Scott Galloway
A handful of companies now sit between every business and its customers, and the rules of competition no longer reward operational excellence alone. Leaders are being asked to build durable strategy inside an economy where scale, data, and distribution compound for a few and erode for everyone else. The question is no longer how to compete, but where the next defensible position actually exists.
Scott Galloway is a Professor of Marketing at NYU Stern and serial entrepreneur whose work helps leaders read the structural economics of Big Tech and locate defensible strategy inside a platform-dominated market.
Full Profile
Why organisations work with Scott Galloway
- A working framework for how platform economics, network effects, and data accumulation concentrate value, drawn from a tenured marketing academic who has also built and sold technology companies inside the same system he analyses.
- Annual, falsifiable predictions on consumer, technology, and business trends that boards can stress-test against their own capital allocation, rather than abstract futurism.
- Direct reads on the AI cycle, including where investment is overpriced relative to operating value and where it is not, from a faculty member teaching brand and digital strategy at MBA level.
- A founder track record across nine companies, including the sale of L2 to Gartner, that grounds the strategic argument in commercial reality rather than commentary.
- Reach across The Prof G Pod, Pivot with Kara Swisher, and the No Mercy / No Malice newsletter that signals a leader who already shapes how senior audiences think about Big Tech.
Biography highlights
- Professor of Marketing, NYU Stern School of Business; teaches Brand Strategy and Digital Marketing to second-year MBAs.
- Founder of nine companies including Prophet, RedEnvelope, L2 (sold to Gartner), and Section.
- New York Times bestselling author of The Four, The Algebra of Happiness, Post Corona, Adrift, and The Algebra of Wealth; books translated into 28 languages.
- Host of The Prof G Pod and co-host of Pivot with Kara Swisher; publisher of the No Mercy / No Malice newsletter.
- Board service: The New York Times Company, Urban Outfitters, Panera Bread, Berkeley’s Haas School of Business, Ledger.
- Named one of the world’s best business school professors by Poets & Quants; multiple Webby Award winner.
Biography
A small number of companies now capture a disproportionate share of consumer attention, transaction data, and equity value. The Four set out the mechanics of how Amazon, Apple, Meta, and Google did it, and the argument has only sharpened as AI consolidates around the same incumbents. Galloway treats this as a question of structural economics, not corporate behaviour, and that is the lens he brings to a boardroom.
At NYU Stern, he holds a chair in marketing and teaches Brand Strategy and Digital Marketing to second-year MBAs. Poets & Quants has ranked him among the world’s best business professors. The academic position matters because it disciplines the work, but the operating experience is what makes the analysis useful to executives: nine companies founded, including Prophet, RedEnvelope, and L2, the digital intelligence firm acquired by Gartner in 2017.
The published record runs from platform economics in The Four to capital and career frameworks in The Algebra of Wealth, with Post Corona and Adrift sitting between as reads on the post-2020 economy and the structural condition of the United States. Across The Prof G Pod, Pivot with Kara Swisher, and No Mercy / No Malice, he makes annual, data-led predictions on consumer, tech, and macro trends that leadership teams can test against their own planning.
What distinguishes him in a room of senior buyers is the combination of categories he occupies at once: faculty member, founder, board director at The New York Times Company and Panera, and a public commentator with reach. That stack means the argument is not theoretical, not detached from operating reality, and not delivered with the hedging that usually accompanies academic input.
Key speaking topics
- Big Tech and platform economics
- Artificial intelligence and the next concentration of value
- Brand strategy in a digital, winner-take-most economy
- Consumer and technology trend forecasting
- Entrepreneurship and company building
- Higher education and the future of work
- Capital, careers, and personal financial strategy
Ideal for
- Boards and executive teams setting strategy in sectors exposed to platform incumbents
- CMOs, CSOs, and digital leaders rebuilding commercial models for a data-concentrated market
- Investor and capital allocation audiences seeking a structural read on tech and AI cycles
- Annual leadership offsites looking for a falsifiable trend forecast rather than generic futurism
Audience outcomes
- A clearer view of where platform economics concentrate value and where they do not, applied to the audience’s own sector.
- Specific reads on the AI cycle, including which categories are overpriced and which are operationally credible.
- A set of annual predictions that can be stress-tested against the organisation’s planning assumptions.
- A sharper sense of what brand and customer strategy now have to do to remain defensible.
Talks
A structural read on the current AI cycle, where value is accruing, and where leaders are mispricing risk.
Key takeaways:
- Which incumbents AI is reinforcing and which categories it is genuinely opening
- The gap between AI narrative and AI operating substance inside large organisations
- Where capital and talent are flowing, and what that signals for the next 24 months
A category-by-category sort of where the market has it wrong, across fintech, health tech, education, and consumer technology.
Key takeaways:
- A working filter for distinguishing structural shifts from cyclical noise
- Sectors where valuations have detached from operating reality
- Sectors where the opportunity is genuine and the consensus has not caught up
Annual, data-led forecasts on consumer, technology, and business trends.
Key takeaways:
- Specific, falsifiable calls on the year ahead
- The reasoning and data behind each prediction, available to test against the audience’s own planning
- A framework leaders can reapply to their own forecasting
A set of personal frameworks for financial security, career compounding, and capital decisions, drawn from the 2024 book.
Key takeaways:
- The four variables that drive long-term financial outcomes
- Career strategy framed as compounding rather than optimisation
- How to think about diversification, time, and risk at different life stages