Medarbetarupplevelse

Why organisations work with Adrian Gostick His frameworks are grounded in studies of 300,000 and 850,000 workers – giving organisations credible research evidence, not opinion, when making the internal case for culture investment. The Carrot Principle established employee recognition as a direct performance lever, not a morale initiative – a distinction that changes where CHROs and line managers direct their attention. Anxiety at Work reframes workplace stress as a leadership responsibility rather than an individual failing, making it directly actionable for senior leaders managing high-pressure, post-disruption teams. Named to both Thinkers50’s Coaches50 and Marshall Goldsmith’s MG100 Coaches project – a dual validation from the two most credible bodies in management thinking and executive coaching. The Culture Works extends his frameworks into ongoing consulting and training, enabling organisations to embed behaviour change beyond the event itself. Biography highlights Founder of The Culture Works, a global leadership and culture consultancy New York Times #1 bestselling co-author: All In, The Carrot Principle, Leading with Gratitude, Anxiety at Work – 1.5 million+ copies sold in 30 languages Thinkers50 Coaches50 (2025); Global Gurus top-10 in both leadership and organisational culture (2020) Member of Marshall Goldsmith’s MG100 Coaches Pay-it-forward Project Forbes leadership columnist; featured on NBC Today Show, CNN, and CNBC; cited in The Economist, Wall Street Journal, Newsweek, and Fortune Client organisations include American Express, Cisco, Danaher, Merck, Bank of America, and Rolls-Royce Biography Culture change has become one of the most common items on the executive agenda – and one of the most difficult to execute. Adrian Gostick has spent two decades investigating the reason: not that leaders undervalue culture, but that most lack the specific daily behaviours that make it real. Through The Culture Works, he has built that investigation into a body of research that reaches from recognition science to team performance to workplace anxiety. His books provide the empirical foundation. All In drew on a 300,000-person study conducted with Towers Watson, identifying the management practices that create what he calls a “culture of belief” – environments where employees commit fully and performance follows. The Best Team Wins extended that research to 850,000 work teams, isolating the leadership disciplines that determine whether collaboration produces results or friction. The Carrot Principle made the business case for recognition as a measurable driver of engagement and retention. Anxiety at Work reframed stress as a leadership issue, not an individual one. Gostick writes regularly on leadership strategy for Forbes and has been featured on NBC’s Today Show, CNN, and CNBC. His research has been cited in The Economist, Wall Street Journal, Newsweek, and Fortune. In 2025 he was named to Thinkers50’s inaugural Coaches50 list; he is also a member of Marshall Goldsmith’s MG100 Coaches project. His consulting and advisory work spans American Express, Cisco, Danaher, Merck, Bank of America, and Rolls-Royce – organisations that have used his frameworks to move culture from aspiration to operational discipline. The Culture Works model means that engagement with his ideas does not have to end when the keynote does. Key speaking topics Organisational culture and culture change Employee engagement and recognition High-performance teams Leadership behaviour and accountability Workplace anxiety and psychological safety Gratitude and motivation in leadership Resilience under pressure Ideal for CHROs and People leaders designing engagement and culture strategy CEOs and executive teams seeking to align culture with business performance Leadership development programme directors and transformation leads Organisations undergoing post-merger integration, rapid growth, or cultural reset Audience outcomes A research-grounded case for treating recognition as a performance lever, not a perks programme Specific leadership behaviours that close the gap between stated organisational values and daily management practice Practical frameworks for reducing workplace anxiety and building team resilience without retreating from accountability Insight into how high-performing organisations use psychological safety and clear expectations together Tools for translating culture strategy into measurable changes in engagement and team output

Why organisations work with Dr Alex George He brings a clinician’s framework to workplace wellbeing, grounding corporate mental health conversations in the same preventative medicine thinking used on an emergency medicine ward. His policy work as the UK Government’s Youth Mental Health Ambassador gives him rare authority on what structural mental health support actually looks like at scale, from curriculum design to Early Support Hubs. Two Sunday Times bestsellers, Live Well Every Day and The Mind Manual, give his sessions a concrete toolkit audiences can take away, not a set of slogans. He connects the wellbeing agenda to the emerging workforce, with direct credibility on Gen Z mental health, early career burnout, and the intergenerational shift inside organisations. He speaks publicly about losing his brother Llyr to suicide in 2020, which turns the topic from corporate compliance into a conversation leaders feel obligated to lead. Biography highlights NHS-trained emergency medicine doctor, University Hospital Lewisham, London Medical degree, University of Exeter Medical School (2015); honorary degree from the University of Exeter (2024) First UK Government Youth Mental Health Ambassador, appointed by the Prime Minister, Department for Education (2021-2024) Author of Sunday Times bestsellers Live Well Every Day and The Mind Manual Host of Stompcast and The Waiting Room, walking and health interview podcasts Campaigner behind the Early Support Hubs initiative, which secured nearly 5 million pounds of UK government funding for open-access youth mental health drop-ins Biography Most workplace wellbeing programmes are built by committees. Dr Alex George builds them the way an emergency medicine doctor assesses a patient: triage the real risks first, then design habits that people will actually repeat. That clinical instinct sits underneath everything he does on stage. Training at the University of Exeter Medical School and working in emergency medicine at University Hospital Lewisham gave him a direct view of how mental and physical health present together, and how late most people arrive for help. His public profile opened a second track. In February 2021 the Prime Minister appointed him the UK’s first Youth Mental Health Ambassador, based in the Department for Education, where he spent four years shaping policy on school and college support, curriculum, and early intervention. The campaign that defines that period is Early Support Hubs. Working with the Fund the Hubs Coalition, Mind, and YoungMinds, he pushed for walk-in mental health services for young people and helped secure nearly 5 million pounds of initial UK government investment. The same logic drives his writing. Live Well Every Day and The Mind Manual, both Sunday Times bestsellers, turn clinical ideas into daily practice for a non-medical reader. For corporate audiences, that body of work translates into an unusually practical session: clinician-grade framing of the mental health risks inside a workforce, paired with habits leaders can install this quarter. In 2024 the University of Exeter awarded him an honorary degree in recognition of the campaigning. Key speaking topics Workplace mental health and employee wellbeing Preventative health and mental fitness Youth mental health and the Gen Z workforce Burnout, resilience, and recovery Public health communication and behaviour change Suicide prevention and mental health literacy for leaders Ideal for CHROs and Chief Wellbeing Officers redesigning mental health provision beyond EAP minimums Leadership teams accountable for burnout, attrition, and engagement metrics Early careers, graduate, and Gen Z talent programmes Healthcare, education, and public sector organisations with frontline workforce pressures Audience outcomes A clinician’s read on which mental health risks are most material to their workforce right now A concrete set of daily habits, drawn from his books, that leaders can model and cascade A sharper understanding of how Gen Z employees experience mental health differently, and what that means for policy and line management Practical language for leaders to open mental health conversations without overstepping into clinical territory A clear view of what structural mental health support looks like, drawn from his government policy work

Why organisations work with Allister Frost A named, proprietary framework, the ReadyAlready Growth Cycle, that gives audiences a shared language for working through change fatigue, rather than a generic motivational message. Operator credibility from inside Microsoft’s first digital marketing strategy function, including the “I’M A PC” campaign and global Windows and Office launches, applied directly to the human side of technology adoption. Two decades of brand and transformation work at Kimberly-Clark and Microsoft, recognised by a Cannes Silver Direct Lion and twice by the Lester Wunderman Award for Outstanding Creative Work. A track record of large all-hands and culture-led audiences at BBC, Vodafone, 3M, Cisco, Pfizer, Hyundai, GE HealthCare and Reckitt, where the brief is energy and adoption, not abstract futurism. Recognition by his own profession: Chartered Marketer, Elected Fellow of the Chartered Institute of Marketing, twice UK Digital Marketing Personality of the Year, and Winner at The Speaker Awards 2023. Biography highlights Microsoft’s first Head of Digital Marketing Strategy, responsible for global Windows and Office launch campaigns, including “I’M A PC”. Former Kimberly-Clark marketing leader for Andrex, Kleenex and Huggies. Author of ReadyAlready: The Future-Ready Mindset to Keep Up, Stand Out, and Shape What’s Next. Cannes Silver Direct Lion winner; twice winner of the Lester Wunderman Award for Outstanding Creative Work. Chartered Marketer and Elected Fellow of the Chartered Institute of Marketing. UK Digital Marketing Personality of the Year, 2013 and 2019; Winner, The Speaker Awards 2023. Biography Most large organisations have not run out of change programmes. They have run out of people willing to engage with the next one. Years of restructure, platform migration and now AI rollout have left workforces more fatigued than resistant, and that is the harder problem to solve. Frost spent two decades inside that problem before he started speaking about it. At Kimberly-Clark he led marketing for Andrex, Kleenex and Huggies. He then moved to Microsoft as the company’s first Head of Digital Marketing Strategy, where he ran global launch campaigns for Windows and Office and the “I’M A PC” work. The work earned a Cannes Silver Direct Lion and two Lester Wunderman Awards for Outstanding Creative Work. Since 2012 he has built a speaking practice around a single framework, the ReadyAlready Growth Cycle, set out in his book ReadyAlready: The Future-Ready Mindset to Keep Up, Stand Out, and Shape What’s Next. The argument is that the gap holding back most transformation programmes is not strategy or technology, it is the human appetite to engage. The framework gives audiences a working language for that gap. His audiences reflect the brief. He has worked with BBC, Vodafone, 3M, Cisco, Pfizer, Hyundai, GE HealthCare, Reckitt, Bloomberg and Network Rail, typically at all-hands events, culture forums and senior leadership retreats. The Chartered Institute of Marketing has elected him a Fellow, and the UK industry named him Digital Marketing Personality of the Year in 2013 and again in 2019. He won at The Speaker Awards 2023. Key speaking topics Future-Ready Mindset Change fatigue and workforce adoption The human side of AI and digital transformation Employee engagement at scale Culture in technology-led change Leadership communication during transformation Marketing and brand reinvention Ideal for CHROs, Chief People Officers, and internal communications leads planning all-hands and culture moments Transformation and change leaders preparing workforces for AI and digital adoption C-suite and senior leadership teams running annual kickoffs, town halls, and strategy retreats CMOs and brand leaders rebuilding marketing function capability in an AI-shaped market Audience outcomes A shared vocabulary for naming and working through change fatigue inside a team The ReadyAlready Growth Cycle as a usable framework, not just a model on a slide A clearer view of which human capabilities still matter as AI absorbs more of the work Practical prompts to turn passive consumers of change into active contributors Re-energised commitment to the next phase of transformation, anchored to specific personal habits

Why organisations work with Alvin Law A resilience keynote built on six decades of lived practice, not a framework borrowed from research. Born without arms, he has worked, broadcast, performed music, and raised a family by inventing methods most people assume cannot exist. Hall of Fame platform craft. Inducted into the Canadian Speakers Hall of Fame (CAPS) in 2009 and one of the under-ten-percent of professional speakers globally to hold the Certified Speaking Professional (CSP) designation. A trained broadcaster’s command of room, pacing, and message. The keynote is built for large internal audiences, sales kick-offs, and association main stages where a speaker has to reset attention, not just hold it. Subject of three internationally distributed documentaries by John Zaritsky and an Emmy-winning ABC FrontRunners segment, which gives the booking a level of cultural recognition that travels beyond the room. Inducted into the Canadian Disability Hall of Fame in 2018 and recipient of the Peter Legge Philanthropic Award in 2022, signalling a track record of substantive contribution rather than platform alone. Biography highlights Certified Speaking Professional (CSP) and inductee, Canadian Speakers Hall of Fame (CAPS), 2009. Inductee, Canadian Disability Hall of Fame, 2018. Author, Alvin’s Laws of Life: 5 Steps To Successfully Overcome Anything. Subject of three John Zaritsky documentaries: Broken Promises (1989), Extraordinary People (1993), and No Limits: The Thalidomide Saga (2016). Vanier Award for Outstanding Young Canadians (1982); Queen Elizabeth Golden Jubilee Medal (2002); Peter Legge Philanthropic Award (2022). Trained broadcaster, Mount Royal College (graduated with honours, 1980), with a professional radio career at CFMQ FM Regina before founding AJL Communications Ltd. in 1988. Biography Resilience is the variable that quietly decides how organisations come through repeated change. When it thins, every other leadership tool gets harder to use. The keynote that restores it cannot be theoretical; it has to be earned in front of the audience. That is the room Alvin Law has been built for. Born in Yorkton, Saskatchewan in 1960 without arms, the result of his birth mother’s exposure to thalidomide, Law was placed for adoption at five days old and raised by Hilda and Jack Law. He learned to use his feet for tasks most people associate with hands, including playing trombone and drumming, and trained as a broadcaster at Mount Royal College, graduating with honours in 1980. A radio career at CFMQ FM in Regina followed, then full-time speaking from 1988 through AJL Communications Ltd. The credentials are unusually concrete for the resilience category. Law holds the Certified Speaking Professional (CSP) designation, sits in the Canadian Speakers Hall of Fame (CAPS, 2009) and the Canadian Disability Hall of Fame (2018), and was named a Vanier Outstanding Young Canadian in 1982. He is the author of Alvin’s Laws of Life: 5 Steps To Successfully Overcome Anything and the subject of three John Zaritsky documentaries, including the Emmy-recognised FrontRunners segment on ABC. What buyers actually book is platform craft applied to a workforce problem. Law uses broadcasting discipline, drumming, and direct storytelling to move a room from spectator to participant inside an hour, which is why association main stages, sales kick-offs, and large internal town halls return to him. Key speaking topics Resilience and adversity Mindset and personal agency Motivation and inspiration Storytelling and stagecraft Workforce engagement after change Mental health and wellbeing in the workplace Disability advocacy and inclusion Ideal for Sales kick-offs, association annual conferences, and large internal town halls reopening after restructuring or repeated change. CHROs and culture leads commissioning a credible, non-clinical voice on resilience for a whole-workforce moment. Healthcare, education, and not-for-profit audiences where lived experience carries more weight than corporate framing. Internal communications and event leads briefing a main-stage opener or closer that needs to reset attention across a wide demographic. Audience outcomes A reset on what the room treats as a real obstacle versus a story about one. Specific, repeatable mental habits for keeping composure when conditions stay difficult. A renewed sense of personal agency, including in roles where people feel acted upon by change. A shared experience that managers can refer back to in team conversations months later.

Why organisations work with Amy Cappellanti-Wolf She has held the CHRO seat at Dayforce, Cohesity, Symantec and Silver Spring Networks, including taking Silver Spring Networks public on the NYSE in 2013. Her HR career runs from Frito-Lay and The Walt Disney Company through Sun Microsystems and Cisco, so she can speak credibly to consumer, entertainment and enterprise tech leadership teams in their own language. At Dayforce she runs people strategy at an HR technology vendor and acts as “Customer Zero” for the company’s AI-powered HR releases, which gives her an unusually concrete view of where AI lands in real HR operations. She works at board and committee level on talent and rewards, currently as Compensation Committee Chair at Softchoice and as a director or advisor at D-Wave Quantum, Betterworks and Wellist. Recognised externally on people and tech leadership: National Diversity Council Top 50 Most Powerful Women in Technology, Silicon Valley Business Journal Women of Influence, and the Forbes Human Resources Council. Biography highlights EVP and Chief People Officer, Dayforce, since April 2024. Former CHRO at Cohesity, Symantec and Silver Spring Networks; led people strategy through Silver Spring Networks’ 2013 IPO. Earlier senior HR roles at Cisco Systems (2001 to 2009), Sun Microsystems, The Walt Disney Company and Frito-Lay (PepsiCo). Compensation Committee Chair at Softchoice (TSX: SFTC); board and advisory roles at D-Wave Quantum, Betterworks and Wellist. Forbes Human Resources Council member since 2018; National Diversity Council Top 50 Most Powerful Women in Technology. Inducted into the Roll of Distinguished Alumni, WVU’s John Chambers College of Business and Economics, in 2019. Biography Few CHROs have stood in the room for a Cisco-era leadership build, a Disney creative organisation, a Symantec security business and a Silver Spring Networks IPO. Amy Cappellanti-Wolf has. That cross-section is what gives her practical authority on what culture and talent actually take when a company changes shape. Her current seat sharpens the point. As EVP and Chief People Officer at Dayforce, she runs people strategy inside an HR technology vendor and uses Dayforce’s own platform as “Customer Zero” for AI-powered HR releases. That gives her a working view of where AI lands in payroll, performance and workforce planning, not as a forecast but as a live deployment. Boards use her where rewards, governance and people risk meet. She chairs the Compensation Committee at Softchoice, sits on the board at D-Wave Quantum, and advises Betterworks and Wellist. Her recognition track record, Forbes HR Council, the National Diversity Council Top 50 in Technology, Silicon Valley Business Journal Women of Influence, sits alongside the operating record, not in place of it. For senior buyers, the practical value is specific. She can talk credibly to a CHRO planning an IPO, a CEO integrating an acquisition, an HR team rebuilding engagement after a restructure, or a board asking what AI in HR really changes. The answers come from having done it, not from observing it. Key speaking topics People strategy through IPO, M&A and divestiture AI in HR and the future of the people function High-performance culture in scaling tech companies Diversity, equity and inclusion as an operating discipline Leadership and talent for enterprise transformation The CHRO as a board-level voice on people risk Ideal for CHROs and senior HR leaders preparing for IPO, M&A or large-scale restructure CEOs and boards weighing the people implications of AI deployment in core operations Compensation and talent committees considering rewards, succession and culture risk Technology, consumer and entertainment leadership teams running concurrent transformations Audience outcomes A clear sense of how to sequence people priorities through IPO, integration and restructure A practical view of where AI changes HR operations now, drawn from a live enterprise deployment Sharper questions for boards and executive teams on culture, rewards and talent risk Concrete language for inclusion outcomes that survive a politically contested environment

Why organisations work with Amy Edmondson She is the original source of the psychological safety research now cited by Google, the NHS, and most leading management programmes, not a downstream interpreter of it. Her frameworks come from two decades of field research inside hospitals, manufacturing plants, and Fortune 500 teams, not from theory or anecdote. She translates an idea that leaders often misread as softness into operational language about error rates, learning speed, and innovation throughput. Her Right Kind of Wrong work gives executives a practical taxonomy of failure types, separating the failures organisations should prevent from the failures they should encourage. Thinkers50 ranked her the world’s number one management thinker in both 2021 and 2023, which signals her standing among the practitioners and academics buyers most respect. Biography highlights Novartis Professor of Leadership and Management, Harvard Business School. Ranked #1 on the Thinkers50 global ranking of management thinkers in 2021 and 2023. Winner of the Financial Times and Schroders Business Book of the Year 2023 for Right Kind of Wrong. Author of seven books, including The Fearless Organization, Teaming, and Right Kind of Wrong. Recipient of the Thinkers50 Breakthrough Idea Award (2019) and Talent Award (2017). PhD in Organizational Behavior, AM in Psychology, AB in Engineering Sciences, Harvard University. Biography The most expensive errors inside large organisations are rarely caused by people who do not know what to do. They are caused by people who know, and choose not to say. Decades of research at Harvard Business School have made that pattern visible, and have given senior leaders a vocabulary for it: psychological safety. Amy Edmondson built that vocabulary. As Novartis Professor of Leadership and Management at Harvard Business School, she has spent more than twenty years studying teams in hospitals, manufacturing operations, technology firms, and government. Her 1999 paper in Administrative Science Quarterly is the academic anchor for an idea now used inside Google’s people analytics, NHS quality improvement work, and most credible executive education curricula. The work has expanded from a single concept into a coherent body. Teaming examined how cross-functional groups learn fast enough to keep up with the work in front of them. The Fearless Organization gave leaders a step-by-step model for making honest contribution the norm, not the exception. Right Kind of Wrong, which won the Financial Times and Schroders Business Book of the Year in 2023, separates the failures organisations should engineer against from the failures they should be willing to commission. Thinkers50 has ranked her since 2011 and named her the world’s number one management thinker in 2021 and again in 2023. That recognition matters because it tracks how often working executives, not academics, cite her frameworks when they describe what they are trying to change inside their own organisations. Key speaking topics Psychological safety and team performance Learning from intelligent failure Teaming in cross-functional and high-stakes work Leadership in high-reliability environments Organisational learning Innovation cultures and candour Leading through error and recovery Ideal for C-suite and board audiences in healthcare, aviation, financial services, and other high-stakes industries CHROs and chief learning officers redesigning culture and capability programmes Heads of innovation and R&D leaders building teams that need to fail intelligently Executive education and leadership development cohorts inside large organisations Audience outcomes A working definition of psychological safety that separates it from comfort, niceness, or lowered standards A taxonomy of failure types that leaders can apply to their own portfolio of decisions Specific leader behaviours that increase the rate at which problems surface early A clearer language for talking about error, candour, and accountability inside the organisation Evidence-based responses to the common executive objection that psychological safety reduces performance pressure

Why organisations work with Andrew Brodsky He gives leadership teams a named, research-backed framework, PING (Perspective-taking, Initiative, Non-verbal cues, Goals), that turns ad hoc virtual habits into a deliberate operating practice. His evidence is original, not aggregated: peer-reviewed studies in the Journal of Applied Psychology and Personality and Social Psychology Bulletin on how channel choice changes what gets said, heard and believed. He answers a question most consultants avoid: when is audio better than video, when does email outperform a meeting, and what does that mean for managers who default to whatever is easiest. His client roster includes Dell Technologies, PwC, Amazon and Novo Nordisk, which means the work has been pressure-tested inside organisations running global hybrid operations. The book Ping, published by Simon & Schuster and Penguin, has been endorsed by Adam Grant and Katy Milkman, placing his work alongside the leading voices in applied behavioural science. Biography highlights Management professor, McCombs School of Business, The University of Texas at Austin PhD in Organizational Behavior, Harvard Business School; BS, The Wharton School Author, Ping: The Secrets of Successful Virtual Communication (Simon & Schuster, Penguin, 2025) CEO and founder, Ping Group Named one of the world’s Best 40-Under-40 MBA Professors by Poets&Quants Research published in the Journal of Applied Psychology and Personality and Social Psychology Bulletin; commentary in The Wall Street Journal, Harvard Business Review, The Economist, CNBC, The New York Times and TIME Biography Hybrid work settled the location question and left a harder one open. Inside most companies, the decision about which channel to use for which conversation is still made by habit. The cost is measurable: slower decisions, weaker trust, meetings that exist to compensate for messages that should never have been sent. Brodsky has built a research programme around that gap. His peer-reviewed work in the Journal of Applied Psychology and Personality and Social Psychology Bulletin examines the operating consequences of specific channel choices, from how email shapes emotional authenticity to why audio-only calls often outperform video. The findings are precise enough to act on, which is unusual in a field crowded with generalities about remote work. The book Ping, published by Simon & Schuster and Penguin in 2025, consolidates that research into a four-part framework used inside teams at Dell Technologies, PwC, Amazon and Novo Nordisk. Adam Grant and Katy Milkman have endorsed the work, and HBR IdeaCast featured the argument as a guide for leaders auditing their own virtual practices. His credibility rests on a clear point: virtual communication is now an executive skill, not a logistics question. Boards and senior teams that treat it as the latter pay the cost in performance. Key speaking topics Virtual and hybrid communication strategy Channel choice and operating performance Leadership in distributed teams Trust and authenticity in digital workplaces Conflict reduction across asynchronous communication AI in workplace communication Inclusion in remote and hybrid settings Ideal for CHROs and heads of people redesigning hybrid operating models Executive teams auditing the performance cost of their meeting and communication habits Transformation and digital workplace leads setting team-level communication norms Senior leadership offsites focused on trust, decision speed and team effectiveness Audience outcomes A working framework for matching communication channel to task, with named criteria Specific research findings on when email, audio, video and instant message each outperform the alternatives A clear view of how leadership behaviour in virtual channels shapes trust and response patterns across teams Practical guidance on reducing conflict and misinterpretation in asynchronous communication A defensible position on AI-assisted interpersonal communication and the trust consequences of getting it wrong

Why organisations work with Andrew Bryant He authored the McGraw-Hill book that defined self-leadership for a generation of corporate practitioners, and his research has been cited in more than 200 academic papers and dissertations. His 2026 Wiley book Potential-ize introduces the IGNITE Framework, a six-element model for leaders who need to combine human judgement with AI capability rather than be displaced by it. He has coached senior leaders inside Singapore Airlines, Microsoft, SAP, Deutsche Bank, and Nokia, so the work is tested against real operating pressure, not a coaching practice that lives only in workshops. He carries the Certified Speaking Professional designation from the Professional Speakers Association of Australia and has chaired the speaker associations of both Singapore and Spain, which means executional reliability on stage is a known quantity. The President of Singapore has formally recognised his work twice, in 2018 and 2020, for self-leadership programmes that produced measurable outcomes with disadvantaged teenagers and women leaders. Biography highlights Founder of Self Leadership International, established 1999, with clients in over 40 countries. Co-author of Self-Leadership (McGraw-Hill, 2012) with Dr. Ana Lucia Kazan, a defining text in the field. Author of five books, including The New Leadership Playbook (2022) and Potential-ize: How Leaders Unlock Human Potential in the Age of AI (Wiley, 2026). Certified Speaking Professional, Professional Speakers Association of Australia, 2009. Past President of Asia Professional Speakers Singapore (2015 to 2016) and Professional Speakers Association Spain (2021 to 2023). Acknowledged twice by the President of Singapore, in 2018 and 2020, for community leadership programmes. Biography Self-leadership is the practice of intentionally influencing your own thinking, feeling and actions toward a defined objective. That definition, written by Andrew Bryant and Dr. Ana Lucia Kazan in their 2012 McGraw-Hill book, is now cited in more than 200 academic papers. It is also the operating idea behind a coaching and keynote practice that has run for more than twenty-five years. The argument is simple. Leaders who cannot regulate their own attention, energy and reactions cannot reliably lead anyone else through change. Bryant founded Self Leadership International in 1999 and built the methodology out of work with named global organisations, including Singapore Airlines, Microsoft, SAP, Deutsche Bank and Nokia. He came to the work as a physiotherapist to elite athletes, which is where the interest in performance under pressure began. The 2022 follow-up book, The New Leadership Playbook, translated the underlying research into twelve concrete leadership conversations that teams actually need to have. His 2026 Wiley book, Potential-ize: How Leaders Unlock Human Potential in the Age of AI, extends the work into the live boardroom question. The IGNITE Framework, six elements covering Inspire, Guide, Nurture, Integrate, Transform and Evaluate, is built for leaders who need to combine human judgement with AI capability without losing either. It is the same intellectual line, applied to the workforce conversation that buyers are having now. That upstream logic also anchors his work on workplace mental health: building the self-regulation that prevents burnout, rather than paying for wellness programmes after the damage is done. Bryant carries the Certified Speaking Professional designation from the Professional Speakers Association of Australia and has chaired the speaker associations of both Singapore and Spain. The President of Singapore acknowledged his community work formally in 2018 and again in 2020. The credentials are useful as proof of seriousness, but the more practical point for a buyer is that he is one of the very few speakers who can credibly claim to have shaped the leadership category he speaks on. Key speaking topics Self-leadership Leadership in the age of AI Executive presence and personal effectiveness Workplace mental health and resilience Psychological safety and high-performing teams Leading change and restructure Human potential and talent development Ideal for CEO, COO and senior leadership teams under pressure to deliver during restructure or AI adoption. CHROs and Heads of Leadership Development building self-leadership capability across mid and senior cohorts. Boards and executive committees commissioning offsites on resilience, composure and decision quality. Audience outcomes A working definition of self-leadership that leaders can apply to their own behaviour the next day, not just discuss in the abstract. The IGNITE Framework as a structured way to think about unlocking team potential alongside AI capability rather than against it. A direct view of how composure under pressure compounds into team performance and retention. Specific leadership conversations, drawn from the twelve plays in The New Leadership Playbook, that managers can run with their own teams. Named tools from Bryant’s Self-Leadership Resilience Stack, including the Evening Review and the View from Above, for regulating pressure before it compounds into burnout.

Why organisations work with Andrew McMillan He ran customer experience for the John Lewis department store division across 26 UK shops, so he speaks from inside one of the most studied service cultures in British retail, not from a framework bought off a shelf. His central argument is operational, not motivational: customer experience is an output of employee engagement and leadership behaviour, and any programme that treats it as a frontline training problem will fail. He has tested the thesis outside retail, with Shell, Air France, United Airlines, Toyota, Barclays, Mercedes-Benz, RBS and NHS foundation trusts among the organisations he has advised through Engaging Service. He chaired Revo’s Customer Experience Committee for seven years, which gives him a sector-wide view of what separates shopping centres, high streets and service organisations that keep customers from those that do not. He is useful in the room with senior leaders because the conversation turns quickly to values, hiring, internal communication and manager behaviour, which is where service actually breaks. Biography highlights 28 years with the John Lewis Partnership, culminating in responsibility for customer experience across the department store division and its 26 UK shops. Founder of Engaging Service, a consultancy on employee engagement, customer experience and the leadership that links the two. Chair of the Customer Experience Committee at Revo from 2010 to 2017, overseeing the growth of the ACE Awards to more than 100 shopping centre entrants. Judge and adviser for the Customer Focus Award at the Lloyds Bank National Business Awards from 2015. Advised named organisations including Shell, Air France, United Airlines, Toyota, Barclays, Mercedes-Benz, RBS, Rightmove, MoneySuperMarket and the Law Society. During his tenure, John Lewis department stores were recognised for customer experience by Which?, Verdict and Retail Week. Biography Service cultures that customers notice are not built on the shop floor. They are built in hiring decisions, in what managers are promoted for, in what the organisation tolerates on a difficult Tuesday. Andrew McMillan spent nearly three decades inside a business that understood this, and now spends his time explaining to other organisations why their service programmes are not working. He joined the John Lewis Partnership as a management trainee at Brent Cross, led selling teams across several branches, headed a department at the Oxford Street flagship, and ran the department stores’ internal intelligence team before taking responsibility, from 2000, for customer experience across the entire department store division. That meant 26 shops and tens of thousands of customer-facing partners. During his tenure, the business was recognised for customer experience by Which?, Verdict and Retail Week. In 2012 he founded Engaging Service and has since worked with more than 40 organisations, among them Shell, Air France, United Airlines, Toyota, Barclays, Mercedes-Benz, RBS, Rightmove, MoneySuperMarket, the Law Society and several NHS foundation trusts. The work is consistent across sectors: diagnose the gap between the experience leaders say they want and the culture they are actually running, and rebuild the link between the two. He chaired Revo’s Customer Experience Committee from 2010 to 2017, growing its ACE Awards to over 100 shopping centre entrants, and has judged the Customer Focus Award at the Lloyds Bank National Business Awards since 2015. The through-line is practical: in an economy where product parity is the norm, the companies customers stay with are the ones whose people want to be there. Key speaking topics Customer experience as an output of culture Employee engagement and service performance Leadership behaviour and organisational values Building and sustaining a service culture at scale Retail and shopping centre customer experience Purpose, values and frontline behaviour Translating the John Lewis Partnership model to other sectors Ideal for CEOs, COOs and boards reviewing why customer experience investment is not producing the promised lift CHROs and heads of employee engagement connecting people strategy to commercial outcomes Customer experience, service and operations leaders in retail, financial services, hospitality, transport and healthcare Shopping centre and retail property leadership working on tenant mix, placemaking and visitor experience Audience outcomes A sharper view of why customer experience programmes fail when they are run as training rather than as culture change Specific, named examples from inside John Lewis of how engagement, leadership behaviour and service performance reinforce each other Practical questions to take back to their own organisation about hiring, manager behaviour and internal communication A clearer sense of where service sits in the operating model, and which leadership decisions actually move the needle

Why organisations work with Andrew McNeill He has run leadership under genuine national pressure, including UK Government assurance of the London 2012 Olympic and Paralympic torches and a Director role on the Building Safety Programme established after the Grenfell Tower fire. His method is published and codified. Organisational Mindfulness: A How-to Guide is one of the few practitioner books that treats mindfulness as an organisational intervention rather than an individual wellbeing benefit. He sits inside the institutional architecture of the field as Co-Director of BAMBA, the UK’s mindfulness accreditation body, and as Projects Advisor to the Mindfulness Initiative, the charity that grew out of the parliamentary All-Party group. He speaks to leadership groups, not wellbeing audiences. The work focuses on team functioning, psychological safety, and decision quality under pressure, with operational examples from running multi-billion pound programmes. Biography highlights Twenty years in senior leadership, most recently as a Director in the UK Civil Service responsible for major national programmes. Led UK Government assurance for the Olympic and Paralympic torches, London 2012. Served as Director on the Building Safety Programme set up after the Grenfell Tower fire. Co-founder of LxLeaders, a leadership consultancy working with senior teams. Author of Organisational Mindfulness: A How-to Guide (2019). Co-Director of BAMBA, the British Association of Mindfulness-Based Approaches, and Projects Advisor at the Mindfulness Initiative. Biography The Olympic and Paralympic torch relays for London 2012 were a continuous national event under media and security scrutiny. Andrew McNeill ran the UK Government’s assurance of them. A few years later, after the Grenfell Tower fire, he served as a Director on the Building Safety Programme established to respond to it. Both roles required senior leadership inside conditions where the cost of a wrong decision was public and immediate. That operational record is the spine of what he now does with private and public sector leadership teams. He is the co-founder of LxLeaders, a consultancy that works with senior groups on team functioning, psychological safety, and self-leadership under pressure. Alongside the consultancy, he has built a position inside the field itself. He is Co-Director of BAMBA, the UK’s mindfulness accreditation body, and lead Projects Advisor at the Mindfulness Initiative, the charity that emerged from the UK Parliament’s All-Party Parliamentary Group on Mindfulness. His 2019 book Organisational Mindfulness: A How-to Guide is one of the few practitioner texts that treats mindfulness as a method of organisational design rather than an individual intervention. Speaking clients to date include Dell Technologies, Experian, RSM US, Allianz Technology, LexisNexis, and the NHS. The brief is consistent: senior teams operating under repeated pressure who need a credible, plain-spoken voice on how composure and team functioning actually work in practice. Key speaking topics Self-leadership under pressure Psychological safety in senior teams Empathetic leadership Burnout recognition and recovery Team collaboration under sustained change Organisational mindfulness as practice Ideal for Senior leadership teams and executive committees facing continuous change loads CHROs and people directors commissioning beyond standard wellbeing programming Public sector and regulated industry leaders working in high-scrutiny environments Programme and transformation leads running multi-year delivery under public pressure Audience outcomes A working language for psychological safety inside a senior team, separated from HR theatre A read on burnout signals at team level before they show up in attrition data Specific practices senior leaders can use to hold composure across long decision cycles A clearer view of how mindfulness functions as an operational discipline, not a benefit

Why organisations work with Andy Ayim He works with leadership teams where the brief is not a keynote but a measurable shift in how the team makes decisions, handles conflict and holds each other to account. His track record sits on both sides of the table: senior product roles at WorldFirst and Zilch, then Managing Director at Backstage Capital running accelerators on three continents. He has been the executive being coached and the investor pushing portfolio leaders to grow. His MBE, awarded in 2020 for services to diversity in the technology industry, signals a substantive record on inclusion rather than a stated commitment. Clients booking inclusive-leadership work get an external voice the room cannot dismiss as marketing. Through the Angel Investing School he has trained over a thousand new investors and built the curriculum used by 100 senior Google executives who went on to raise a $70m fund. He brings that operator’s view of capital, ownership and opportunity into corporate rooms that rarely hear it. Biography highlights MBE for services to diversity in the technology industry, awarded 2020 (London Gazette, Issue 63135). Founder of the Angel Investing School, which has trained 1,000+ new angel investors and produced the Open Angel platform. Former Managing Director at Backstage Capital, helping run accelerator programmes in Detroit, Philadelphia, Los Angeles and London. Senior product roles at WorldFirst (acquired by Ant Financial for $700m) and Series C fintech Zilch. Trained 100 senior Black executives at Google who formed the Black Angel Group and raised a $70m fund. Named in the Financial Times Top 10 Most Influential BAME Leaders in Tech; HSBC and UK Black Business Show Top 25 Black Entrepreneurs to Watch. Opened the Venture programme at SXSW London 2026 (Christ Church Spitalfields). Biography Most senior teams are not short of intelligence or ambition. They are short of safety. People hold back the disagreement, the bad news, the half-formed idea that might change the decision. Andy Ayim’s work begins there. He is hired by leaders at Google, Stripe, Uber, Diageo, Novartis and Tesco to do the harder thing: change how a team behaves with each other in the room. His authority is built on doing the job, not describing it. He held senior product roles at WorldFirst before its $700m acquisition by Ant Financial, then at Series C fintech Zilch. In 2018 he joined Arlan Hamilton as Managing Director at Backstage Capital, designing accelerator programmes for underrepresented founders in Detroit, Philadelphia, Los Angeles and London. The pattern is consistent: operator credibility first, advisor work second. The inclusion record is documented. He was appointed MBE in 2020 for services to diversity in the technology industry, gazetted by the Central Chancery of the Orders of Knighthood. In the same year he founded the Angel Investing School, which has since trained over a thousand new angel investors and built the curriculum that produced the Black Angel Group, 100 senior Google executives who went on to raise a $70m fund. What that means for a client is straightforward. When Ayim walks into a leadership offsite, he is not a consultant translating a theory. He is a former executive and active investor who has seen the same trust and capital problems from inside companies, inside portfolios and inside an honours system that has recognised the work. Key speaking topics Human-centred leadership Inclusive leadership and team performance Psychological safety in senior teams Diversity and inclusion in technology Angel investing and ownership Future of work and hybrid team design Talent and the next generation of leaders Ideal for CHROs and Chief People Officers commissioning inclusive-leadership and culture work for senior populations. ExCo and board offsites where the brief is honest conversation, trust and decision quality, not a standard keynote. Heads of Diversity and Inclusion looking for an external voice with a credentialled record rather than a generic DEI speaker. Investor and founder audiences inside corporate venture, accelerators and innovation functions. Audience outcomes A clearer picture of the specific behaviours that produce psychological safety in senior teams, and the ones that quietly destroy it. Language for naming the inclusion problems leaders are nervous to name, with examples drawn from operator and investor experience. A view of inclusion as a leadership capability tied to performance, not a compliance function bolted onto HR. An informed perspective on angel investing, ownership and wealth creation for audiences that rarely get it from a credible practitioner.

Why organisations work with Andy Milligan Seven books across Kogan Page and Financial Times imprints, including Bold (CMI Management Book of the Year, e-book category, 2012) and On Purpose with Shaun Smith, give him a documented track record on brand-led growth that consultants without published evidence cannot match. He works the full chain from purpose to promise to operational delivery, which is rare. Most advisors stop at strategy or stop at touchpoint design. He has spent thirty years on the connection between them. Client work spans Nissan, McLaren, Barclays, Unilever, FIFA, IHG, Roche and WWF across Japan, South Korea, Singapore, the USA and Europe. The breadth of categories and geographies means his examples land with audiences in heavily regulated, consumer, and B2B sectors equally. His starting position is that brand lives in employee behaviour before it lives in customer perception. For leaders trying to align a fatigued workforce behind a customer promise, that is the more useful framing. Biography highlights Founding partner of The Caffeine Partnership, the UK brand and growth consultancy he co-founded in 2006. Began his career at Interbrand in London; ran the firm’s Singapore office and later led its Internal Brand Management practice. Co-author of On Purpose (Kogan Page, 2015) and Bold: How to be Brave in Business and Win with Shaun Smith. Bold won the CMI Management Book of the Year award in the e-book category in 2012. Co-author of Myths of Branding with Simon Bailey (Kogan Page, 2017; second edition 2022). Fellow of the Royal Society of Arts; media commentator for BBC, Sky and CNN on brand issues. Biography Brand is an operating discipline, not a marketing one. That has been the thesis of Andy Milligan’s work since his time at Interbrand in the 1990s, where he ran the Singapore office and later led the firm’s Internal Brand Management practice. The argument is now unfashionable enough to be useful again: customers do not experience strategy decks, they experience employees, products and service moments. In 2006 he co-founded The Caffeine Partnership, a brand and growth consultancy that has advised Nissan, McLaren, Barclays, Unilever, FIFA, IHG, Roche, WWF and Thai Airways across Japan, South Korea, Singapore, the USA and Europe. The work moves between purpose definition, customer experience design and employee engagement, treated as one connected problem rather than three departmental ones. The same argument runs through seven books. Uncommon Practice and See, Feel, Think, Do with Shaun Smith examined the link between corporate culture and brand experience. Bold: How to be Brave in Business and Win won the CMI Management Book of the Year in the e-book category in 2012. On Purpose (Kogan Page, 2015) set out a practical framework for translating purpose into a branded customer experience. Myths of Branding with Simon Bailey, now in its second edition with Kogan Page, dismantles the assumption that brand work is a logo problem. Milligan is a Fellow of the Royal Society of Arts and comments regularly for BBC, Sky and CNN. The reason senior teams bring him into commercial growth conversations is straightforward: he has spent thirty years arguing that organisations get the customers their employees deserve, and he can show them where the gap is. Key speaking topics Brand-led business growth Customer experience strategy Employee engagement and brand Purpose and commercial strategy Brand culture and organisational alignment Marketing and brand myths Ideal for CMOs, CCOs and brand directors aligning marketing with operational delivery CHROs and CPOs connecting employee engagement to customer outcomes CEOs and boards repositioning a business around a sharper purpose Customer experience and transformation leads moving from strategy to execution Audience outcomes A clearer view of where brand promise and customer experience are diverging in their own organisation A working definition of purpose that can be tested against employee and customer behaviour, not slogan Named case examples across consumer, financial services, automotive and sport that translate to the audience’s category A short list of brand myths their leadership team is probably still operating under