decisions on AI, quantum, or deep tech Corporate innovation functions examining why technology projects stall or fail at adoption Government and public sector bodies engaging with the organisational and societal implications of advanced technologies Audience outcomes A clear framework for understanding why technology-based products fail at adoption – and what design decisions change that outcome Working familiarity with the Tech Design Strategies methodology: 24 strategies to strengthen product benefits and 13 to reduce user resistance Practical orientation to how AI and quantum technologies will affect their specific industry or sector Ability to separate technological capability from technology adoption as distinct strategic problems requiring different organisational responses Insight into how organisations and investors at the deep tech frontier are currently making decisions about technology bets

Why organisations work with Dex Hunter-Torricke He has been inside the rooms where the current AI systems were built and launched. He led global communications for Google DeepMind and the go-to-market for Gemini, which gives him a working view of what frontier model deployment actually looks like, not a commentator’s view. He sits on the board of HM Treasury, appointed by the Chancellor in 2025. This is a working policymaker’s seat, not an honorific, and gives him a sovereign-level read on how governments are now thinking about AI, capital and competition. His communications track record is rare in scope: speechwriter to Mark Zuckerberg, Larry Page, Eric Schmidt and Ban Ki-moon, and head of communications at SpaceX through a hypergrowth period. Few advisors have written the words a board’s CEO now wants to write. He has publicly broken from the position he was paid to promote, founding the Center for Tomorrow in 2026 to argue for AI taxation, displacement support and tighter controls. That credibility is hard to manufacture and audiences notice it. Biography highlights Head of Global Communications and Marketing, Google DeepMind, 2023 to 2025; led go-to-market for Gemini. Non-Executive Board Member, HM Treasury, appointed by Chancellor Rachel Reeves, October 2025. Former Head of Communications, Oversight Board for Meta. Former Head of Communications, SpaceX; Head of Executive Communications, Facebook, 2012 to 2016, as personal speechwriter to Mark Zuckerberg. Google’s first executive speechwriter, supporting Larry Page and Eric Schmidt. Speechwriter and spokesperson for UN Secretary-General Ban Ki-moon, from 2008. Founder, Center for Tomorrow, a non-profit on AI governance and societal resilience, launched February 2026. BA Politics, University College London; MPhil Russian and East European Studies, University of Oxford. Biography The people who built the current generation of AI systems are now the ones publicly warning about them. That shift, from inside-the-tent advocacy to public reform argument, is one of the most consequential repositioning moves in the technology industry. Hunter-Torricke is one of its more visible practitioners. He led global communications and marketing at Google DeepMind from 2023 to 2025, including the go-to-market for Gemini. Before that he ran communications at SpaceX, led executive communications at Facebook through its mid-2010s expansion as Mark Zuckerberg’s speechwriter, and was Google’s first executive speechwriter to Larry Page and Eric Schmidt. His career began at the United Nations, writing for Secretary-General Ban Ki-moon. In October 2025 he was appointed by Chancellor Rachel Reeves to the board of HM Treasury, giving him an active seat at the centre of British economic and AI policy. In February 2026 he launched the Center for Tomorrow, a non-profit pushing for AI taxation, displacement support and stronger international coordination as compute concentrates in a small number of firms. For boards, the value is unusual. Most AI commentators have either operated frontier systems or shaped policy. Hunter-Torricke has done both, in named institutions, and is now arguing publicly that the trajectory needs correcting. That gives senior audiences a working view of how the AI race actually looks from the inside, and what the institutional response is starting to demand. Key speaking topics Frontier AI deployment and competitive strategy AI governance, regulation and the post-2025 policy environment Communications and narrative strategy for senior leaders Workforce displacement and the social contract under AI Big Tech concentration and the future of digital power Reputation and public trust in technology firms Ideal for Boards and executive committees setting AI strategy and risk appetite CEOs, chief communications officers and chief strategy officers exposed to AI public-trust risk Policy leaders, regulators and sovereign investors assessing AI exposure Senior leadership offsites where AI competitive pressure and governance need to be discussed in the same conversation Audience outcomes A working read on how frontier AI labs actually make deployment decisions, from someone who was in those decisions. A clearer picture of where AI governance is heading in the UK, EU and US, and what that means for corporate exposure. A sharper view of the AI workforce question: which displacement effects matter, on what timeline, and which corporate responses are credible. A stronger framework for senior communications when public trust in technology is contested.

Why organisations work with Dhiraj Mukherjee He has done the thing most innovation speakers describe. Shazam was a category invention before mobile internet was mainstream, and it ended with a reported $400 million sale to Apple. A 250-company investment portfolio across AI, climate tech and frontier software gives him a working map of which emerging technologies are moving from pilot to operating substance and which are stalling. Direct line of sight into capital flows alongside Bill Gates’s Breakthrough Energy Ventures and Al Gore’s Generation Investment Management, which is rare for a keynote speaker working on climate and AI together. Operator credibility inside large incumbents as well as start-ups, including Head of Banking Innovation at Virgin Money and senior roles at Bauer Media, Infosys and Reuters. Named to the Financial Times’ Top 50 European technology entrepreneurs, The Digital Banking Club’s Power 50 and Smith & Williamson’s Power 100, which positions him as a credible voice on UK and European innovation policy as well as commercial strategy. Biography highlights Co-founder of Shazam Entertainment, acquired by Apple in 2017 for a reported $400 million Named to the Financial Times’ Top 50 European technology entrepreneurs (2015) Elected to The Digital Banking Club’s Power 50 (2016) and Smith & Williamson’s Power 100 (2017) Angel investor in over 250 technology companies across AI, climate tech and “Tech for Good” Former Head of Banking Innovation, Virgin Money; previous roles at Bauer Media, Infosys, Reuters and Save the Children Mathematical Economics degree, Dartmouth College; MBA, Stanford Graduate School of Business Biography Shazam was launched in 2000, before smartphones, before app stores, before mobile data was reliable enough to stream a song. The team built a service that recognised music by sound from a feature phone over a voice call. Eighteen years later, Apple bought the company for a reported $400 million. Dhiraj Mukherjee co-founded it. That history matters because it is the practical version of what most boards are now trying to do with AI. Identify a capability that the technology curve will eventually make obvious, build it before the market is ready, survive long enough to be right. Shazam went through the dot-com crash and the 2008 financial crisis on the way to Apple, which is why his perspective on category-building is closer to operating experience than to theory. Since exiting Shazam, Mukherjee has invested in more than 250 technology companies, with a declared focus on AI, climate tech and “Tech for Good.” He has co-invested into Breakthrough Energy Ventures, the climate vehicle backed by Bill Gates, and into Al Gore’s Generation Investment Management, which gives him an unusual vantage point on where institutional capital is actually moving across the AI and energy transition curves. His earlier career sits inside large incumbents, including Head of Banking Innovation at Virgin Money and senior roles at Bauer Media, Infosys and Reuters. The Financial Times named him to its Top 50 European technology entrepreneurs in 2015, and he holds an MBA from Stanford Graduate School of Business and a Mathematical Economics degree from Dartmouth. Key speaking topics Emerging technology and AI strategy Innovation and category creation Climate tech and the energy transition investment case Digital transformation inside large incumbents Resilience and the long arc of building a technology company Tech for Good and impact investing The future of work in the age of AI Ideal for CEOs, CSOs and innovation leads setting AI and emerging-technology strategy Boards and investment committees pressure-testing capital allocation across AI and climate Senior leadership teams inside banks, media and consumer businesses navigating digital transformation Founder and scale-up audiences inside corporate venturing and accelerator programmes Audience outcomes A sharper read on which emerging technologies are moving from pilot to operating advantage and which are stalling A working framework, drawn from Shazam, for how categories actually get built through downturns An investor’s view of where AI and climate-tech capital is concentrating, and what that signals for corporate strategy A more honest sense of the time, capital and persistence required to compound a technology bet into commercial outcome

Why organisations work with Diana Verde Nieto She has built the operating substance behind two commitments most companies treat as comms exercises. Positive Luxury and the Butterfly Mark turned sustainability claims into an audited certification with periodic re-earn cycles. Edify is now doing the same work for AI-driven capability, turning brand standards and SOPs into something frontline teams actually use. “Reimagining Luxury” (Kogan Page, 2024) is built on direct contributions from chief sustainability officers at LVMH, Kering, and L’Oréal, alongside Harvard’s John P. Kotter and Paul Polman. The frameworks it sets out are drawn from how the major houses actually run sustainability, not how they describe it externally. Shortlisted, Business Book Awards 2025, Change and Sustainability category. Two founded-and-exited businesses (Clownfish, sold to Aegis-Dentsu in 2008; Positive Luxury) mean her thinking on commercial strategy has been tested by real investors and real markets, not consulting decks. Through Edify Collective, she is applying the same thesis to workforce capability, embedding policies and standards into the daily flow of work rather than relying on training events that fade within weeks. World Economic Forum Young Global Leader and Harvard Kennedy School graduate. Non-Executive Director at the British Beauty Council and Watts 1874. Former adviser to the UN Department of Economic and Social Affairs, the UN Conscious Fashion and Lifestyle Network, and La Prairie (Beiersdorf). Biography highlights Co-Founder and CEO of Edify Collective, an AI-native frontline performance support platform that embeds policies, SOPs, and brand standards into the daily flow of work, bridging board-level strategy and frontline execution. Co-founder of Positive Luxury (2011), creator of the Butterfly Mark, the luxury sector’s best-known independent ESG certification. Founder of Clownfish (2002), one of the world’s first dedicated sustainability communications consultancies; built to a presence in five markets and sold to Aegis-Dentsu Group in 2008. Author of Reimagining Luxury: Building a Sustainable Future for Your Brand (Kogan Page, 2024); shortlisted, Business Book Awards 2025, Change and Sustainability category. World Economic Forum Young Global Leader; degree in Global Leadership and Public Policy, Harvard Kennedy School. Non-Executive Director, British Beauty Council and Watts 1874; former adviser to the UN Department of Economic and Social Affairs, the UN Conscious Fashion and Lifestyle Network, and La Prairie (Beiersdorf). Biography Most organisations are excellent at deciding what needs to change. They write the policy, sign off on the strategy, brief the leadership team. The work that follows, embedding that decision into how thousands of people actually behave at the frontline, is where most of the value is either captured or lost. Diana Verde Nieto has spent two decades building businesses around this problem. In 2002 she founded Clownfish, one of the first dedicated sustainability communications consultancies, scaled it to five markets, and sold it to Aegis-Dentsu in 2008. In 2011 she co-founded Positive Luxury with Karen Hanton MBE and built the Butterfly Mark, an independent ESG certification now sought by over 100 brands across fashion, beauty, jewellery, and travel, awarded on demonstrated performance across nine criteria and re-earned every two years. Reimagining Luxury (Kogan Page, 2024), shortlisted for the Business Book Awards 2025, draws directly on contributions from the chief sustainability officers of LVMH, Kering, and L’Oréal, alongside Harvard’s John P. Kotter and Paul Polman. As Co-Founder and CEO of Edify Collective, she is now applying the same thesis to workforce capability. Edify is an AI-native platform that embeds policies, SOPs, and brand standards directly into the flow of frontline work, replacing fragmented training tools with a single performance support layer. The argument is the same one she has been making for 25 years, but the domain has shifted: the strategy-execution gap is now also the gap between AI ambition and AI deployment, and the same operating disciplines apply. A World Economic Forum Young Global Leader and Harvard Kennedy School graduate, she serves as a Non-Executive Director at the British Beauty Council and Watts 1874. Her previous advisory work includes the UN Department of Economic and Social Affairs, the UN Conscious Fashion and Lifestyle Network, and La Prairie (Beiersdorf). Key speaking topics Closing the Strategy-Action Gap: From Boardroom to Frontline The AI-Native Workforce: Augmentation, Not Replacement Operationalising Purpose: Building Standards That Survive Daily Operations Lessons from Luxury: How LVMH, Kering, and L’Oréal Run Sustainability as Commercial Strategy Trust as a Brand Asset: Why Operational Reality Determines Reputational Value The Entrepreneurial Journey: Building, Scaling, and Exiting Purpose-Driven Businesses Seeing Markets Before They Arrive: Strategic Foresight in Volatile Industries Ideal for CEOs and brand leaders responsible for bridging strategic intent and daily operational reality Chief Operating Officers and Chief Transformation Officers redesigning legacy systems and workflows for an AI-native workforce Boards and Non-Executive Directors whose governance responsibilities turn on whether operational substance backs board-level commitments Founders, investors, and venture partners examining purpose-driven businesses, scale-up discipline, and exit strategy Industry associations, regulators, and policy bodies operating at the intersection of corporate strategy and standards-based oversight Audience outcomes Diana’s focus is the final mile of leadership: the work between strategy being agreed and strategy being delivered through the daily behaviour of frontline teams. Her sessions are built for senior audiences who have already named the strategic problem and need to understand how to operationalise the answer. A working definition of The Action Gap, the space between board-level commitments and frontline reality, and the operating disciplines that close it. A direct view of how LVMH, Kering, and L’Oréal turn sustainability commitments into auditable commercial strategy, drawn from her book’s primary research with their CSOs. A reframing of AI in the workforce from substitution to augmentation: what it means to put expert-level judgement into the hands of frontline workers in real time, and what that requires of the operating model. A founder’s view of scale, exit, and the discipline of building purpose-driven businesses that hold their commercial integrity through investor scrutiny and global expansion. A practical map of where brilliant strategies fail at the point of work, and what board-level leaders can do about it before the failure becomes a reputational event.

Why organisations work with Didem Ün Ateş She has operationalised responsible AI inside three of the world’s largest organisations (Microsoft, Accenture, and Schneider Electric) as an executive with direct accountability, not as an external advisor. That gives her a precise understanding of where enterprise AI governance breaks down in practice. Her role as Advisor and Generative AI Council Member for Goldman Sachs Value Accelerator, working with over 300 portfolio companies, gives boards and investment teams a live investor-grade view of how AI strategy translates, or fails to translate, into commercial value and risk-adjusted returns. LotusAI’s documented methodology, running 60 co-creation workshops across more than 200 SVPs and VPs to identify and prioritise 200 generative AI use cases inside a single Fortune 500 company, is a concrete, tested model for enterprise AI adoption, not a conceptual framework. As an accredited algorithm auditor and former WEF AI Governance Alliance Fellow, she connects organisations to the governance principles emerging at the regulatory and multilateral level, including the responsible-AI debates shaping how the technology is regulated globally. Her dual degree from the University of Pennsylvania (BS in Engineering from the Moore School and BS in Economics from the Wharton School), combined with an MBA from Columbia Business School, means she can engage credibly at both the technical architecture and commercial investment layers of an AI decision, a combination that is genuinely uncommon. Biography highlights Founder and CEO of LotusAI Ltd, advising private equity firms, hedge funds, financial institutions, and Fortune 500 companies on AI strategy, responsible AI governance, and talent transformation Former Vice President, AI Strategy & Innovation at Schneider Electric, where she defined the company’s AI and generative AI strategy, innovation roadmaps, ecosystem partnerships, and responsible AI programme Former Head of Data & AI / General Manager, Data & AI at Microsoft (EMEA) and former Managing Director of Data & AI, Europe at Accenture’s Microsoft Business Group; earlier roles at Capgemini, EY, BT, and Motorola Advisor and Generative AI Council Member for Goldman Sachs Value Accelerator, working with the firm and over 300 portfolio companies Board member of the Edge AI Foundation, the Wharton AI Alumni Studio, the Columbia Business School Women’s Circle, and the Hg Foundation Technology Advisory Board Certified Algorithm Auditor and Executive Coach; former WEF AI Governance Alliance Fellow; Forbes Technology Council member TechWomen100 Champion and Trailblazer 50 honouree; 2025 recognition includes CEO of the Year Awards UK in the AI Advisory category, Responsible AI Innovation & Growth in Business Award, New Technology Consultancy of the Year, Best New Business of the Year, and British Business Excellence Award Alumna of the University of Pennsylvania (Management & Technology dual degree: BS in Engineering from the Moore School and BS in Economics from the Wharton School) and Columbia Business School (MBA) Biography Most enterprise AI strategies stall in the same place: at the gap between approved roadmap and accountable delivery. Didem Ün Ateş has worked on both sides of that gap inside organisations large enough for every failure to matter. As VP, AI Strategy & Innovation at Schneider Electric, she held direct accountability for the company’s generative AI strategy and innovation roadmap, its ecosystem partnerships, its responsible and sustainable AI programme, and the upskilling of its global workforce. Before that, she served as Head of Data & AI and General Manager, Data & AI at Microsoft EMEA, with revenue accountability of over $2.7 billion across more than 70 subsidiaries, and as Managing Director of Data & AI, Europe within Accenture’s Microsoft Business Group. She founded LotusAI Ltd to apply that operational depth where boards and investment teams need it most. Her advisory relationship with Goldman Sachs Value Accelerator, as Advisor and Generative AI Council Member, puts her in direct conversation with over 300 portfolio companies on AI value creation, governance, and risk. LotusAI’s engagements have included guiding a generative AI opportunity scan across more than 200 senior leaders in a Fortune 500 company, delivering a three-year use-case roadmap tied to the organisation’s strategic plan and regulatory requirements. Her work sits at the intersection of commercial strategy and institutional accountability. As an accredited algorithm auditor and former WEF AI Governance Alliance Fellow, where she has co-chaired sessions on AI and sustainability at WEF summits, she connects the boardroom conversation to the multilateral frameworks shaping how responsible AI is defined and regulated globally. She also sits on the Hg Foundation Technology Advisory Board, alongside senior leaders from ING, Google, McKinsey, and Accenture. She holds a dual degree from the University of Pennsylvania, in Engineering from the Moore School and in Economics from the Wharton School, and an MBA from Columbia Business School. Recent recognition includes the CEO of the Year Awards UK 2025 in the AI Advisory category, the Responsible AI Innovation & Growth in Business Award 2025, and the British Business Excellence Award 2025, alongside the earlier TechWomen100 Champion and Trailblazer 50 honours. Key speaking topics Enterprise AI strategy and governance Generative and agentic AI adoption at scale Responsible and sustainable AI AI for private equity, private credit, and financial services AI-driven workforce capability and talent transformation AI risk management and regulatory compliance Edge AI, physical AI, embedded AI, and tinyML AI leadership training and executive workshops Ideal for Boards and C-suite teams (CEO, CTO, CDO, CAIO) building or pressure-testing enterprise AI strategies Chief Data and AI Officers designing governance frameworks for generative AI adoption Private equity and investment leadership teams assessing AI value creation and risk across portfolios Transformation and innovation leaders in financial services, industrial, and consulting sectors navigating responsible AI operationalisation Audience outcomes Practical criteria for identifying, prioritising, and sequencing AI use cases, tools, platforms, and agents within a complex organisation A clearer model of where enterprise AI governance frameworks typically break down, and what structural conditions make them durable A sharper understanding of how responsible AI principles translate into investment-grade governance, not just compliance documentation A working language for talent transformation in the agentic AI era, including the workforce decisions board members need to be ready to make More confident language for board-level conversations on AI risk, sustainability, and value creation Awareness of inclusive AI design as both a reputational risk and a long-term commercial consideration

Why organisations work with Dominik Boesl Operating credibility from two of the most consequential robotics manufacturers in Europe: KUKA, where he co-managed the market launch of the LBR iiwa, the first industrially certified collaborative robot, and Festo, where he ran a robotics division spanning five international R&D centres. A governance perspective rooted in formal institutional work, not commentary: VP roles in the IEEE Robotics and Automation Society, Global Chair of the IEEE TechEthics Initiative, and founder of the Robotics & AI Governance Foundation. A named intellectual contribution. The “4 Robotic Revolutions” model, co-developed with Bernd Liepert and presented at IEEE IROS, gives audiences a working frame for where robotics sits today and what comes next. Policy-level reach into the UN system through the UN DESA expert group on AI and robotics for the Sustainable Development Goals, useful for boards weighing the regulatory direction of travel. Research that informs strategy rather than describing it: he leads the Robotics 2050+ Global Delphi Study, a long-range scenario programme supported by IEEE. Biography highlights Professor of Digital Sciences, Automation & Leadership, HDBW Munich; Adjunct Professor, TUM Institute for LifeLong Learning Founder, Robotics & AI Governance Foundation; founder and CEO, Innomancer Thinktank Former VP and Head of Robotics, Festo AG; former Principal Corporate Innovation Manager and VP Consumer Driven Robotics, KUKA AG Past VP for Industrial Activities, IEEE Robotics and Automation Society; past Global Chair, IEEE TechEthics Initiative Member of the UN DESA expert group on AI and robotics for the Sustainable Development Goals Co-author of the “4 Robotic Revolutions” framework (IEEE IROS 2016) and lead of the Robotics 2050+ Delphi Study Biography The collaborative robotics market did not exist as a commercial category until a small group of teams, including the one Boesl worked in at KUKA, navigated the LBR iiwa through the safety standards that made human-machine co-working legally and operationally viable. That kind of work, sitting at the join between engineering, regulation, and commercial deployment, is what informs the way he now advises boards. After KUKA he ran the robotics division at Festo, overseeing five international R&D centres and the development of the Festo BionicCobot, the first pneumatic collaborative robot. The combination of two senior operating roles at two of the most credible robotics businesses in Europe is unusual on its own. It becomes more so when paired with chair-level institutional work: VP for Industrial Activities at the IEEE Robotics and Automation Society, and Global Chair of the IEEE TechEthics Initiative for five years. His academic and policy work extends the same agenda. As Professor of Digital Sciences at HDBW Munich and an adjunct at the TUM Institute for LifeLong Learning, he leads the Robotics 2050+ Global Delphi Study, a long-range scenario programme on the future of robotics and AI. Through the Robotics & AI Governance Foundation and a seat on the UN DESA expert group, he contributes to how governments and standards bodies think about autonomous systems and the Sustainable Development Goals. What this means for buyers is straightforward. When a board asks where the line should sit between human and machine decision-making, or how to make AI deployment defensible to a regulator, Boesl is one of the few voices in Europe who can answer from the engineering side, the standards side, and the policy side at once. Key speaking topics Robotics and human-machine collaboration AI governance and technology ethics Industry 4.0 and operational deployment of automation Strategic foresight and long-range scenario planning Responsible innovation in regulated industries The future of work in robotic and AI-enabled organisations Ideal for Boards and executive committees setting AI and automation strategy in industrial, manufacturing, and engineering-led organisations Chief technology, chief digital, and chief AI officers responsible for moving from pilots to deployment Heads of innovation, R&D leadership, and corporate strategy teams in industrial groups and Mittelstand manufacturers Policy, public affairs, and ESG leaders tracking the regulatory direction of AI and robotics Audience outcomes A clearer map of where robotics and AI sit today against the “4 Robotic Revolutions” frame, and what the next phase actually demands of an operating business A working vocabulary for AI governance that a board can use with regulators, auditors, and internal risk functions Specific reference points from KUKA and Festo on what it takes to deploy collaborative robotics inside an industrial operation A perspective on long-range scenarios drawn from the Robotics 2050+ Delphi research, rather than commentary A sharper sense of where the human-machine boundary should sit for the organisation’s own workforce design

Why organisations work with Dona Sarkar She runs the program that lets enterprise developers extend Microsoft Copilot onto their own data, so the practical content of her sessions is what she ships day-to-day at Microsoft, not commentary about it. She brings a track record of building global technical communities at scale, including the Windows Insider Program of around 20 million members, which informs how she advises leaders on adoption inside large workforces. Her work on accessibility and inclusive AI gives organisations a substantive position on responsible AI that goes beyond policy statements into product design and developer practice. She codifies her experience into named frameworks her audiences can use, including the SHENANIGANS approach to solving business problems and a structured method for tackling non-promotable work. She speaks credibly to the human side of AI transformation, from imposter syndrome in technical careers to mental health conversations at work, drawing on her own published books rather than borrowed material. Biography highlights Chief Troublemaker, Microsoft AI and Copilot Extensibility Program. Former Director of Technology for Microsoft Accessibility, leading inclusive design across the company. Led the Windows Insider Program from 2016 to 2019, a global community of around 20 million members. Author of The Imposter Syndrome Banishing Spell, Model 47: A Startup Storybook and You Had Me at Hello World, alongside three young-adult novels published by Harper Collins. Featured in Fast Company’s 100 Most Productive People; profiled in Fast Company and Microsoft’s own publications. Founder of Prima Dona, an ethical fashion line based in Seattle, alongside her engineering career. Biography Microsoft built Copilot, then had to answer the harder question: how do enterprises actually deploy generative AI on their own data, inside their own workflows, without losing the accessibility, governance and developer discipline that make software trustworthy. That is the program Dona Sarkar runs as Chief Troublemaker for Microsoft’s AI and Copilot Extensibility Program, working directly with the developers and IT leaders responsible for moving AI from pilot to production. Before this remit she was Director of Technology for Microsoft Accessibility, a role that shaped her view that inclusive design is engineering, not policy. She led the Windows Insider Program from 2016 to 2019, growing it into a global community of around 20 million members who tested early Windows builds, and she has run developer advocacy across HoloLens and Power Platform. Each of those roles required her to translate engineering decisions for non-technical leaders and to turn vague ambitions into concrete adoption. Outside Microsoft she has published books on imposter syndrome, startup methodology and mentorship, alongside three young-adult novels with Harper Collins. She founded Prima Dona, an ethical fashion line in Seattle, and has coached founders in emerging markets in East and West Africa. Fast Company has named her one of its 100 Most Productive People and profiled her approach to managing complex parallel careers. For senior buyers, her value is operational credibility on the enterprise AI question boards keep asking. She is not describing a market she observes. She runs the platform inside it. Key speaking topics Enterprise generative AI and Copilot deployment Inclusive AI and accessibility in product design Developer community and adoption at scale The future of work alongside AI agents Innovation frameworks for large organisations Career advancement and non-promotable work Mental health and imposter syndrome in technical careers Ideal for CIOs, CTOs and chief data officers planning enterprise AI deployment CHROs and heads of talent designing workforces around AI capability Heads of accessibility, DEI and responsible AI Engineering and developer relations leaders building internal AI fluency Audience outcomes A clearer view of where Copilot and generative AI add operating value on proprietary data, and where they do not A working vocabulary for inclusive AI that connects accessibility decisions to product and engineering practice Named frameworks for innovation and career progression that audiences can apply inside their teams A more honest conversation about imposter syndrome, mental health and burnout in technical organisations A read on Microsoft’s direction of travel on Copilot extensibility from someone responsible for delivering it

Why organisations work with Dorothée Töreki She has run digital transformation from the inside. Eleven years at IBM Germany and a Director of Digitalisation role at the Boysen Group give her a working understanding of how AI and digital tools actually land in industrial and corporate environments. She teaches the same material she presents on stage. Her part-time lectureship at Duale Hochschule Heidenheim covers blockchain and generative AI, which keeps the content close to the underlying mechanics rather than the marketing layer. She is one of the few German-language voices who can move an audience from technology scepticism to active engagement, in both English and German, without simplifying the substance. Her work spans the connected stack: generative AI, blockchain, Web 3.0, the Internet of Things and human-machine collaboration. That breadth lets her show executives where today’s pilots are pointing. Biography highlights Eleven years at IBM Germany in roles spanning Digital Advisor, Competitive Leader and Digital Workplace Consultant. Former Director of Digitalisation at the Boysen Group, leading cultural transformation. Founder of Denkräume im Digitalen, established 2019. Part-time lecturer in blockchain and generative AI at Duale Hochschule Heidenheim. LinkedIn Top Voice DACH 2018 and Best of IBM 2016. Co-author for Springer Gabler on generative AI and digitalisation themes. Biography Most German industrial firms can describe what generative AI is. Far fewer can describe what it changes inside their operating model. That gap, between technical literacy and operating capability, is the territory Dorothée Töreki has worked in for two decades. Her route into the subject is unusual. She trained as a civil engineer and worked on infrastructure projects including the ICE rail link between Frankfurt and Cologne, before moving into information technology. Eleven years at IBM Germany followed, in roles that ran from digital workplace consulting to competitive analysis on cloud and AI. As Director of Digitalisation at the Boysen Group, she carried that perspective into an industrial automotive supplier, designing the cultural side of digital change. In 2019 she founded Denkräume im Digitalen to focus on executive education and keynotes. The body of work spans generative AI, blockchain, Web 3.0 and human-machine collaboration. She teaches the same material at Duale Hochschule Heidenheim, which gives the content a level of technical detail most keynote speakers cannot match. Springer Gabler publishes her as a contributing author on generative AI and digital business. She is recognised as a LinkedIn Top Voice DACH and was named Best of IBM in 2016. Her delivery, in German or English, is built on turning abstract technology into specific operational consequence: what changes for marketing, for service operations, for the workplace, for the way decisions get made. Key speaking topics Generative AI in business Digital transformation in industrial organisations Blockchain and Web 3.0 Human-machine collaboration Future of work and digital workplace Internet of Things and Economy of Things Cultural change in technology adoption Ideal for CIOs, CDOs and heads of digital transformation in industrial and B2B firms. Executive committees and boards setting AI strategy. Marketing, sales and customer experience leadership teams. German-speaking corporate audiences seeking technical depth without losing accessibility. Audience outcomes A working picture of where generative AI changes specific business functions, not a generic technology overview. Clear language for the cultural and organisational shifts that decide whether digital pilots scale. A more precise read on adjacent technologies such as blockchain, Web 3.0 and IoT, and how they connect to AI strategy. The confidence to engage rather than retreat from the next wave of technology decisions.

Why organisations work with Andrew Ng His AI Transformation Playbook – a named, five-step framework derived directly from building AI teams at Google and Baidu – gives organisations a structured implementation path, not principles. It is the difference between a direction and a plan. He has operated on both sides of the AI adoption challenge: as the person responsible for making two of the world’s largest technology companies into AI-first organisations, and as the founder of platforms that have trained more than 8 million people in AI skills. The failure modes at both ends are not theoretical to him. His “AI is the new electricity” thesis reframes AI as general-purpose infrastructure rather than a feature or a product – a distinction that changes how boards allocate capital and how leadership teams structure accountability. Named to Time’s inaugural Time100 AI list (2023) – recognising active, current influence in the field – and to Amazon’s board of directors. The former signals peer standing; the latter signals boardroom credibility. Through AI Aspire, developed in partnership with Bain & Company, he advises enterprises moving from AI experimentation to scalable transformation – giving organisations access to a perspective tested across venture building, hyperscale operations, and mass education. Biography highlights Co-founded Google Brain – the research team credited with reshaping Google’s approach to artificial intelligence VP and Chief Scientist at Baidu, leading a 1,300-person AI team responsible for the company’s global AI strategy Co-founder and Chairman of Coursera (NYSE: COUR), now serving 150 million+ registered learners globally Founder of DeepLearning.AI – over 8 million people have completed AI courses through his programmes Named to Time100 Most Influential People (2012), Fast Company’s Most Creative People (2014), and Time100 AI (2023) Member of Amazon’s board of directors (appointed April 2024) Author of the AI Transformation Playbook and Machine Learning Yearning, both in wide circulation Holds a BSc from Carnegie Mellon, MSc from MIT, and PhD from UC Berkeley; co-authored over 200 research papers Biography Most AI pilot projects never become AI companies. Andrew Ng has spent years examining why – first as the founding lead of Google Brain and then as VP and Chief Scientist at Baidu, where he built a 1,300-person AI team. The gap between isolated AI experimentation and enterprise-wide capability is the problem he has studied from the inside. His AI Transformation Playbook – drawn directly from that experience – sets out a five-step framework for taking AI adoption from initial momentum to company-wide infrastructure. It circulates widely because it treats AI transformation as an operational challenge, not a technology question. His thesis that AI is infrastructure the way electricity was infrastructure gives boards a strategic frame that holds across industries and business models. Ng co-founded Coursera, which now serves over 150 million registered learners, and founded DeepLearning.AI, through which more than 8 million people have trained in AI skills. Building AI literacy at that scale – and measuring what works – gives him a concrete, tested perspective on what workforce transformation in practice actually requires. Few speakers can point to comparable operational evidence. He holds degrees from Carnegie Mellon, MIT, and UC Berkeley, has co-authored over 200 research papers, and sits on Amazon’s board of directors. Named to Time’s inaugural Time100 AI list in 2023 – recognising current influence rather than historical contribution – he continues to co-found AI companies through AI Fund and advise enterprises on AI strategy through AI Aspire, a firm he built in partnership with Bain & Company. Key speaking topics Enterprise AI adoption and transformation AI strategy for boards and C-suite leaders Agentic AI and the next phase of AI systems AI workforce development and capability building Responsible AI development and regulation Machine learning fundamentals and applied AI The economics of AI as general-purpose infrastructure Ideal for C-suite executives and boards setting AI strategy and capital allocation Chief Technology Officers and Chief Digital Officers leading enterprise AI programmes CHROs and people leaders responsible for AI upskilling and workforce transformation Transformation leads and innovation teams moving from AI pilots to scaled deployment Audience outcomes A structured framework for diagnosing where enterprise AI adoption is stalling and what to do next Clarity on how to build internal AI capability – teams, workflows, and governance – rather than relying on isolated project-by-project approaches A board-level frame for AI as infrastructure, with implications for investment, talent, and competitive positioning Practical understanding of what large-scale AI workforce development requires, drawn from programmes that have trained millions A more grounded view of responsible AI development – distinguishing credible risk from speculative concern – from a practitioner who has argued these positions in public and in policy

Why organisations work with Christina Yan Zhang She co-writes the UN ITU standards her clients will eventually be measured against. Her CitiVerse evaluation framework spans 130 indicators across 14 domains, with input from more than 30 global authorities. She has converted that standards work into operational strategy for cities, including Tampere’s Metaverse Vision 2040, the first people-centred metaverse strategy adopted as a UN resource for governments. Her China innovation insight is grounded in direct operating experience, not commentary. As QS China Director from 2013 to 2020, she sat across hundreds of Chinese universities, national labs and science parks during the 13th Five-Year Plan. She holds advisory positions across the International Science Council’s Centre for Science Futures, The Economist Impact’s AI economy board, and TechUK’s Digital Twins Board, giving her unusually direct line of sight into where AI policy is heading. She was named in the 100 Global Women in AI 2025 list at Davos and chaired the jury of the 2024 Metaverse Entertainment World Awards under the patronage of Prince Albert II of Monaco. Biography highlights CEO, The Metaverse Institute Vice Chair, UN ITU Metaverse Working Group on Sustainability, Accessibility and Inclusion Co-Chair, UN ITU Task Group on Pre-standardisation for the CitiVerse Author of the UN’s first approved technical report on People-Centred CitiVerse China Director, QS World University Rankings, 2013 to 2020 100 Global Women in AI 2025 (announced at Davos) Biography The rules for AI in cities, public services and immersive environments are being written right now, mostly inside the UN ITU. Christina Yan Zhang is one of the people writing them. As Co-Chair of the UN ITU Task Group on Pre-standardisation for the CitiVerse, she leads the evaluation framework that 30 plus global authorities have shaped and that hundreds of cities are expected to align to before 2030. That standards work feeds directly into operational strategy. Her team at The Metaverse Institute produced Tampere Metaverse Vision 2040, the first people-centred metaverse strategy commissioned by a city government and subsequently published by the UN as a resource for other administrations. She is also the author of the UN’s first approved technical report on People-Centred CitiVerse, which set out an 8-level entry framework for governments and operators moving into virtual environments. She arrived at this work through an unusual route. Her PhD in 2012 was on digital twin applications for the construction industry, well before the term entered mainstream board conversations. Between 2013 and 2020 she was China Director for QS World University Rankings, building the firm’s China operation from scratch and sitting close to the universities, science parks and national labs that drove the country’s 13th Five-Year Plan in research and innovation. She now advises across the International Science Council’s Centre for Science Futures, The Economist Impact’s AI economy board, and TechUK’s Digital Twins Board. The throughline is consistent: where AI, digital twins and virtual environments meet public infrastructure, she has been writing the standards before most boards have read them. Key speaking topics AI governance and the UN CitiVerse standards Digital twins for cities and critical infrastructure Responsible deployment of virtual environments People-centred AI strategy for governments and operators China’s innovation system and research capacity Future of work in AI-enabled cities Ideal for Boards and C-suites setting AI, digital and immersive technology strategy Government and city leadership teams designing smart city or CitiVerse roadmaps Heads of innovation, digital and infrastructure inside regulated industries Investors and operators positioning capital around AI-powered urban and built-environment plays Audience outcomes A working map of where UN ITU standards on AI and the CitiVerse are heading, and what that means for their own roadmap A clearer view of how digital twins move from technical pilot to citywide operating system Direct insight into China’s innovation engine from someone who operated inside it for seven years A framework for testing whether their current AI and virtual-environment plans will hold up against emerging international standards