Organisationskultur speakers

Why organisations work with Imran Rehman He runs a working team-measurement platform, Kokoro, so his sessions draw on live data from teams rather than abstract models. His thesis reframes the problem: fix the environment, not the individual. That shift gives HR and transformation leaders a more tractable lever than personality interventions. He combines executive coaching practice with product building, which gives senior teams a rare mix of one-to-one diagnostic instinct and systems thinking in the same room. He works fluently in English and German and operates across European corporate and multinational contexts, which suits international leadership audiences. His book “Sum of Many” gives the work a named, published argument leaders can reference after the session. Biography highlights Co-founder of Kokoro (Kokoro GmbH, Vienna), a real-time team and leadership analytics platform founded in 2018. Author of “Sum of Many,” featured on the Chapters Of My Life podcast (Life Book 45). Certified business and executive coach, European Business School (EBS). Bilingual working languages: English and German; based in Vienna, Austria. Signature talks include “The Science of Great Teams,” “The Myths of Measuring Humans,” and “Preventing Team Burnout: 6 Evidence-Based Actions for Success.” Professional coaching practice spanning multiple sectors and geographies, with a focus on senior leadership teams and organisational development. Biography Most teams are not underperforming because the people in them are weak. They are underperforming because the environment around them quietly punishes candour, overload is treated as a personal resilience problem, and the signals that matter are read too late. This is the terrain Imran Rehman works in. He is co-founder of Kokoro, a Vienna-based platform that measures psychological safety, belonging, and the conditions of healthy high performance in real time. Kokoro was founded in 2018, and the product sits behind his speaking: the data he references is the data his clients are generating, not borrowed survey research. His book “Sum of Many” argues the same point in long form. Stop trying to fix individuals. Build environments where ordinary people can do unusually good work together. It is a direct challenge to a lot of standard leadership development, and it gives his keynotes a single, testable claim rather than a list of tips. He is a certified executive coach through the European Business School and works fluently in English and German across European and multinational organisations. The coaching practice and the product are not separate lives. One informs the other, which is why his sessions land with HR directors and operating leaders who have already sat through the generic version of this topic. Key speaking topics Psychological safety in teams Belonging and team dynamics Data-informed team performance Healthy high performance and burnout prevention Leadership development and coaching Organisational development and culture Ideal for CHROs, CPOs, and heads of organisational development responsible for team effectiveness at scale Senior leadership teams preparing for a step-change in performance expectations Transformation and change leaders who need measurable people indicators alongside operational ones International and German-speaking leadership audiences in multinational corporate settings Audience outcomes A working definition of psychological safety that is specific enough to act on, not just reference A shift in framing from individual performance fixes to environmental design A view of what can and cannot be usefully measured in team behaviour, and why most surveys fail Evidence-based moves for preventing team burnout before it shows up in attrition figures A shared language for senior teams to diagnose their own dynamics in the weeks after the session

Why organisations work with Isabel Behncke Her evidence base is unusually direct. More than 3,000 kilometres tracking wild bonobos in Congo gave her the first comprehensive field study of adult play in our closest living relatives, which anchors every claim she makes about creativity and social bonding in observed behaviour rather than metaphor. She translates evolutionary biology into practical arguments about culture. Her framing of play as a core adult competence, not a perk, gives leaders a defensible language for investing in creativity, psychological safety and informal connection inside performance-driven cultures. She moves between serious scientific and serious commercial settings. TED main stage twice, WIRED, Google Zeitgeist, SXSW, the House of Lords, the United Nations General Assembly and the G20, which means she is used to calibrating the same argument for scientists, policymakers and executives. She holds institutional credibility across three continents. Oxford DPhil, Gruter Institute fellowship, PERC board seat and a research post at Universidad del Desarrollo’s Social Complexity Research Center, plus advisory work on Chile’s long-term science and innovation strategy. She sits outside the behavioural economics cohort. Her discipline is field ethology, which gives her arguments about trust, risk and collaboration a biological depth that lands differently with leaders who have already heard the standard behavioural science keynote. Biography highlights DPhil in Evolutionary Anthropology from the University of Oxford, with the first comprehensive scientific study of adult play behaviour in wild bonobos at the Wamba research site in Congo. MPhil in Human Evolution from the University of Cambridge; BSc in Zoology and MSc in Wildlife Conservation from University College London. TED Fellow and TED Resident; two main-stage TED talks including «Evolution’s gift of play, from bonobo apes to humans» and «Does nature have a sense of humor?». Researcher at the Social Complexity Research Center (CICS), Universidad del Desarrollo, Santiago; Fellow of the Gruter Institute for research on human behavior and institutions; board member at PERC. Advisory roles in Chile’s long-term strategy for science, technology, innovation and knowledge, with affiliations including the Centro de Estudios Publicos. Platform work includes WIRED, Google Zeitgeist, SXSW, the United Nations General Assembly, the House of Lords and the G20, alongside features in BBC and National Geographic documentaries and The Tim Ferriss Show. Biography Most organisations talk about creativity and collaboration as if they were cultural aspirations. Field ethology treats them as biological functions. Isabel Behncke built her career studying how social mammals, and specifically wild bonobos in the Congo, generate trust, creativity and resilience through play, risk-taking and informal bonding. Her DPhil at Oxford produced the first comprehensive scientific study of adult play behaviour in wild bonobos, based on more than 3,000 kilometres of field observation at the Wamba research site. That field base shapes how she works with organisations. Her argument is that adult play is not a soft concept but an adaptive mechanism that underpins learning, social bonding and innovation in every species that depends on flexible behaviour, humans included. Leaders hear a case for culture that is rooted in evolutionary evidence rather than slogans, delivered by someone who has watched these behaviours in the wild. Her institutional footprint runs across science, policy and public platforms. She is a researcher at the Social Complexity Research Center at Universidad del Desarrollo in Santiago, a Fellow of the Gruter Institute, a board member at PERC and an adviser on Chile’s long-term science and innovation strategy. She is a TED Fellow and TED Resident, has spoken twice from the main TED stage, and has appeared at WIRED, Google Zeitgeist, SXSW, the House of Lords, the United Nations General Assembly and the G20. For senior leaders grappling with how to build adaptive, creative teams under pressure, she offers a rare combination: the rigour of a field scientist, the clarity of a seasoned public communicator, and a set of questions most boards have never asked about why their best work tends to happen in their least controlled rooms. Key speaking topics Play as a driver of adult creativity and adaptation Trust, risk-taking and social bonding inside teams Evolutionary perspectives on organisational culture Human behaviour, complexity and change Creativity and the science of collaboration Rituals and informal structure in working life Ideal for CEOs, Chief People Officers and culture leads rethinking collaboration, creativity or psychological safety Leadership and talent development programmes that want a serious scientific frame rather than another behavioural economics keynote Innovation, R&D and design leaders examining how team environments shape creative output Organisations rebuilding rituals and informal structure after hybrid and remote disruption Audience outcomes A clear evolutionary case for why adult play, humour and informal bonding shape performance, not just morale Language for talking about trust, risk and creativity that rests on observed behaviour in social mammals A sharper read on which cultural habits accelerate adaptation and which quietly suppress it Fresh questions to ask about how teams learn, collaborate and recover under sustained pressure

Why organisations work with Jade Simmons A mainstage moment that combines a Steinway, live performance and a structured keynote, rather than a podium talk. Few speakers can carry that format credibly at scale. A classical performance pedigree that holds up under scrutiny: Sphinx Medal of Excellence, performances at the White House and the US Supreme Court, repertoire from Rachmaninoff to contemporary crossover work. Author of an Amazon bestseller, Audacious Prayers for World Changers, and host of American Public Media’s Decomposed, a podcast named to best-of lists by Time, Esquire, BBC America and IndieWire. A track record headlining for Dell, NBCUniversal, Raytheon, Pfizer, Intuit QuickBooks, Nationwide, Hershey’s and Royal Bank of Canada at sales kick-offs, leadership summits and culture events. Biography highlights Recipient of the Sphinx Organization’s Medal of Excellence, with the ceremony hosted at the US Supreme Court by Justice Sonia Sotomayor. Concert performances at the White House, Ravinia, Chicago Sinfonietta at Symphony Hall, New York’s Town Hall and the Detroit Institute of Arts. Host of Decomposed on American Public Media, recognised by Time, Esquire, BBC America and IndieWire. Author of Audacious Prayers for World Changers (Amazon bestseller, English and Spanish editions) and Purpose the Remix. CEO and founder of Jade Media Global; ran as an independent candidate for US President in 2020. Northwestern University undergraduate; Master’s as a Provost Fellow at Rice University; first runner-up at Miss America 2000. Biography Corporate audiences sit through more keynotes in a year than most of them care to count. The hardest brief a programme committee inherits is the opening or closing slot at a large convening, where the room needs to lift, not settle. A piano on stage and a performer who can also hold a leadership argument is one of the few formats that reliably moves a thousand people from neutral attention to engagement. Simmons built that format from the classical concert hall. She holds the Sphinx Organization’s Medal of Excellence, awarded in a ceremony at the US Supreme Court hosted by Justice Sonia Sotomayor. Her concert resume includes the White House, Ravinia, the Chicago Sinfonietta at Symphony Hall and New York’s Town Hall. She trained at Northwestern and Rice, where she held a Provost Fellowship. The keynote work extends the performance into a structured message about purpose, reinvention and what she calls “Maverick Behavior.” She has headlined for Dell, NBCUniversal, Raytheon, Pfizer, Intuit QuickBooks, Nationwide, Hershey’s and Royal Bank of Canada. Her book Audacious Prayers for World Changers is an Amazon bestseller in English and Spanish, and her American Public Media podcast Decomposed has been named to best-of lists by Time, Esquire, BBC America and IndieWire. She also runs Jade Media Global, the company that produces her live experiences and content. Buyers commission her when the brief is to make a single moment in a long agenda the one people remember. Key speaking topics Purpose and reinvention Leadership and self-leadership Creativity and personal innovation Performance and mainstage entertainment Diversity and inclusion as a culture lever Personal branding and creative identity Resilience and breakthrough Ideal for CEO town halls, sales kick-offs and annual leadership conferences that need a mainstage opener or closer Chief People Officers and culture leads programming purpose, inclusion or engagement events Awards nights, customer summits and recognition events where the room needs to feel something specific Industries booking marquee music-led keynotes (financial services, pharma, tech, professional services) Audience outcomes A shared mainstage moment the room references for the rest of the agenda A direct, personal message on purpose, reinvention and creative courage A live concert performance that sits inside, not alongside, the keynote argument Practical language for leaders to talk about reinvention with their own teams

Why organisations work with Jake Mazulewicz He has run the work, not just studied it. As HPI Lead for a 3,500-person business unit at Dominion Virginia Power, he applied the same frameworks he now teaches to lineworkers, system operators, and executives. His Near Miss Library generated more than 150 voluntary reports inside one utility, the kind of disclosure rate most safety programmes never achieve, and it carries endorsements from both executives and union leadership. His Scan & Focus model and Four Levels of Decision Making are tools field foremen and substation crews actually use, not concepts that work only in a classroom. He speaks the language of pilots, paratroopers, firefighters, and lineworkers because he has worked alongside them. Audiences in technical industries treat him as one of their own, which is rare for a keynote speaker on safety. His book, Seven Practical Steps, gives senior leaders a defensible operating playbook for human reliability that can be cited inside the business after the keynote ends. Biography highlights Ph.D. in Education, University of Virginia Former Human Performance Improvement Lead, Dominion Virginia Power, 3,500+ person business unit Founder and Director, JMA Human Reliability Strategies Author of Seven Practical Steps and the HOP Handbook for Leaders, the latter with 7,000+ hardcopies sold Published in The Sentinel, the magazine of the International Institute of Risk & Safety Management (IIRSM) 250+ client teams across energy, manufacturing, healthcare, and government; named clients include the US Department of Energy, Fermilab, NERC, Chevron, BNSF Railway, and Princeton Plasma Physics Lab Biography The instinct in most safety cultures is to chase zero. Zero incidents, zero errors, zero near misses. The most reliable industries figured out long ago that this target produces the opposite of safety. It produces silence. People stop reporting what they see, the organisation stops learning, and the next failure looks exactly like the last one. Jake Mazulewicz has worked inside that contradiction for his whole career, including a decade in the safety function of a Fortune 500 electric utility. As Human Performance Improvement Lead for a 3,500-person business unit at Dominion Virginia Power, he led the work of analysing more than 300 incidents, ran root cause analyses on transmission-level switching errors, and built a Near Miss Library that drew more than 150 voluntary reports from a workforce that had every reason not to volunteer them. His Ph.D. in Education from the University of Virginia underpins the teaching method, but the credibility is operational. Lineworkers, system operators, and executives all recognised the same person in the room. In 2015 he founded JMA Human Reliability Strategies and has since worked with more than 250 teams across utilities, manufacturing, energy, healthcare, and government. Named clients include the US Department of Energy, Fermilab, NERC, Chevron, BNSF Railway, Princeton Plasma Physics Lab, and Energy Safety Canada. Audiences have logged more than 4,700 reviews across 125 engagements since 2023. Two books codify the method. The HOP Handbook for Leaders has sold over 7,000 hardcopies, and Seven Practical Steps sets out a learning-based posture, psychological safety as a working condition rather than a slogan, and After Action Reviews treated as a craft. His six-step event review approach was published in The Sentinel, the magazine of the International Institute of Risk and Safety Management, in April 2025. What separates him from other safety speakers is biography. He has served as a firefighter, an emergency medical technician, a wilderness search and rescue field team leader, and a military paratrooper. When he tells a technical audience that errors are signals, not character flaws, the room hears it from someone who has had to act on that belief in conditions where being wrong has consequences. Key speaking topics Human and Organizational Performance (HOP) High-reliability team practice in high-hazard industries Psychological safety in technical teams After Action Reviews and event learning Situational awareness and decision-making under pressure Safety culture and human error reduction Just culture and incident investigation Ideal for CEOs, COOs, and operations leaders in utilities, energy, manufacturing, and other high-hazard sectors Heads of HSE, safety directors, and chief safety officers responsible for organisational reliability HR and people leaders responsible for psychological safety and frontline team culture Field operations leadership: plant managers, station managers, fleet leaders, frontline supervisors Audience outcomes A working definition of psychological safety that survives contact with a unionised, technical workforce The Scan & Focus model as a usable situational awareness tool, applied to their own operating context A practical method for running After Action Reviews that produce learning rather than blame The Four Levels of Decision Making framework, mapped from novice to expert in their environment A reframing of error as a system signal, with the operating implications for how leaders respond to incidents

Why organisations work with James Peach Twenty years of senior in-house brand work at Innocent, Coca-Cola, Uber and Vinted, including running a 120-person team across 18 countries through Vinted’s first profit milestone. He speaks from the operator’s seat, not the consultant’s chair. The Growth Project, his own framework, replaces the generic growth-mindset language most leadership programmes default to with a behavioural model built around how teams actually break and recover. A solo unsupported world cycle of 41,000km across 38 countries gives him a working laboratory for sustained performance under pressure that most performance speakers do not have. The expedition material is evidence, not metaphor. Active ambassadorship for CALM and visible mental health advocacy mean he can speak honestly about burnout and recovery without slipping into the wellness-industry register that senior audiences reject. Equally credible on brand and marketing strategy when the brief calls for it, drawing on direct accountability for some of the most-watched consumer brands of the last two decades. Biography highlights Former Global Brand Director, Vinted, leading a team of 120 across 18 countries during the platform’s path to first profit Former Head of Brand & Campaigns UKI, Uber, and former UK Senior Brand Manager, Innocent Drinks Career experience also includes Coca-Cola, alongside founder mentoring from seed to scale-up Founder of The Growth Project, a proprietary framework on resilience, performance and team growth Fellow of the Royal Geographical Society; Ambassador for CALM, the Campaign Against Living Miserably Cycled 41,000km solo and unsupported around the world over two years, across 38 countries; completed the UK’s first full-country triathlon spanning its length, width and height Biography Most senior teams are not short of strategy. They are short of the human bandwidth to execute it after three years of restructure, cost programmes and AI-driven redesign. Resilience, in that context, is not a wellness benefit. It is whether your leadership bench can still make sharp decisions on a Friday afternoon in month thirty of permanent change. That is the working problem James Peach addresses. Twenty years inside Innocent, Coca-Cola, Uber and Vinted, including a Global Brand Director role at Vinted leading 120 people across 18 countries through the platform’s first profit milestone, gave him a direct view of how brand-led businesses hold together when growth flattens and pressure builds. The Growth Project, his own framework, sits on that experience. The expedition record is the second source. Two years cycling 41,000km solo and unsupported across 38 countries, hikes across South and Central America and Scandinavia, and the first full-length, full-width, full-height triathlon of the United Kingdom are not anecdotes in his talks. They are case material on sustained performance, recovery cycles, and decision quality when conditions degrade. His Royal Geographical Society fellowship sits behind that work. The third strand is his ambassadorship for CALM, the Campaign Against Living Miserably. It lets him speak about burnout, recovery and mental health in operator language, with the credibility of someone who has done the corporate hours and the physical extremes, and stayed honest about both. Key speaking topics Resilience and performance under sustained pressure Team and culture leadership through change Brand-led business growth and reinvention Mental health, burnout and recovery in senior leadership Lessons from extreme endurance applied to commercial teams High-performance team behaviours Building cultures that compound growth Ideal for CHROs, transformation leads and senior HR teams running multi-year change programmes CMOs and brand leaders rebuilding marketing functions for relevance and growth Executive teams entering a profitability or efficiency phase after a long growth cycle Leadership offsites and senior all-hands focused on team performance and wellbeing Audience outcomes A working definition of resilience that holds up in operating reviews, not only in HR comms A concrete read on what changes inside a high-performing team when pressure becomes constant Specific behaviours leaders can name and reinforce to stop quiet attrition and burnout in senior layers Honest language for talking about mental health with senior people without defaulting to wellness cliches A renewed argument for why brand and culture are operating assets, drawn from inside Innocent, Uber and Vinted

Why organisations work with Jamie Theakston Heart Breakfast reaches a daily UK audience in the millions, which means an internal audience recognises him on sight and an external audience trusts the room he is in. He has hosted live network television in formats that test pacing and composure: Live & Kicking on BBC1, Top of the Pops, The Games on Channel 4. Long-form live experience translates directly to long awards evenings. His on-air partnership with Amanda Holden on the UK’s biggest commercial breakfast show is built on interview craft, which carries into panel moderation and senior interview slots on conference stages. He works comfortably across formats: awards host, conference MC, after-dinner host, panel moderator, all from the same booking. Biography highlights Co-host of Heart Breakfast, Heart Radio’s national UK breakfast show, with Amanda Holden. Co-presenter, with Zoe Ball, of Live & Kicking on BBC1, 1996 to 1998. The show won a BAFTA. Host of Top of the Pops, BBC1, 1998 to 2003. Narrator of Traffic Cops, on BBC and Channel 5 since 2003. Co-host, with Alexander Armstrong, of a wine podcast. Trained at the National Youth Theatre from age 13. Biography National breakfast radio is the hardest live shift in British media. Three hours, every weekday, with no script that survives contact with breaking news, traffic, listener calls or a co-host on a tangent. Jamie Theakston has held one of those chairs since 2005, currently alongside Amanda Holden on Heart Breakfast, the UK’s largest commercial breakfast show. Before Heart, he co-presented Live & Kicking on BBC1 with Zoe Ball from 1996 to 1998, the BAFTA-winning Saturday morning show that pulled twice the audience of any rival in its slot. He hosted Top of the Pops through its final mainstream era between 1998 and 2003, interviewing every major artist that passed through it. He has narrated Traffic Cops on BBC and Channel 5 since 2003. That mileage is the product organisations book. Awards evenings, internal conferences, customer events, after-dinner formats: the work that goes wrong when the host cannot read a room, cannot recover when an autocue fails, cannot move from a comedy bit to a moment of genuine recognition without breaking tone. Theakston has done that work on live national television and live national radio for nearly three decades. He hosts as a known quantity. The audience knows the voice and the face. The executive team gets a host who has covered everything from royal memorial broadcasts to chart shows and treats both with the same level of preparation. Key speaking topics Awards hosting Conference and event MC Panel moderation Senior leader interviews on stage After-dinner hosting Ideal for Internal awards and recognition evenings Annual customer and partner conferences Sales kick-offs and all-hands events Charity galas and fundraising dinners Audience outcomes A live event that runs to time, holds energy through the long middle section, and lands its key recognition moments cleanly. Senior leader interviews and panels that produce usable answers rather than rehearsed talking points. A familiar broadcast voice on stage that warms the room before the substantive content begins.

Why organisations work with Jamil Qureshi Six individuals to world number one, five Ryder Cup captains advised, 22 golfers ranked inside the world top 50. The track record in elite sport is operationally specific, not rhetorical. He has designed and embedded long-running change programmes at scale: Lloyds Banking Group’s ‘Journey to World Class’, the Post Office’s separation from Royal Mail, and Marks & Spencer. He has run transformation inside organisations, not only spoken about it. He translates the psychology of sustained pressure from environments where the cost of failure is public and immediate (Premier League, Ryder Cup) into boardrooms where it usually is not. One of a small number of external psychologists invited to study astronauts on the 2008 NASA Space Programme. The framework has been pressure-tested in domains most speakers can only describe. Biography highlights First-ever official psychologist appointed to the European Ryder Cup team by captain Ian Woosnam in 2006; has since worked with five Ryder Cup captains. Has worked with 22 golfers ranked inside the world top 50, with Premier League players from Liverpool, Manchester United, Manchester City and Chelsea, with Formula 1 drivers David Coulthard and Eddie Irvine, and with members of the 2009 England Ashes-winning cricket team. Designed and delivered board-level leadership and change programmes for Coca-Cola, Hewlett Packard, Emirates Airlines, Cisco, GSK, and Lloyds Banking Group. Author of The Mind Coach, published by Penguin, on the psychological foundations of personal and professional performance. One of a small number of external psychologists invited to study astronauts on the 2008 NASA Space Programme. Listed by GQ Magazine among the most influential figures in British sport (2009); named in The Daily Mirror’s top 100 coaches in the world (2023). Biography At the 2006 Ryder Cup at the K Club, Europe beat the United States by a record-equalling margin. Captain Ian Woosnam had done something no Ryder Cup captain had done before: he appointed an official psychologist to the team. That psychologist was Jamil Qureshi. Sport had been treating mindset as decisive for years. Most boards still treat it as a soft skill, even as senior leaders increasingly face the conditions of elite athletes: sustained scrutiny and very narrow margins for error. Qureshi has spent two decades closing that gap. He has helped six individuals reach world number one in their sport, advised five Ryder Cup captains, and worked with 22 golfers ranked inside the world top 50. Premier League players at Liverpool, Manchester United, Manchester City and Chelsea sit on the same client list as Coca-Cola, Hewlett Packard, Emirates Airlines, Cisco, GSK and Lloyds Banking Group. In business, the work goes well beyond keynotes. Qureshi designed and embedded leadership and change programmes for Lloyds Banking Group’s ‘Journey to World Class’, the Post Office’s cultural separation from Royal Mail, and Marks & Spencer. Through Covid he ran extensive work with global leadership teams at SAS, GSK, Janssen, NHS England and Protiviti as they reset around remote and hybrid leadership. His book, The Mind Coach, published by Penguin, sets out the psychological foundations he applies in both worlds. Skill gets people to the top. What keeps them there, and what determines whether the team around them performs when it matters, is something organisations rarely build deliberately. That is what Qureshi is asked in to do. Key speaking topics Performance psychology in business High-performing teams Leadership under sustained pressure Mindset and behavioural change Cultural change and transformation Translating elite sport into business performance Hybrid and remote leadership Ideal for Boards and CEO leadership teams setting expectations for performance under sustained pressure Sales and commercial leadership teams where individual mindset shapes pipeline outcomes HR and L&D directors building leadership programmes that need psychological substance, not theory Senior leadership conferences where elite-sport credibility opens the room Audience outcomes Specific behaviours for performing under sustained pressure, drawn from how elite athletes actually train A sharper view of where individual mindset constrains team output, and what to do about it Language for leaders to talk about psychology without it sounding soft A more honest read on the gap between intent and execution in their own teams

Why organisations work with Jane Garvey Thirteen years anchoring Woman’s Hour gives her a working command of the gender, workplace and culture agenda that few corporate chairs can match. She launched BBC Radio 5 Live on air in 1994 and has been live every week since, on Radio 4, Radio 5 Live and now Times Radio. The composure transfers directly to a corporate stage. Four Sony Gold Awards for the Radio 5 Live Drive programme, including the 2002 News Broadcaster Gold Medal, give her a verifiable editorial standing rather than a borrowed celebrity profile. The Off Air podcast with Fi Glover has passed 10 million listens, demonstrating a current, active audience and a register that lands with professional listeners, not only consumer ones. She runs a room. After-dinner, on-stage interviews, panel chairs and awards hosting are her core commercial product, not an extension of a keynote practice. Biography highlights First voice on air at the launch of BBC Radio 5 Live, 28 March 1994. Presented BBC Radio 4’s Woman’s Hour for thirteen years, October 2007 to December 2020. Four Sony Gold Awards on the Radio 5 Live Drive show with Peter Allen, including the 2002 News Broadcaster Gold Medal. Co-host of the Times Radio afternoon show and the Off Air podcast, which has passed 10 million listens. Co-author with Fi Glover of Did I Say That Out Loud? Notes on the Chuff of Life, Trapeze, 2021. Honorary doctorate, University of Birmingham, 2019. Biography Radio 5 Live went on air at five in the morning on 28 March 1994. The first voice listeners heard was Jane Garvey’s. Three decades later she is still doing live broadcast every week, now on Times Radio, having moved through Radio 4’s Woman’s Hour, the BBC’s Fortunately podcast and a string of news and documentary projects on the way. Live broadcasting at that level is, in practice, the same skill organisations now ask of senior chairs. You are listening to three things at once. You are deciding which line to follow. You are protecting the listener’s interest against the speaker’s habits. Garvey has been doing that without a script for thirty years, on subjects ranging from a chancellor’s spending review to a Supreme Court nomination to the gender pay gap inside the BBC itself. The editorial register comes from Woman’s Hour. Across thirteen years she interviewed politicians, executives, authors and ordinary contributors on the working lives of women, the policy that shapes them and the leaders who set the tone. That work earned a Sony News Broadcaster Gold Medal in 2002 for the Radio 5 Live Drive programme, three further Sony Golds with Peter Allen, and an honorary doctorate from the University of Birmingham in 2019. The current evidence sits in Off Air, the podcast she co-hosts with Fi Glover for The Times. It has passed 10 million listens. The pair were nominated for Best Speech Presenter at the 2024 ARIAS. For corporate buyers, that is the most useful proof point. The audience is live, the register is professional, and the craft has not slipped. Key speaking topics Panel chairing and on-stage interviewing Awards hosting and after-dinner presentation Women at work and the gender agenda Workplace culture and generational change Media, journalism and public conversation Leadership conversations on inclusion Ideal for CEOs, CHROs and communications leads who need a chair for a senior internal or client-facing event Conference and awards organisers booking a host who can hold a serious room Boards and leadership teams running gender, workplace or culture conversations that need a credible moderator Audience outcomes A live conversation that moves, with executives drawn out rather than allowed to drift A clearer view of the gender and workplace agenda from someone who has covered it as a working journalist for two decades An event that finishes on time, with the headline points captured A room that leaves with something specific to repeat, not a generic recap

Why organisations work with Janey Lee Grace She brings a national-broadcast voice to a workplace wellbeing topic most internal teams avoid raising: how alcohol shows up in meetings, client entertainment, conferences and team rituals. Her coaching method is built around grey area drinkers, the majority of working adults who are not clinically dependent but whose drinking quietly affects sleep, mood, decision-making and presenteeism. The Sober Club gives her a live evidence base of what actually shifts behaviour at scale, drawn from a community of members and an accredited coach training programme, not theory alone. She is credible to a senior audience: 25+ years on BBC Radio 2’s Steve Wright in the Afternoon, a TEDx talk on sobriety, and the Amazon No. 1 bestseller Imperfectly Natural Woman. She speaks about alcohol culture without moralising, which is the practical reason internal sponsors trust her in front of mixed audiences. Biography highlights Co-presenter for more than two decades on BBC Radio 2’s Steve Wright in the Afternoon Founder of The Sober Club, an online community and coaching business focused on alcohol-free living Host of the Alcohol Free Life podcast, 450+ episodes, ranked by the publisher in the top 5% globally TEDx speaker, Sobriety Rocks: Who Knew!, TEDxNorwichED, 2019 Author of Happy Healthy Sober, the Amazon No. 1 bestseller Imperfectly Natural Woman, and the memoir From Wham to Woo Founder of the Janey Loves Platinum Awards, an annual awards programme for the natural and wellbeing sector, in its tenth year Biography Most workplaces are quietly built around alcohol. It anchors networking events, end-of-quarter celebrations, client dinners and the social glue between teams. Wellbeing programmes rarely touch it, because the topic feels personal and the social cost of raising it feels too high. That gap is the territory Janey Lee Grace works in. Her route into the subject is unusually credible. She spent more than two decades as a co-presenter on BBC Radio 2’s Steve Wright in the Afternoon, one of the most listened-to shows in the UK, and built a parallel career as an author of bestselling books on natural health, including the Amazon No. 1 Imperfectly Natural Woman. In January 2018 she stopped drinking. The Sober Club, the coaching practice, the Alcohol Free Life podcast and the TEDx talk Sobriety Rocks: Who Knew! followed. What she offers organisations is not a personal story dressed up as a talk. It is a practical argument grounded in the concept of grey area drinking, the working population who are not dependent but whose drinking shapes how they sleep, recover, present and decide. She is a qualified Grey Area Drinking Coach, an NLP Practitioner and an EFT practitioner, and she trains other coaches through an accredited programme. The Sober Club gives her a continuous read on what shifts behaviour for working adults outside a clinical setting. The point for a senior audience is not abstinence. It is to make alcohol a legible part of a wellbeing strategy: visible in policy, visible in event design, visible in how leaders model the social contract of work. That is a conversation most organisations have not had, and she is one of the few public figures equipped to start it without the room going defensive. Key speaking topics Workplace alcohol culture and wellbeing strategy Grey area drinking and performance at work Sobriety, sober-curious living and behaviour change Mental health and the social contract of work Natural health and holistic wellbeing Personal reinvention and second-act careers Ideal for HR, wellbeing and culture leads designing post-pandemic wellbeing programmes DEI and employee resource group sponsors looking at inclusion of non-drinkers and recovering drinkers Internal communications and events teams rethinking the role of alcohol at company events Professional services and finance leaders where client entertainment culture is a live issue Audience outcomes A language for discussing alcohol at work that does not moralise or alienate drinkers The grey area drinking framework as a way to think about wellbeing risk in the working population Specific prompts for redesigning company events, client entertainment and team rituals A clearer view of how alcohol intersects with sleep, mood, presenteeism and decision quality Permission, for leaders who want it, to model a different default

Why organisations work with Janine Hamner Holman She translates neuroscience into HR-grade interventions, drawing on more than a decade studying brain science alongside a SHRM-CP and SHRM Inclusive Cultures certification, which gives operational HR teams a usable language rather than a TED-style abstraction. Her Mind The Gap: A Thought Leader’s Guide to 21st Century Conscious Leadership gives buyers a defined thesis on the distance between stated values and observed leadership behaviour, useful for boards trying to diagnose culture programmes that stall. She speaks credibly to both nonprofit and Fortune 200 contexts, having spent twenty years in nonprofit leadership followed by close to a decade inside a Fortune 200, which makes her unusual in audiences that mix public-sector, mission-driven, and corporate buyers. Her Cost of Not Paying Attention podcast and signature talk on civility give her a sustained body of public material on workplace incivility as a P&L line, not as a tone-of-voice issue. Biography highlights CEO, J&J Consulting Group; 30+ years as executive and consultant. Author, Mind The Gap: A Thought Leader’s Guide to 21st Century Conscious Leadership; contributing author, On The Shoulders of Mighty Women. Host, The Cost of Not Paying Attention podcast. Named a USA Today Keynote Speaker to Watch in 2024 and LA Weekly Top 10 Trailblazing Entrepreneur in 2023. Winner of the CXO 2.0 Leadership Award. Certified in the Psychology of Leadership (Cornell); SHRM-CP and SHRM Inclusive Cultures certified; Certified Practitioner in Emotional Intelligence. Biography Workplace culture is now a measurable variable on the P&L. Engagement, attrition, and incivility numbers move customer outcomes, and senior leaders increasingly want interventions that change behaviour, not posters. The cost of getting it wrong has stopped being soft. J&J Consulting Group, the firm Janine Hamner Holman leads as CEO, sits in that gap. Her professional history runs across twenty years of nonprofit leadership and almost a decade inside a Fortune 200, with close work alongside the public sector. That mix lets her talk to mission-driven and commercial audiences without flattening either. The intellectual spine of the work is applied neurobiology. More than a decade studying brain science, plus a Cornell certification in the Psychology of Leadership, sits underneath her practice on psychological safety, belonging, and conscious leadership. Her book Mind The Gap sets out the thesis: the distance between stated leadership values and observed leadership behaviour is where culture programmes fail. Public recognition tracks the same content. USA Today named her a Keynote Speaker to Watch in 2024, LA Weekly placed her in its 2023 Top 10 Trailblazing Entrepreneurs, and she won the CXO 2.0 Leadership Award at the CXO2 Conference in Las Vegas. Her podcast, The Cost of Not Paying Attention, gives buyers a sustained sense of the argument before they book the room. Key speaking topics Conscious leadership Organisational culture change Diversity, equity, inclusion and belonging Psychological safety at work Employee engagement and retention Workplace incivility and its commercial cost Change management and neurobiology Emotional intelligence Ideal for CHROs and Heads of People wrestling with engagement, attrition, and DEIB delivery Executive teams running culture transformation programmes that have stalled at policy level Boards and CEOs treating culture as a commercial variable rather than a values statement Nonprofit and mission-driven leadership teams managing growth and professionalisation Audience outcomes A working definition of psychological safety that HR and line managers can operationalise A practical view of how incivility shows up on the P&L through retention, customer experience, and productivity A neuroscience-grounded model for why change resistance is predictable, and what to do about it A clearer separation between DEIB as compliance theatre and DEIB as belonging that affects performance A diagnostic for the gap between stated leadership values and observed leadership behaviour

Why organisations work with Jason Harris He brings a working framework, No Fail Trust, that he has applied with Cisco Systems, Caterpillar, Ford and Lockheed Martin, not a set of war stories repackaged as leadership lessons. His operational credibility is current. He still flies commercial widebody aircraft for American Airlines, so the standards he teaches are standards he is still held to. He commanded a KC-46 air refuelling squadron, which means he has run a real organisation with real accountability for safety, performance and people, not only led from the cockpit. He taught Strategy and Innovation at the US Air Force Academy, which gives the framework an academic spine that most ex-military speakers do not have. His material translates cleanly to civilian teams under restructure, hybrid working strain or post-incident recovery, where the question is whether trust will hold when conditions degrade. Biography highlights Retired US Air Force Lieutenant Colonel, nearly 30 years of service across active duty and the Air Force Reserve Command, concluding as a flying Squadron Commander. US Air Force Academy graduate, later instructor in the Academy’s Military and Strategic Studies department. 11 combat deployments, 470 combat sorties, more than 2,000 combat hours across Iraq, Afghanistan and the Horn of Africa. Co-author of “Aiming Higher: A Journey Through Military Aviation Leadership” (RTI Press, 2022), reviewed in the USAFA Journal of Character and Leadership Development. Commercial pilot with American Airlines, type-rated on the Airbus A320 family and Boeing 757, 767 and 777. Featured in Forbes and on the History Channel series “Bermuda Triangle: Into Cursed Waters”. Biography A cargo aircraft taking fire on approach is not the place to discover that a crew does not trust each other. The cost of unspoken doubt in that environment is measurable in seconds and lives. Jason Harris flew 470 combat sorties in environments where that calculation was not theoretical. That operating context shaped a leadership method, not a memoir. The No Fail Trust framework codifies what high-functioning aircrews actually do: the habits of disclosure, calibration and accountability that hold a team together when conditions degrade. He has carried it into Cisco Systems, Caterpillar, Ford and Lockheed Martin, where the trust problem looks different on the surface but obeys the same logic underneath. Harris also brings the structural side. He taught Strategy and Innovation at the US Air Force Academy and commanded a KC-46 air refuelling squadron, which means he has been responsible for organisational design, safety culture and people decisions, not only flight operations. His co-authored book “Aiming Higher” (RTI Press, 2022) was reviewed in the Academy’s Journal of Character and Leadership Development, which is rare for a bureau speaker working in this lane. He still flies. As an American Airlines pilot type-rated across the Airbus A320 family and the Boeing 757, 767 and 777, the standards he asks corporate teams to consider are standards he is still operating under in the next week’s flight schedule. Key speaking topics Trust as an operational capability Leadership under high-consequence pressure Team performance in distributed and hybrid environments Psychological safety and crew resource management Decision-making under uncertainty Culture in safety-critical organisations Leading after restructure or incident Ideal for Boards and executive teams confronting a trust gap after restructure, leadership change or a public incident CHROs and culture leads designing for safety-critical or distributed teams Operational leadership cohorts in regulated sectors: aviation, energy, defence, logistics, financial services Sales kick-offs and leadership summits where the brief calls for credibility under pressure rather than motivational lift Audience outcomes A working definition of trust that can be observed, measured and rebuilt, rather than asserted A method for surfacing unspoken doubt inside senior teams before it becomes an operational cost A clearer view of how psychological safety, accountability and decision speed reinforce each other under pressure Specific behavioural habits drawn from aircrew practice that translate to civilian operating environments A sharper read on what leadership presence looks like when conditions are not stable

Why organisations work with Jason Lauritsen He turns the manager-employee relationship into a working model, not a slogan, through The Check-In Method, a named and published approach leaders can install the week after the keynote. His research seat at Quantum Workplace gave him visibility across thousands of employers and millions of engagement responses, which grounds every claim in pattern data rather than anecdote. His book Unlocking High Performance reframes performance management as a relationship discipline, endorsed by Daniel H. Pink, and is used by HR leaders as a practical redesign guide. He speaks fluently to both the CHRO and the frontline manager, which is rare. The same session lands with executives rethinking policy and with line leaders rethinking their next one-to-one. He brings the credibility of an operator who has run the system from both sides: corporate HR leadership where he helped double revenue per employee and halve turnover, and now CEO of Connected Performance Group, advising executive teams on the same problem at the source. Biography highlights CEO of Connected Performance Group, advising CEOs and executive teams on the performance systems that turn strategy into execution. Creator of the Connected Performance System, a framework for leadership clarity, alignment, and performance enablement, with original research presented at Workhuman Live Orlando 2026. Author of Unlocking High Performance (Kogan Page, 2018), a performance-management redesign endorsed by Daniel H. Pink. Co-author with Joe Gerstandt of Social Gravity: Harnessing the Natural Laws of Relationships. As a corporate executive, helped double revenue per employee while cutting employee turnover in half. Former Director of Best Places to Work at Quantum Workplace, leading research across thousands of participating organisations. Biography Engagement has been one of the most measured aspects of corporate life for two decades, and it has barely moved. The data is rich, the pulse surveys run quarterly, and most managers still cannot describe what actually changes a disengaged employee’s trajectory. That gap between measurement and behaviour is the terrain Jason Lauritsen works in. Earlier in his career, as a corporate executive, he helped double revenue per employee while cutting turnover in half. He then led the research team for the Best Places to Work programme at Quantum Workplace, which gave him a cross-sectional view of engagement data across thousands of employers. The conclusion he draws from both sides is direct: employees do not experience work as a contract or a process, they experience it as a relationship, and they leave when the relationship fails. That thesis runs through two books. Unlocking High Performance (Kogan Page, 2018) argues that performance management collapses when it is built as a compliance process and works when it is built around conversation. Social Gravity, co-authored with Joe Gerstandt, maps the laws that govern how workplace relationships actually form. The Check-In Method, the framework he is best known for, translates the relationship argument into the specific moments managers can do differently on a Monday morning. As CEO of Connected Performance Group, his current work goes one layer up. The Connected Performance System treats connection as the operating mechanism through which strategy turns into execution, and locates the leadership, cultural, and operational conditions that strengthen or erode it. Cited across Forbes, Fast Company, HR Executive, Talent Management, and SHRM, his sessions give CHROs and executive teams a named system to install, not just an argument to agree with. Key speaking topics Employee engagement Connection as a performance driver Performance management redesign The manager-employee relationship Employee experience Talent retention Workplace culture Ideal for CHROs and VPs of People rethinking engagement or performance strategy HR and people-team leaders preparing a manager-effectiveness programme Executive teams whose engagement scores have plateaued and whose attrition is climbing Line manager audiences at leadership summits, where the goal is behaviour change, not theory Audience outcomes A clear model for treating the manager-employee bond as a relationship, with the specific manager behaviours that sustain it. The Check-In Method as an installable practice, including the questions managers can use in their next one-to-one. A diagnosis for why performance management processes fail, and what to redesign rather than patch. A sharper read of engagement data, so leaders stop optimising scores and start changing the experience behind them. Language HR and line leaders can share, which closes the gap between policy intent and what employees actually feel.