Leadership

Why organisations work with Joy Poole Joy addresses a gap most leadership development programmes leave entirely open: not what leaders should do under pressure, but how they actually operate internally when clarity is scarce, the stakes are high, and the team is watching. Her background at Meta, in large-scale consulting environments, and across high-growth technology companies gives her a working knowledge of the specific pressures that senior audiences are navigating. As a credentialed executive coach with a practice built around leaders under sustained load, she brings a level of depth and practical tool-transfer that most leadership keynote speakers cannot replicate from the stage. The sailing narrative, crewing an ocean circumnavigation as part of a team, is not an adventure story bolted onto a leadership talk. It provides an environment in which the same principles about self-leadership under pressure have been tested and proven. Joy customises her engagements as a matter of principle. A leadership team at a fintech navigating rapid growth is not the same audience as a professional services firm managing restructuring, and she treats them accordingly. Biography highlights 20 years in senior sales, consulting and leadership roles across Google, Facebook/Meta, Capgemini, and Arthur Andersen Certified Professional Coach, Institute for Professional Excellence in Coaching (iPEC); Master Practitioner of the Energy Leadership Index; Transitions Dynamics Specialist Executive Programme certificates from the University of Oxford and the London School of Economics Speaker at internal leadership forums for Meta and at industry conferences across technology, media, and financial services Completed a round-the-world sailing circumnavigation – her second parallel environment for testing how leaders perform when conditions are extreme Biography Senior leadership in fast-moving technology and consulting organisations teaches you a great deal about performance under pressure. It teaches you rather less about what is actually happening inside a leader while all of that performance is required. Joy Poole spent two decades at the centre of that tension in senior roles at Meta, Capgemini, and Arthur Andersen, before building a practice around the gap she identified. Her core argument is precise: when organisations face uncertainty, change, or sustained pressure, the variable that most determines leadership quality is not expertise or experience alone. It is how clearly and calmly a leader can operate within themselves; how they think when the picture is incomplete, how they make decisions when there is no clean answer, and how they show up for their teams while also carrying their own uncertainty. This is self-leadership, and she treats it as a practical capability, not a motivational concept. Joy holds executive credentials from the University of Oxford and the London School of Economics alongside certification from the Institute for Professional Excellence in Coaching. She brings to the stage what most leadership speakers cannot: a decade of operational experience at genuine scale, combined with years of coaching senior executives through exactly the internal dynamics she speaks about. An unusual secondary proof point sits alongside her professional record. Joy is currently completing a round-the-world sailing circumnavigation; an environment that applies the same conditions her leadership audiences face, stripped to their essentials. The lessons from both settings reinforce the same argument: what determines performance under pressure is not position or preparation. It is the quality of self-leadership. Key speaking topics Self-leadership under pressure and uncertainty Decision-making in ambiguous conditions Composure and credibility under sustained organisational load Leadership during restructuring and change Confidence and presence for senior leaders Trust as a leadership capability Ideal for HR and L&D directors commissioning leadership development sessions for offsites, internal forums, or away-days during periods of significant organisational change: restructuring, reorganisation, or high-growth phases Executive and senior leadership programme managers looking for a session that is grounded and practical rather than motivational Senior leadership teams in technology, financial services, professional services, and consulting where pace and pressure are structural features of the environment Audience outcomes A clearer, more honest account of how they actually operate under pressure, not how they think they should operate Practical tools for improving self-leadership composure in high-stakes situations that can be applied immediately A reframe of uncertainty and incomplete information as conditions to be navigated rather than problems to be solved Greater understanding of how their own internal state affects team performance and organisational credibility A shared vocabulary for a leadership conversation that most organisations do not currently have language for

Why organisations work with Rahaf Harfoush Her work is anthropological, not predictive. It is grounded in fieldwork, behavioural research, and fifteen years of watching what technology does to the people who use it. That matters when leadership teams have already absorbed every version of the AI hype cycle and want something more durable. Her positions on AI move with the research, because the research is hers. What she takes into a boardroom in 2026 is not what she said in 2024, and the next book she is writing on humane productivity in the age of AI is shaping her current thinking in real time. She works across the full institutional range. The same questions she takes into board conversations on AI strategy show up in her policy work at the UN, her research at Oxford and Cambridge, and her teaching at Sciences Po. That range means she can speak credibly to executives, regulators, and creative teams in the same week. The Decoded Company thesis; that organisations should apply the same analytical rigour to understanding their talent as they apply to understanding their customers, gives CHROs and people strategy teams a precise, data-grounded argument for workforce intelligence. She brings an active body of work. The Decoded Company was a New York Times bestseller, Hustle & Float set the structural argument on productivity and creative work, a fourth book on humane productivity in the age of AI is in progress, and her weekly newsletter and original research mean she arrives at every engagement with new material rather than a fixed deck. Biography highlights Executive Director, Red Thread Institute of Digital Culture; former Associate Director, Technology Pioneer Programme, World Economic Forum, Geneva Member, UN Secretary-General’s High-Level Advisory Body on Artificial Intelligence; member, France’s National Digital Council; served on President Macron’s “Enlightenment in the Digital Age” commission on AI and democracy Visiting Policy Fellow, Oxford Internet Institute; Research Affiliate, Minderoo Centre for Technology and Democracy, University of Cambridge Author of Hustle & Float (2019); co-author of The Decoded Company (New York Times and USA Today bestseller; 2015 Gold Axiom Award for Best Business Technology Book) Named to the Thinkers50 2025 ranking; shortlisted for the Thinkers50 Innovation Award (2021); writing featured in Harvard Business Review, Wired, Financial Times, and Fast Company Faculty at Sciences Po’s School of Management and Innovation, Paris, teaching “Innovation and Emerging Business Models” Biography For the past fifteen years, the same question has run through her work. What happens to human beings when the systems they work and live inside change faster than their ability to absorb the change? That question has taken her into the early Obama campaign, the World Economic Forum, the UN, the Oxford Internet Institute, and the boardrooms of some of the largest companies in the world. The pattern she keeps finding is the same. The technology gets the attention. The behavioural and cultural consequences get ignored until they show up as a problem no one can solve with another tool. Her first book, Yes We Did, documented the digital infrastructure behind the 2008 Obama campaign from inside the war room. Her second, The Decoded Company (co-authored, and a New York Times and USA Today bestseller), argued that organisations apply rigorous analytics to their customers and intuition to their people, and pay for that mismatch in every retention number. Her third, Hustle and Float, made the case that the conflict between productivity culture and creative work is older than any of the tools we blame for it, and cannot be solved by another wellness programme. Her current research focuses on AI’s impact on human cognition and learning. This is the territory where the most urgent questions are being asked, and where the gap between what the technology can do and what organisations actually need is widest. She is writing about it, teaching about it at Sciences Po, advising on it at the UN, and bringing what she finds onto the stage as it develops. She holds research affiliations with the Oxford Internet Institute and Cambridge’s Minderoo Centre for Technology and Democracy. She served on President Macron’s “Enlightenment in the Digital Age” commission and on France’s National Digital Council. Her work has been featured in the Harvard Business Review, Wired, the Financial Times, and Fast Company. She was named to the Thinkers50 2025 ranking and shortlisted for the Thinkers50 Innovation Award in 2021. Key speaking topics Digital culture and organisational behaviour Artificial intelligence governance and ethics The future of creative and knowledge work Human-centred AI strategy Innovation and emerging business models Leadership in technological disruption Data intelligence and talent strategy Ideal for C-suite leadership teams who want to think clearly about AI before committing to a strategy they will have to defend in eighteen months CHROs and people leaders facing the talent, learning, and creative-performance consequences of AI adoption Government, regulatory, and policy audiences working on AI governance and digital policy Innovation, foresight, and strategy functions in technology-intensive and creative industries Audience outcomes A working framework for understanding what AI is actually doing to the people in your organization, beyond productivity metrics Language for the cultural and cognitive shifts your leaders are already sensing but have not been able to name A clearer position on AI governance, grounded in research and lived policy experience at the UN and national level A sharper read on the gap between what your technology strategy assumes and what your people are experiencing

Why organisations work with Nilofer Merchant Her Onlyness framework offers a structural diagnosis for why innovation stalls inside organisations: not a confidence problem or a diversity problem, but a systemic filtering-out of unconventional ideas that the existing norms were built to do. Our Best Work (HarperBusiness, 2026) names 24 specific norms – including performance reviews, servant leadership, and “move fast and break things” – that actively undermine the conditions for great work, and provides a measurable, team-applicable alternative for each one. She holds a position few speakers occupy: genuine technology executive experience (Apple, Autodesk, Symantec; 100+ products; $18B in revenues) combined with management research that Thinkers50 cited as among the five ideas most likely to shape business for the next twenty years. She reframes the productivity and innovation conversation away from individual behaviour change – where most leadership speakers operate – and onto the systems and norms that leaders themselves control, which is a more actionable entry point for a board or senior team. Ranked by Thinkers50 as the “#1 person most likely to influence the future of management in both theory and practice,” her work carries both intellectual authority and practical application at the senior level. Biography highlights Author of four books on organisational performance and work design: The New How (O’Reilly, 2010), 11 Rules for Creating Value in the #SocialEra (Harvard Business Review, 2012), The Power of Onlyness (Viking, 2017), and Our Best Work (HarperBusiness, 2026) Thinkers50 “Future Thinker” Award, 2013; ranked #22 globally in 2017 ranking; Thinkers50 Top 50, 2021; The Power of Onlyness shortlisted for the Thinkers50 Breakthrough Idea Award TED mainstage speaker; “Sitting Is the Smoking of Our Generation” ranks in the top 10% of TED’s most-viewed talks Harvard Business Review contributor; media coverage includes Wall Street Journal, New York Times, Financial Times, Bloomberg, Fast Company, and CNN Former executive at Apple, Autodesk, and GoLive; personally launched more than 100 products generating $18 billion in revenue across 25 years in technology Teaches business strategy and collaborative management at Stanford University and Santa Clara University; MBA, Santa Clara University Founder, The Intangible Labs; top 10 HR thinker, HR Magazine Biography Nilofer Merchant starts from an observation that most organisations resist: the management tools that delivered performance in the twentieth century are actively limiting performance now. From her position as founder of The Intangible Labs and author of four books on work design, she has spent twenty-five years building an evidence base for that claim, and an alternative. Her Onlyness framework, developed in The Power of Onlyness (Viking, 2017) and cited by Thinkers50 as one of five ideas most likely to shape business for the next twenty years, holds that modern value creation flows not from hierarchy or title, but from the distinct perspective that only each individual can bring. When organisations filter out that perspective through deference, conformity, and outdated norms, they lose the one input that capital and process cannot replicate. Our Best Work (HarperBusiness, 2026) takes that argument into the operational detail boards and leadership teams can actually act on. It names 24 specific norms – from performance reviews to servant leadership to “move fast and break things” – that suppress contribution, trust, and innovation, and pairs each with a measurable alternative. The argument is structural: the problem is not the willingness of people to perform, but the systems they are asked to perform inside. Merchant’s authority on this is grounded in operating experience. A former executive at Apple, Autodesk, and Symantec, she personally launched more than 100 products generating $18 billion in revenue. She has contributed to Harvard Business Review, been ranked #22 among the world’s top management thinkers by Thinkers50, and teaches business strategy at Stanford University and Santa Clara University. Her TED talk “Sitting Is the Smoking of Our Generation” ranks in the top 10% of TED’s most-viewed talks. Key speaking topics Organisational norms and performance systems The Onlyness framework and value creation Intangible value in modern organisations Collaborative strategy and execution Innovation and idea suppression in hierarchical structures Future of work and work design Culture change as systems change Ideal for CHROs and People leaders designing or overhauling performance and culture systems CEOs and senior leadership teams asking why execution consistently falls short of strategy Chief Innovation Officers and transformation leads examining why new ideas fail to scale internally Boards and executive committees evaluating whether their management models are still fit for purpose Audience outcomes A named diagnostic framework (Onlyness) for identifying where organisational value is being systematically suppressed – and why Specific understanding of which widely adopted management practices are actively limiting innovation and contribution in their own organisations A practical model for replacing competition-based and hierarchy-based norms with trust and collaboration-based alternatives, drawn from Our Best Work‘s 24-indicator framework Language for the gap between what organisations currently measure and what actually creates value – useful for board-level and senior team conversations Concrete team-level practices applicable immediately post-session, drawn from the chapter-by-chapter practice model in Our Best Work

Why organisations work with Andy Bass His Suits & Geeks Trap framework gives leaders a named, structured diagnosis for one of the most persistent and underacknowledged barriers to growth in technology-driven businesses – the breakdown between commercial and technical functions – and a clear method for resolving it. His Start With What Works thesis (Pearson) challenges the default assumption that growth requires new investment; the argument is that most organisations are sitting on underused capabilities, relationships and knowledge that can be mobilised before new capital is sought. His C.E.O. Roadmap from Committed Action – Curiosity, Exploration, Ownership – gives leaders a specific, repeatable method for moving people from passive compliance to genuine ownership of strategic priorities. His PhD in Software Engineering and early career at BT Research Labs give him standing inside technical organisations that a leadership generalist cannot credibly claim – he can hold the room with engineers and commercial directors simultaneously. Inducted into the Million Dollar Consulting Hall of Fame (2017) and named to Ogilvy’s #ogilvychange Big Thinkers panel – external recognitions of consulting practice, earned outside the speaking circuit. Biography highlights Founder and principal of BassClusker Consulting; advisory work spanning more than 30 industries across 12 countries PhD in Software Engineering and BSc in Computer Science and Ergonomics, both from Aston University; career began at BT Research Labs, Human Factors Division Executive educator at Oxford Saïd, Warwick, Aston and Strathclyde Business Schools; Visiting Professor in Consulting Practice, Birmingham City University Inducted into the Million Dollar Consulting Hall of Fame (2017) by Alan Weiss Author of five books including The Suits & Geeks Trap, Start With What Works (Pearson) and Committed Action Named to Ogilvy’s #ogilvychange ‘Big Thinkers’ panel of experts Corporate clients include L’Oréal, Barclays, Deutsche Bank, KPMG and International Automotive Components Group Biography In technology-driven organisations, one of the most consistent barriers to growth is not the strategy, it is the relationship between the people who build things and the people who sell them. Andy Bass, founder of BassClusker Consulting and author of The Suits & Geeks Trap, has spent over two decades working on that specific problem: helping senior leaders diagnose and close the gap between strategic intent and organisational execution. His Suits & Geeks Trap framework identifies a pattern that recurs across industries: commercial and technical teams defaulting to stereotyping and blame, with leaders drawn into refereeing internal politics rather than facing the market. The framework, developed through advisory work with organisations ranging from Deutsche Bank and L’Oréal to mid-sized growth businesses across 12 countries, gives leaders a structured way to reverse that dynamic and redirect energy toward the customer. His parallel argument, developed in Start With What Works (Pearson), challenges what he calls one of the most persistent thinking traps in business: that growth requires new investment. Bass makes the case (supported by client work across 30 industries) that most organisations have more usable capability than they recognise. The book presents practical tools for identifying and deploying those hidden assets before leaders turn to capital-intensive alternatives. His third major framework, the C.E.O. Roadmap from Committed Action, addresses the question leaders ask most consistently: why their people do not engage with strategic priorities as fully as intended. Bass’s answer, structured around Curiosity, Exploration and Ownership, gives leaders a repeatable method for building genuine commitment rather than managed compliance. His credentials span both sides of the technical-commercial divide he studies: a PhD in Software Engineering from Aston University, an early career at BT Research Labs, executive education delivered at Oxford Saïd, Warwick, Aston and Strathclyde business schools, and induction into the Million Dollar Consulting Hall of Fame in 2017. Key speaking topics Commercial and technical team alignment Organisational learning and execution Growth strategy using existing resources Leadership and committed action Change management and strategic engagement Organisational culture in technology-driven businesses Executive decision-making and capability development Ideal for CEOs and MDs of technology-driven, engineering-led or innovation-focused organisations managing persistent commercial-technical friction Senior leadership teams where execution consistently falls short of strategic ambition CHROs and organisational development leads working on engagement, ownership and culture in mixed commercial-technical workforces Professional services, financial services, manufacturing and growth-stage businesses navigating rapid change Audience outcomes A named framework for diagnosing commercial-technical team friction – and a clear method for resolving it before it becomes a leadership crisis Practical tools for identifying underused organisational assets and applying them to growth priorities, before seeking new capital or resource The C.E.O. Roadmap – a three-stage method for building genuine team commitment rather than surface-level compliance Sharper understanding of how leadership behaviour, not strategy alone, determines whether execution succeeds Specific questions and diagnostic approaches leaders can apply immediately to unlock stalled priorities or disengaged teams

Why organisations work with Mick Mahoney His framework treats creativity as a recoverable organisational capability. The Creative Nudge applies behavioural science to retrain how teams generate ideas, through small repeatable steps that work in regulated, risk-averse environments where standard creativity training fails. He has been Chief Creative Officer at Ogilvy UK, Havas Worldwide London, and RKCR/Y&R, featuring on Campaign‘s annual top creative directors list at all three. Senior buyers booking him get a practitioner with C-suite operating experience inside global holding companies. He has commercial proof that creativity moves numbers. At Ogilvy he turned a 35% revenue decline into a 70% increase by winning twelve new business pitches in twelve months, anchored on a shared creative direction. His written work is reference material in the field. The Creative Nudge has been translated into multiple languages and ranks among the best creative thinking books; The Complete Creative Director is the first comprehensive manual for the role, published by BIS Publishers. Biography highlights Cannes Grand Prix winner for Stella Artois and One Show Best in Show winner for Johnnie Walker Former Chief Creative Officer at Ogilvy UK, Havas Worldwide London, and RKCR/Y&R Co-author of The Creative Nudge (Laurence King, 2021) with Kevin Chesters and author of The Complete Creative Director (BIS Publishers, 2025) Chairman of the D&AD Film Jury, Cannes Lion film judge, and D&AD Black Pencil judge Holder of 16 Cannes Lions, 32 D&AD Pencils, and over 150 industry awards across his career Fellow of the Royal Society of Arts; author of The Guardian‘s Creativity Masterclass and a TED talk on the misinterpretation of forensic science Biography Most organisations now ask for innovation more loudly than at any point in the last two decades. They also produce less of it than they used to. The cause is structural. Risk aversion and the consensus politics of polite teams quietly close down the conditions in which original ideas form. Mick Mahoney has spent thirty years working at the point where creative ambition meets commercial reality. He has been Chief Creative Officer at Ogilvy UK, Havas Worldwide London, and RKCR/Y&R, with a place on Campaign‘s annual top creative directors list at all three. At Ogilvy he turned a 35% revenue decline into a 70% increase by winning twelve new business pitches in twelve months. His books treat creativity as a discipline that can be recovered with practice. The Creative Nudge, co-written with Kevin Chesters, applies behavioural science to creative practice through small repeatable steps that survive risk-averse cultures. The Complete Creative Director, published by BIS Publishers in 2025, is the first comprehensive manual for the role. His campaign work has shaped the brand identities of Stella Artois, Johnnie Walker, Vodafone, and Land Rover. He holds 16 Cannes Lions, 32 D&AD Pencils, and over 150 industry awards. He has chaired the D&AD Film Jury and written The Guardian‘s Creativity Masterclass. He now runs M Creative Industries from London, advising boards and leadership teams in regulated and traditional industries on how to put creativity back into the operating system. Key speaking topics Creativity as an organisational capability Creative leadership and creative direction Behavioural science applied to creative practice Risk aversion and the loss of creative culture Brand and advertising effectiveness Resilience and adaptive thinking under accelerating change Ideal for CMOs and brand leaders rebuilding creative confidence inside marketing and communications teams CHROs, L&D directors, and executive development leads embedding creativity into leadership development Innovation directors and transformation leads inside regulated or traditional industries that struggle to differentiate Boards and executive teams whose growth strategy depends on differentiation but whose operating habits favour caution Audience outcomes A behavioural method, drawn from The Creative Nudge, for restoring creative thinking inside risk-averse teams A practitioner’s view of how creative leadership actually operates inside global agencies and the world’s largest brands, drawn from CCO roles at Ogilvy, Havas, and RKCR/Y&R A working definition of creativity as a commercial capability, separable from artistic talent or agency-style creative theatre Permission, with evidence, to back ideas that feel uncomfortable inside conservative organisations Direct answers to the question senior leaders most often ask: how do we get more creative output from people who say they aren’t creative?

Why organisations work with Sarah Furness The H.A.B.I.T.S. (Healthy Automatic Behaviours In Threatening Scenarios) formula gives leaders a structured, repeatable system for sustaining performance under pressure – not a set of principles, but a behavioural methodology built from combat aviation and formal human factors instruction. Her “Practise Scared” methodology reframes discomfort as a development mechanism directly addressing the conditions under which most leadership training fails to stick. Her argument in The Uni-tasking Revolution, that focus is a competitive performance variable that organisations are systematically destroying through multitasking culture, gives senior teams a specific, actionable lens for redesigning how work gets done. She brings an instructor’s precision, not only a practitioner’s story: she taught human performance and risk management at the Defence Academy of the UK, which means the frameworks she delivers have been built and tested in a formal training environment, not assembled retrospectively for a speaking career. Her status as the first female helicopter pilot to fly and lead UK Special Forces missions in Iraq is not a biographical detail, it is evidence of what her approach to fear, credibility, and inclusion in high-performance cultures actually looks like in practice. Biography highlights RAF Squadron Leader; approximately 20 years of service including operational combat tours in Iraq and Afghanistan First female helicopter pilot to fly and lead UK Special Forces missions in Iraq Graduate of Newnham College, Cambridge University (Natural Sciences and Theology) Instructor in human performance and risk management at the Defence Academy of the UK, Shrivenham Creator of the H.A.B.I.T.S. (Healthy Automatic Behaviours In Threatening Scenarios) performance framework and the “Practise Scared” methodology Author of two Amazon no.1 bestselling books: Fly Higher and The Uni-tasking Revolution Founder of Well Be It, an executive coaching and leadership development practice (est. 2020) Qualified mindfulness coach and human factors facilitator; trained in cognitive behavioural techniques Biography Most performance under pressure research stays theoretical. Sarah Furness spent two decades testing it as a Cambridge-educated RAF helicopter pilot, then as a Squadron Leader leading combat operations in Iraq and Afghanistan, then as the first female pilot to fly and lead UK Special Forces missions in Iraq. That operational record informs everything she brings to organisations. But it is not the point of the work. The point is that she identified, in conditions of genuine risk, that resilience and performance under pressure are not instinctive. They are skills. And skills can be built. This observation – simple in articulation, significant in implication – is the foundation of her H.A.B.I.T.S. framework and her “Practise Scared” methodology, both of which sit at the centre of her leadership development work. Before founding Well Be It in 2020, Furness formalised that thinking as an instructor in human performance and risk management at the Defence Academy of the UK. That background gives her frameworks a rigour that distinguishes them from testimony alone: these are methods that were built in a professional military training environment before they were taken to the boardroom. Her two no.1 bestselling books, Fly Higher and The Uni-tasking Revolution, extend the argument into self-leadership and organisational focus respectively. Together, they represent a coherent intellectual position: that the gap between how capable leaders look and how they actually perform under pressure is a structural problem, and that closing it requires deliberate behavioural practice, not motivation. Key speaking topics Leadership under pressure Resilience and mental performance Human factors in high-stakes decision-making Focus, attention, and uni-tasking as a performance strategy Psychological safety and growth culture Inclusive leadership and leading in the new era Decision-making and gut instinct under pressure Ideal for Senior leadership teams preparing for high-stakes change or transformation CHROs and L&D leaders building performance and resilience programmes Executive development audiences where the gap between visible capability and felt confidence is a recognised issue Organisations in sectors where pressure, speed, and accountability are structural features – professional services, financial services, defence, manufacturing, engineering Audience outcomes A clear understanding of why performance under pressure is a trainable skill, not a personality trait, with a framework for developing it Practical application of the H.A.B.I.T.S. formula and “Practise Scared” methodology to real workplace conditions A concrete argument for redesigning how attention and focus are managed at team and organisational level Greater leader confidence in decision-making under time pressure and ambiguity A reframe of fear, failure, and discomfort as development data rather than performance problems

Why organisations work with Jeremy Blain He has published the operating detail behind distributed leadership, including a five-point organisational blueprint and a 90-day implementation roadmap, so the conversation moves past intent into execution. His OpenHR framework, co-authored with Dr. Rochelle Haynes, gives HR and people leaders a working model for designing a workforce that blends employees, contractors, and open talent without losing coherence. Twenty-five years operating as a CEO and board officer across the UK and Asia, including seven years running an international consultancy from Singapore, mean the boardroom register is native, not learned. Recognition from credible third parties, Gold at the 2024 Global Book Awards for Unleash the Inner CEO and ACQ5 International Gamechanger of the Year 2023, confirms the work has been independently judged on substance. He brings frameworks that travel beyond the keynote, with diagnostic tools and culture-building activities organisations can take into their own leadership development programmes. Biography highlights Founder and CEO, Performance Works International, advising boards and executive teams on leadership and digital transformation. Author of The Inner CEO and the second edition Unleash the Inner CEO, both award-winning titles on distributed leadership. Co-author with Dr. Rochelle Haynes of OpenHR: The Human Capital Framework for the Blended Workforce. Fellow of the Institute of Directors, London since 2003; senior board advisor to WDHB and co-founder of the Transformational Leadership Acceleration Institute. Named International Gamechanger of the Year by ACQ5 in 2023. Featured in Forbes, The Times of London, CEO Today, Dialogue by Duke CE, and Business Matters; host of the Rethink Leadership podcast. Biography Distributed leadership has been talked about for two decades. What has been missing is a working model that boards and operating committees can actually run. Jeremy Blain has spent his career building that model, first as a CEO and board officer in the UK and Asia, and now as the founder of Performance Works International. The argument is set out in The Inner CEO and its updated second edition, Unleash the Inner CEO, which won Gold in the Business Leadership category at the 2024 Global Book Awards. The book offers a five-point blueprint for the conditions, structures, and processes that make distributed leadership operational, plus a 90-day roadmap for managers and individual contributors. It is closer to an implementation manual than a thesis. A second strand of the work, OpenHR, co-authored with Dr. Rochelle Haynes, addresses what happens when the workforce itself is no longer a single category. As organisations blend employees, contractors, freelancers, and open talent, traditional human capital systems strain. OpenHR offers a framework, glossary, and templates for designing people strategy across that mix. The credibility behind the frameworks is operational. Seven years running an international consultancy from Singapore. Twenty-five years in corporate learning and human capital. Senior board roles at WDHB and the Intercontinental School of Economics and Applied Sciences. ACQ5 named him International Gamechanger of the Year in 2023, and his commentary appears in Forbes, The Times of London, and Dialogue by Duke CE. Boards work with him because the prescriptions come with the receipts. Key speaking topics Distributed leadership as an operating model Digital and AI transformation for boards and executive teams Human capital strategy for the blended workforce Empowerment and accountability at scale Leadership development across multinational and multi-generational teams Culture and capability for hybrid, AI-enabled organisations Ideal for CEOs, COOs, and executive committees rewiring decision rights and accountability across the organisation CHROs and chief people officers designing for a workforce that combines full-time, contract, and open talent Boards reviewing the leadership and culture preconditions for digital and AI transformation Transformation, change, and leadership development leads building scalable programmes across regions Audience outcomes A clearer view of where authority and accountability are misaligned in their own organisation A practical reference model for distributing leadership without losing strategic coherence A framework for designing human capital strategy across employees, contractors, and open talent Specific diagnostic questions to take into the next executive committee or board agenda Language for confronting the gap between stated leadership values and observed leadership behaviour

Why organisations work with Nikki Bhamra Her frameworks for identifying blind spots and challenging assumptions come directly from twenty years of investigative work in human trafficking and serious organised crime – professional contexts where flawed judgement had irreversible consequences, not theoretical ones. She makes a specific, teachable argument: that most leadership failures are not information problems but reasoning problems caused by how leaders question, filter, and challenge what they already know. As a certified Insights Discovery psychometric practitioner, she combines forensic thinking with structured behavioural profiling, enabling her to work at depth on team dynamics and communication, not only from the keynote stage. Her work has been applied in regulated, high-accountability environments: the NHS, the Crown Prosecution Service, and financial services: organisations where decision quality and trust are operational risks, not soft skills. She has delivered sessions on the University of Cambridge Master’s in Leadership programme, applying her investigative-informed approach to decision quality and trust to senior leadership development. Biography highlights Senior Crime Investigator for over two decades, leading complex operations into human trafficking and serious organised crime in UK law enforcement Founder and CEO of Peak Potential Group, a bespoke leadership development company Certified Insights Discovery psychometric practitioner CIPD-qualified; member of the Chartered Institute of Personnel and Development and the Professional Speaking Association Has delivered sessions on the University of Cambridge Master’s in Leadership programme TEDx speaker; Highly Commended, Speaker Bookers Choice, Speaker Awards Clients include Metro Bank, the NHS, and the Crown Prosecution Service Biography Nikki Bhamra spent over two decades as a Senior Crime Investigator in UK law enforcement, leading operations into human trafficking and serious organised crime. In that environment, an unchallenged assumption or a question left unasked could have irreversible consequences. The discipline required to surface the truth – not the convenient version – is the foundation of everything she now brings to organisations. Her central argument is precise and useful: most leadership errors are not caused by a lack of information. They are caused by how leaders question, filter, and challenge the information already in front of them. Blind spots, confirmation bias, and the absence of psychological safety allow flawed thinking to compound quietly, in everyday conversations, not only in moments of obvious crisis. The cost shows up in decisions, culture, and trust. Bhamra is a certified Insights Discovery psychometric practitioner and CIPD-qualified, which means she operates at both the conceptual and structural levels: forensic questioning frameworks alongside behavioural profiling, tailored to the specific dynamics of a leadership team. She is Founder and CEO of Peak Potential Group, through which she delivers bespoke leadership programmes as well as keynotes. Her work has been applied in regulated, high-accountability environments: the NHS, the Crown Prosecution Service, and financial services. She has delivered sessions on the University of Cambridge Master’s in Leadership programme. She is a TEDx speaker and was recognised as Highly Commended in the Speaker Bookers Choice category at the Speaker Awards. Key speaking topics Leadership decision-making under pressure Blind spots, bias, and judgement errors Forensic questioning and evidence-based reasoning Trust-building in high-stakes environments Psychological safety and speaking up High-performance team dynamics Communication in complex and regulated environments Ideal for Senior leadership teams and executive cohorts in high-pressure, complex, or regulated industries Risk, compliance, and governance functions where decision quality and trust are operationally critical CHROs and L&D leaders building leadership capability programmes with a behavioural science foundation Boards and transformation leads treating decision quality and leadership culture as measurable strategic risks Audience outcomes A practical framework for identifying blind spots and surfacing unchecked assumptions before they affect decisions or culture Structured questioning techniques drawn from investigative practice, applicable immediately to leadership conversations and team dynamics Greater understanding of how confirmation bias, selective attention, and faulty assumption affect judgement – and what to do about it Concrete approaches to building psychological safety and trust in teams, grounded in behavioural evidence rather than aspiration Increased awareness of the everyday communication patterns that either strengthen or erode credibility and leadership effectiveness under pressure

Why organisations work with Graeme Codrington The TIDES framework (Technology, Institutional change, Demographics, Environment, and Social values) gives leadership teams a named, structured lens for distinguishing structural disruption from short-term noise, something generic trend-watching rarely provides. His research on generational dynamics, anchored in Mind the Gap (Penguin), is one of the most analytically grounded treatments of multigenerational workforce tension available to leadership teams: it goes beyond labelling generations to explaining the mechanisms that drive the differences. Keynote insight does not stop at the room door: through TomorrowToday Global, organisations can move directly from a session to structured consulting and implementation, which means the analysis has a clear pathway to operational change. He is the only professional speaker inducted into two international speaking Halls of Fame: in South Africa and the UK/Ireland – an independently verified measure of sustained content quality across different professional and cultural contexts. His Seven Grey Elephants model and antifragility framework give boards a structured vocabulary for confronting the major forces that most organisations acknowledge but rarely analyse with discipline. Biography highlights Co-founder and lead futurist, TomorrowToday Global, a research and strategy firm operating across 150-plus countries Author of multiple Penguin bestsellers, including Mind the Gap (with Sue Grant-Marshall) and Leading in a Changing World (with Keith Coats) Guest lecturer at London Business School, Duke Corporate Education, Cornell, and the Gordon Institute of Business Science Only professional speaker inducted into two international speaking Halls of Fame: Southern Africa and UK/Ireland (Professional Speaking Association Award of Excellence) Global Certified Speaking Professional, Global Speakers Federation; Fellow and Honorary Fellow, Professional Speakers Association of UK and Northern Ireland TEDx Top Picks 2021; speaks to approximately 100,000 people annually across more than 20 countries Biography Graeme Codrington has spent over two decades arguing that most organisations are solving the wrong problem. The disruptions they face are not technical challenges requiring better execution, they are adaptive challenges requiring entirely new thinking. His co-founded firm TomorrowToday Global was built around that distinction, and around helping organisations act on it. Codrington is co-founder and lead futurist of TomorrowToday Global, a research and strategy firm tracking the disruptive forces shaping organisations since the early 2000s. His TIDES model maps five forces: Technology, Institutional change, Demographics, Environment, and Social values that drive disruption across any sector. His book Mind the Gap, published by Penguin, applied this thinking to generational dynamics and became a widely used text in leadership development programmes internationally. He lectures at London Business School, Duke Corporate Education, Cornell, and the Gordon Institute of Business Science, and speaks to roughly 100,000 people annually across more than 20 countries. His frameworks have expanded to include the Seven Grey Elephants (a structured analysis of the major forces leaders tend to acknowledge but avoid confronting directly) and an antifragility model that helps organisations move beyond resilience to building systems that actually strengthen under pressure. Codrington is the only professional speaker inducted into two international speaking Halls of Fame, in South Africa and the UK. He holds the Global Certified Speaking Professional designation from the Global Speakers Federation and is a Fellow and Honorary Fellow of the Professional Speakers Association of UK and Northern Ireland. For organisations wanting to move beyond a single session, TomorrowToday Global’s consulting team provides structured follow-through from keynote insight to practical implementation. Key speaking topics Strategic foresight and futurist methodology Future of work and workforce transformation Multigenerational leadership and generational dynamics Adaptive leadership in disruptive environments Organisational antifragility and resilience Innovation culture and next practice approaches The TIDES framework and disruptive forces mapping Ideal for C-suite and board-level leaders building adaptive strategy for permanent disruption CHROs and people leaders managing multigenerational workforce complexity Transformation leads and strategy teams moving beyond traditional planning horizons Executive development programmes at business schools and corporate leadership academies Audience outcomes A working understanding of the distinction between technical problems and adaptive challenges, and practical tools for identifying which they are facing Familiarity with the TIDES framework for mapping the disruptive forces most relevant to their sector and strategic context Concrete methods for scanning the business environment for weak signals and translating them into actionable strategy Clarity on what the future of work means for their organisation’s people strategy, including multigenerational dynamics and AI integration A framework for building antifragility into their team or organisation, moving beyond survival-mode resilience

Why organisations work with Dean van Leeuwen His Grey Elephant framework gives boards a named, structured radar for seven megatrends – distinguishing the forces that demand a strategic response from background noise and positioning leaders to act before disruption arrives, not after His McKinsey consulting background means the output of his foresight work is strategic choices, not predictions – he applies commercial strategy discipline to futures thinking in a way that most futurists do not His book “Quest: Competitive Advantage and the Art of Leadership in the 21st Century” codifies a three-quality leadership model drawn from case research on high-performing organisations, giving teams a shared model they can apply after the event He teaches in executive leadership programmes at Saïd Business School, Henley Business School, and CEDEP, Fontainebleau – his frameworks are tested against senior leadership cohorts, not developed solely for conference stages He co-hosts the “Elephants in the Boardroom” podcast, a named monthly research output that applies the Grey Elephant framework to live signals – keeping his content current and substantiated rather than recycled from a fixed talk Biography highlights Co-founder of TomorrowToday Global, a futurist and strategy consultancy operating across more than 50 countries; founder of TomorrowToday UK Former consultant at McKinsey and Company, with work that included advising on South Africa’s largest bank merger Executive lecturer at Saïd Business School (University of Oxford), Henley Business School, and CEDEP, Fontainebleau Author of “Quest: Competitive Advantage and the Art of Leadership in the 21st Century” (self-published, available on Amazon) TEDx speaker MSc in Business Strategy, Henley Management College; undergraduate background in economics and law Named clients include L’Oreal, Anglo American, BNP Paribas, GSK, John Lewis Partnership, and Deloitte Biography Most organisations have access to trend data. What they are missing is a structured way to turn that data into decisions their boards will commit to and their teams will execute. Dean van Leeuwen, co-founder of TomorrowToday Global, has spent two decades building exactly that – a practical bridge between foresight and strategic action. His most distinctive intellectual contribution is the Grey Elephant framework, a proprietary megatrend radar developed by TomorrowToday and built around seven named forces identified as highly probable, high-impact, and consistently underacted upon. The framework helps leadership teams name the forces they can already see coming and design responses before the window closes. He also applies the BANI diagnostic – Brittle, Anxious, Nonlinear, Incomprehensible – as a lens for teams operating in conditions where cause and effect no longer follow predictable patterns. Earlier in his career, he worked at McKinsey and Company, where his work included advising on South Africa’s largest bank merger. That grounding in commercial strategy discipline is what separates his foresight practice from abstract futurism where the output is decisions and trade-offs, not trend catalogues. He now teaches in senior executive programmes at Saïd Business School at the University of Oxford, Henley Business School, and CEDEP in Fontainebleau. He is the author of “Quest: Competitive Advantage and the Art of Leadership in the 21st Century,” which decodes what leaders at high-performing organisations actually do through a three-quality model grounded in case research. He co-hosts the “Elephants in the Boardroom” podcast with Graeme Codrington, applying the Grey Elephant framework monthly to live signals across geopolitics, technology, and the global economy. Key speaking topics Strategic foresight and megatrend analysis Leadership decision-making under uncertainty Innovation as organisational capability Strategic transformation and competitive advantage The BANI operating environment Antifragility and organisational resilience Human-technology collaboration Ideal for Boards and C-suite leadership teams facing strategic inflection points, technology shifts, or competitive disruption Strategy, transformation, and innovation directors responsible for long-range planning Organisations navigating sector disruption, regulatory change, or structural market shifts Executive education cohorts focused on future-ready leadership and strategic foresight Audience outcomes A named framework for distinguishing megatrends that demand a strategic response from trends that can safely be monitored Shared language for leading teams in conditions where cause and effect are nonlinear and outcomes are hard to predict Practical tools for converting trend intelligence into decisions that commit direction and resources A clearer view of the specific forces most likely to reshape their competitive environment in the near and medium term Improved confidence in making strategic choices under uncertainty without waiting for conditions to stabilise

Why organisations work with Bonnie Crombie A decade running Mississauga (population approaching 800,000) with operating and capital budgets in the billions, while Mississauga held a Triple-A credit rating from S&P for 17 consecutive years. Secured the initial $1.6 billion provincial commitment for the Hurontario LRT, the largest infrastructure project in Mississauga’s history, by building alignment across federal, provincial and municipal governments. Won three consecutive mayoral elections by wide margins (63.5%, 77%, and a decisive third win), and returned the Ontario Liberal Party to official party status in the 2025 provincial election, lifting its seat count from nine to fourteen. Brings two decades of corporate experience (McDonald’s Canada, The Walt Disney Company, and co-founding Cargo Cosmetics with a classmate from her MBA) into discussions of governance, growth and stakeholder management; supplemented by an ICD.D from the Institute of Corporate Directors at Rotman. Biography highlights Sixth Mayor of Mississauga, 2014 to 2024; three terms, each won by a wide margin. Leader of the Ontario Liberal Party, December 2023 to January 2026; led the party from nine seats back to official party status with fourteen. Liberal Member of Parliament for Mississauga-Streetsville, 2008 to 2011; co-chair of the Liberal Caucus Outreach Committee alongside Justin Trudeau; Liberal critic for Crown corporations. Mississauga held a Triple-A credit rating from S&P for 17 consecutive years during her tenure; secured full provincial funding for the Hurontario LRT, the largest infrastructure project in the city’s history. Co-founder of Cargo Cosmetics; previously held marketing roles at McDonald’s Canada and The Walt Disney Company, and managed government relations at the Insurance Bureau of Canada. MBA from Schulich School of Business, York University; ICD.D from the Institute of Corporate Directors at Rotman School of Management; awarded the Queen’s Diamond Jubilee Medal in 2012. Biography Mississauga was Canada’s seventh-largest city when Bonnie Crombie became its sixth mayor in 2014. Her predecessor, Hazel McCallion, had been mayor for 36 years and built an institution shaped by her own personal authority. Crombie inherited that organisation and had to make it work for a more diverse and more demanding electorate. Over a decade in office, she ran budgets that scaled into the billions while the city preserved its Triple-A credit rating from S&P for 17 consecutive years. She secured the initial provincial commitment for the Hurontario LRT, the largest infrastructure project in the city’s history, and won three consecutive mayoral elections by margins above 60 per cent. Before public life she spent two decades in business, including marketing roles at McDonald’s Canada and The Walt Disney Company and co-founding the cosmetics company Cargo with a classmate from her MBA program. She holds an MBA from Schulich at York University and an ICD.D from the Institute of Corporate Directors at Rotman. In 2023 she was elected leader of the Ontario Liberal Party; she resigned the role in January 2026, having returned the party to official status with fourteen seats. That decade of operating experience gives her a working vocabulary for how senior leaders hold credibility inside large, politically scrutinised organisations. Decisions are made in public and stakeholders are fragmented. Outcomes are measured in budgets held and infrastructure delivered. Few keynote speakers have run an organisation at this scale and complexity; fewer still have done so through three consecutive electoral mandates. Key speaking topics Leadership in large, complex organisations Public sector governance and fiscal discipline Major infrastructure and city-building Decision-making under public scrutiny Stakeholder negotiation across tiers of government Women in political and executive leadership Ideal for Boards and senior leadership teams in regulated or publicly scrutinised industries (utilities, financial services, healthcare, real estate, infrastructure). Public sector and government audiences navigating multi-stakeholder reform, urban growth, or major capital projects. Women’s leadership conferences and senior women’s networks across business, government and the professions. Industry associations, chambers of commerce, and economic-development summits focused on competitiveness, investment attraction and urban prosperity. Audience outcomes How senior leaders hold fiscal discipline while delivering major capital projects under public pressure. The specific moves that build stakeholder alignment when constituencies do not share incentives. How to manage sustained public scrutiny and political attack, from someone who has been on the receiving end of both. A working vocabulary for leadership transitions and reform inside long-established organisations. For women in senior roles, a candid account of leading at the top of politics and business, and of the double standards that come with it.

Why organisations work with Caroline Elliott Crisis decision-making earned in real avalanche rescues. Caroline has been on the team making the call when a four-year-old was buried under two metres of snow and the survival window was eighteen minutes. A rare set of named technical credentials inside a closed European emergency system: the only British woman fully qualified across French ski patrol rescue disciplines, the first British woman in a French Fire and Rescue mountain SAR dog handler unit, and a graduate of ENSA Chamonix. Direct experience of multi-agency coordination when none of the agencies have worked together before. Most leadership audiences understand the problem in theory; few have heard it explained by someone who has run it. Practical content on psychological safety and team performance, drawn from environments where the cost of getting it wrong is measured in survival rates. A track record of operating across language and cultural barriers inside a male-led emergency profession in France, told without standard motivational packaging. Biography highlights Only British woman to hold the full pisteur secouriste 2ème degré qualification, including avalanche bombing, NivoMétéo snow weather forecasting and avalanche dog handling. Graduate of École Nationale de Ski et d’Alpinisme (ENSA), Chamonix, 2011. First British woman to enter a French Fire and Rescue specialist mountain Search and Rescue dog handler unit (CGSR 64, Pyrénées-Atlantiques). Author of Fjord’s Mountain Mission (2021), the children’s snow safety book endorsed by the International Ski Federation (FIS). French edition published by Catherine Destivelle’s Les Éditions du Mont Blanc; the book is available in four languages. Holds the artificier qualification with ANENA (Association Nationale pour l’Étude de la Neige et des Avalanches) and the NivoMétéo qualification with Météo France. Founder of FjordSAR. Works as an international keynote speaker, snow safety educator, and risk management consultant for wintersports accidents. Represented at the Fédération Internationale des Patrouilles de Ski (FIPS) Conference, Riksgrenzen, 2024. Biography An avalanche call gives a rescue team about eighteen minutes. After that, survival rates collapse. Caroline Elliott has spent her professional life inside that window, working as a fully qualified pisteur secouriste in France and as an avalanche search and rescue dog handler with a specialist French Fire and Rescue mountain unit. That career is unusual on multiple counts. Caroline is the only British woman fully qualified across the French ski patrol rescue system, graduating from the École Nationale de Ski et d’Alpinisme (ENSA) in Chamonix in 2011. Alongside the patrol qualification, she holds artificier accreditation with ANENA, the French authority on controlled avalanche blasting, and NivoMétéo accreditation with Météo France. She was also the first British woman to enter a specialist French Fire and Rescue mountain SAR dog handler unit. What this profession teaches, and what makes it useful in a corporate setting, is the operating reality of high-stakes environments. Teams making the decisions are often working with incomplete information and across services that have never worked together. Communication has to be clear in two languages. Trust between strangers has to be operational before the rescue starts. For corporate audiences, Caroline translates those operating conditions into team performance terms, particularly composure under pressure and the communication discipline that holds when conditions deteriorate. Her illustrations come straight from the work. An early-morning controlled blast above a sleeping resort. A family rescue where the four-year-old came up alive after two hours under two metres of snow. A multi-agency operation where command authority had to be established in real time. Key speaking topics Leadership in high-pressure environments Crisis communication under stress Risk management and decision-making under uncertainty Multi-agency coordination in crisis Resilience in hazardous environments Psychological safety in high-stakes teams Women in male-led professional cultures Ideal for Leadership and operational teams in industries where decisions carry real risk, particularly emergency services, healthcare, energy, manufacturing, defence and insurance. Organisations preparing teams for restructuring, multi-agency programmes, or environments where cross-silo coordination has to work the first time it is tested. All-staff and conference audiences at events on resilience, crisis leadership, and team performance under pressure. Women-in-leadership programmes inside male-led professional cultures. Audience outcomes A specific picture of how decisions actually get made when time pressure is genuine, drawn from named operational scenarios rather than case study reconstructions. Concrete tests for whether their own team’s communication and coordination would hold when conditions deteriorate. A view of psychological safety as an operational variable, grounded in environments where it functions or fails in real time. Renewed energy and a different reference point for what “high pressure” actually means in their own work.