Artificial Intelligence & Generative AI

Why organisations work with Steven van Belleghem His Diamond in the Rough framework addresses a specific, documented paradox: Bain research shows 80% of CEOs consider their company customer-centric; only 8% of customers agree. Van Belleghem gives executive teams a precise diagnosis for this failure and a structured path out of it, not a motivation to try harder. His six books spanning the shift from social commerce (The Conversation Manager) through AI’s impact on customer relationships (Customers the Day After Tomorrow) to the execution problem (A Diamond in the Rough) mean audiences arrive with context. The keynote becomes a working session rather than a first exposure. His investor position in Hello Customer, an AI-driven customer experience platform, means his claims about AI and CX come from operational skin in the game, not conference-circuit commentary. He makes AI relevant to commercial and marketing leaders without requiring a technology background, situating AI investment specifically in terms of what it does to customer expectations and competitive differentiation. His thinking has been tested in front of organisations where customer experience is not an internal initiative but a revenue-critical priority: Disney, Mastercard, Heineken, Rabobank, Airbus and Salesforce are among his documented client base. Biography highlights Adjunct Professor of Marketing at Vlerick Business School; guest lecturer at London Business School Author of six international bestselling books on customer experience, including When Digital Becomes Human, Customers the Day After Tomorrow, The Offer You Can’t Refuse, and A Diamond in the Rough: over 150,000 copies sold in seven languages A Diamond in the Rough featured by Forbes as the #1 pick in its Top 10 must-read business books for 2024 Co-founder of Nexxworks, a global innovation and inspiration agency, and Snackbytes, a creative content agency Investor in Hello Customer (AI-driven CX platform) and iO Digital Board director of Plan International Belgium Clients include Disney, Mastercard, Heineken, Booking.com, Rabobank, Airbus, Salesforce and Google; regular keynote speaker at Oslo Business Forum Biography Research by Bain puts a number on one of the most persistent problems in commercial strategy: 80% of CEOs describe their company as customer-centric; only 8% of customers agree. Steven van Belleghem has spent twenty years studying that gap: why it exists, why it persists despite genuine investment, and what it actually takes to close it. His six books trace the problem across different phases of digital change. The Conversation Manager addressed the shift toward social and conversational commerce. When Digital Becomes Human made the case that automation, done right, creates more space for meaningful human contact, not less. Customers the Day After Tomorrow mapped how AI would reshape customer expectations before most organisations had an AI strategy to speak of. A Diamond in the Rough, recommended by Forbes as the #1 business book of 2024, takes the execution problem head-on: over 100 concrete actions for organisations that have the ambition but are stuck at the intention stage. Van Belleghem is Adjunct Professor of Marketing at Vlerick Business School and a guest lecturer at London Business School. He co-founded Nexxworks, an inspiration agency that runs global innovation tours for executive teams, and is an active investor in Hello Customer, an AI-driven customer experience platform. These are not decorative credentials, they place his arguments in direct contact with the operational realities he describes. His work is directly relevant to organisations facing a specific commercial pressure: AI is accelerating the baseline of what customers expect, and the companies that win on experience do so through culture and execution discipline, not technology spend alone. That argument has been made in front of audiences at Oslo Business Forum and tested with client organisations including Disney, Mastercard, Heineken, Rabobank, Airbus and Salesforce. Key speaking topics Customer experience strategy and execution Customer-centric culture and organisational behaviour AI and the future of customer relationships Digital transformation and competitive baseline The gap between CX ambition and CX delivery Long-term customer value and loyalty strategy Human experience in an automated world Ideal for Chief Marketing Officers and Chief Customer Officers leading experience transformation Commercial leadership teams where customer retention and loyalty are revenue-critical Executive and board-level audiences shaping digital and AI investment strategy Organisations that have invested in CX programmes and are not seeing the returns they expected Audience outcomes A specific framework for diagnosing the gap between customer-centric intention and customer-felt reality Clearer understanding of how AI is raising the competitive baseline for customer expectations – and what that means for strategy now Concrete, actionable steps for embedding customer culture at an organisational level, beyond the leadership team A reframe of digital investment: technology as a means to better human relationships, not a substitute for them A shared language for leadership teams to discuss CX execution failure without attributing it to effort or intent

Why organisations work with Stefan Hyttfors He translates AI, climate and geopolitical signals into the specific operating choices a board actually has to make, rather than leaving leaders with a trend deck. His thesis in Yoga for Leaders connects disruptive technology to human behaviour, which gives the room a usable language for the cultural side of transformation, not just the technology side. Two-time Swedish Speaker of the Year, with more than 1,000 engagements across 40+ countries, including IKEA, Microsoft, H&M, Spotify, Deloitte and AstraZeneca. A journalist’s instinct for narrative means complex foresight content lands with senior, mixed-discipline audiences without being diluted. Nordic register, low on hype, high on argument, which suits boards that have already heard the standard Silicon Valley futurism pitch and want something sharper. Biography highlights Author of Yoga for Leaders: How to manage self-disruption in a world of self-destruction, LID Publishing, 2016. Twice named Swedish Speaker of the Year by Talarforum. TEDx speaker, including “We don’t need jobs” (TEDxArendal) and “Can we really trust human intelligence?” (TEDxStockholm). Former photo journalist at Expressen and Photo Editor-in-Chief at a Swedish daily; trained economist. Co-founder of Swedish PR agency Wenderfalck. Client roster includes IKEA, Microsoft, Klarna, Spotify, H&M, Deloitte, AstraZeneca, Gartner, Ericsson, BMW, Toyota, Unilever, Nike, Skanska and E.ON. Biography Most organisations still treat foresight as a forecasting exercise. The default question is what is going to happen, and the default output is a slide of trends. The harder question, what kind of organisation can keep deciding well when the trend lines stop being reliable, is the one Stefan Hyttfors works on with leadership teams across Europe. His thesis is that disruption is misread when it is treated as a purely technological event. In Yoga for Leaders: How to manage self-disruption in a world of self-destruction, published by LID in 2016, he sets technology alongside human behaviour and argues that the binding constraint on adaptation is rarely the tool, it is the mind of the leader using it. That argument has carried into his current work on AI, climate, and geopolitical instability, where he frames the leadership task as composure under accelerating change rather than mastery of any single trend. The credibility sits on volume and range. More than a thousand keynotes across forty-plus countries, twice named Swedish Speaker of the Year by Talarforum, TEDx talks at Arendal and Stockholm, and a client list that runs from IKEA, H&M and Spotify to Microsoft, Deloitte and AstraZeneca. His training as a journalist and economist shows in how the material is built: trend data on one side, behavioural and cultural argument on the other, no filler in between. What buyers tend to single out is the tone. Hyttfors is sceptical of futurism that sells inevitability, and equally sceptical of leadership content that ignores the technology shift underneath. The talk lands as a working brief for the next twelve months, not a prediction about 2035. Key speaking topics Strategic foresight under accelerating change Artificial intelligence and the future of work Digital transformation and behavioural change Leadership in unstable conditions Sustainability and climate as strategic variables Disruptive technology and business model change Trust as a commercial differentiator Ideal for Board and ExCo offsites setting direction under AI, climate and geopolitical uncertainty CHRO and CPO audiences re-scoping workforce strategy around AI capability CSO and strategy leadership teams refreshing planning assumptions for the next cycle Industry conferences in financial services, technology, industrials and consumer where future-of-business framing anchors the programme Audience outcomes A working language for distinguishing signal from noise across AI, climate and geopolitical shifts A clearer view of where their own organisation is over-indexed on predictability and under-indexed on adaptive capacity A behavioural read on why transformation programmes stall, beyond the usual technology or governance explanations Specific prompts for the conversations the leadership team should be having internally in the next two quarters

Why organisations work with Simon Johnson The Nobel Prize-cited research demonstrates, with causal rigour, that institutions shape economic outcomes more decisively than market forces alone, giving boards a framework for evaluating political and regulatory risk that goes beyond scenario planning or macro-forecasting Power and Progress argues that AI and major technologies historically concentrate gains in the hands of those who direct their development, not those who use them – a counter-argument to standard innovation optimism that risk committees and executive teams are increasingly required to engage with His time as IMF Chief Economist during the 2007–08 financial crisis positions his analysis of systemic risk as empirical rather than theoretical: he was inside the global institutional response as it happened Named a UK Government AI Ambassador in December 2025, Johnson is an active participant in policy formation on AI and productivity – organisations engaging him access thinking that is shaping government strategy in real time, not retrospectively His analytical method – using historical variation in colonial institutions as a natural experiment – gives him an unusually precise way of explaining why structural constraints persist, cutting through ideological framing on both left and right Biography highlights 2024 Nobel Prize in Economic Sciences, shared with Daron Acemoglu and James A. Robinson, “for studies of how institutions are formed and affect prosperity” – Royal Swedish Academy of Sciences Ronald A. Kurtz (1954) Professor of Entrepreneurship, MIT Sloan School of Management; head of the Global Economics and Management group Chief Economist (Economic Counsellor) and Director of Research, International Monetary Fund, 2007–08 Co-author of Power and Progress: Our Thousand-Year Struggle over Technology and Prosperity (2023, with Acemoglu); 13 Bankers (2010); Jump-Starting America (2019) Named UK Government AI Ambassador, December 2025 Research Associate, National Bureau of Economic Research; Fellow, Centre for Economic Policy Research; board of directors, Fannie Mae Project Syndicate contributor since 2007; undergraduate PPE, Corpus Christi College, Oxford; PhD Economics, MIT Biography The question of why some economies generate broad prosperity while others stagnate – despite access to similar technologies and capital – occupied Simon Johnson, Daron Acemoglu, and James Robinson for more than two decades. Their answer: institutions. The political and economic rules that determine who can participate in growth are not neutral infrastructure – they are the primary driver of long-term economic outcomes. That conclusion, now validated by the 2024 Nobel Prize in Economic Sciences, has a direct implication for how senior leaders should read structural risk. Johnson’s position as IMF Chief Economist during the 2007–08 global financial crisis adds a dimension that academic credentials alone cannot. He was at the centre of the institutional response to a systemic collapse in real time. 13 Bankers, written in its aftermath, argued that the US financial sector’s political capture had created the conditions for catastrophic failure – a thesis that has since shaped how regulators, boards, and risk professionals think about the relationship between financial power and institutional design. His most recent major work, Power and Progress (co-authored with Acemoglu), extends the institutions framework to technology. The central argument is that technological progress – from the printing press to AI – does not automatically distribute its gains. Who benefits depends on who holds the power to direct how a technology is built and deployed. For organisations navigating AI investment decisions, that argument reframes the question: not “what will AI do?” but “who will AI benefit, and why?” Since December 2025 Johnson has served as a UK Government AI Ambassador, working on initiatives to direct AI development towards productivity gains that are broadly shared. He is a Research Associate at the National Bureau of Economic Research, a Fellow of the Centre for Economic Policy Research, and contributes regularly to Project Syndicate. He holds degrees from the University of Oxford, the University of Manchester, and MIT. Key speaking topics Institutions, political economy, and long-term prosperity Systemic financial risk and banking reform AI, technology, and economic inequality Global economic governance and policy design Innovation-led growth and its distributional consequences Geopolitical risk and institutional resilience The political economy of financial crises Ideal for Board directors and executive leadership teams navigating political and regulatory risk Financial services organisations and risk committees Government, central bank, and public policy forums Chief Strategy Officers and scenario planning teams at global organisations Audience outcomes A research-grounded framework for understanding why institutions – not market dynamics alone – determine where economic value concentrates A clearer model for evaluating political and regulatory risk as a structural, not episodic, factor in long-term strategy A more critical lens on AI investment decisions, grounded in the historical pattern of how technologies distribute – or fail to distribute – their gains Direct insight into how systemic financial risk forms, drawn from IMF experience during the 2007–08 crisis Context for the current policy environment on AI and productivity, including where government thinking is heading

Why organisations work with Sebastian Thrun He has shipped autonomous AI at production scale. The Stanford team he led won the DARPA Grand Challenge in 2005, and the Google self-driving project he co-founded became Waymo. He built the playbook that boards now ask about. Google X, founded under his leadership, codified moonshot methodology for capital-intensive technology bets. He has direct experience reskilling enterprise workforces in AI, data and cloud through Udacity, including programmes for IBM, Mercedes-Benz and Google before the 2024 acquisition by Accenture. He explains AI without dumbing it down. Senior audiences leave with a working sense of what current systems can and cannot do, and where the real operational risk sits. Biography highlights Co-founder of Google X and the Google self-driving car project that became Waymo Led the Stanford Racing Team whose vehicle Stanley won the 2005 DARPA Grand Challenge; Stanley now sits in the Smithsonian National Museum of American History Co-founder and chairman of Udacity, acquired by Accenture in 2024 to power the LearnVantage reskilling platform Co-founder and former CEO of Kitty Hawk, the eVTOL “flying car” company backed by Larry Page Member of the National Academy of Engineering and the German National Academy of Sciences Leopoldina; Smithsonian American Ingenuity Award (Education, 2012) Co-author of Probabilistic Robotics (MIT Press), the standard graduate text on the mathematics behind autonomous systems Biography Stanley crossed the finish line of the 2005 DARPA Grand Challenge after 132 miles of desert, the first autonomous vehicle to do so. The Stanford Racing Team that built it was led by Sebastian Thrun, then director of the Stanford Artificial Intelligence Laboratory. Stanley now sits in the Smithsonian. The technology grew into Waymo and the modern autonomous vehicle industry. That arc, from research lab to production AI, is what makes his perspective valuable to senior teams. He gave up tenure at Stanford to become a Google Fellow, co-founded Google X, and built the moonshot model that boards now reference when they talk about long-horizon technology bets. Probabilistic Robotics, the textbook he co-authored with Wolfram Burgard and Dieter Fox, remains the standard graduate reference in the field. The second half of his career addresses the constraint that most boards now feel acutely. Talent. Udacity, which he co-founded in 2012, built the Nanodegree model with employers including IBM, Mercedes-Benz and Google, then sold to Accenture in 2024 to anchor the LearnVantage reskilling platform. He also co-founded Kitty Hawk with Larry Page to commercialise eVTOL aircraft. Audiences get something specific from him. A clear read on what current AI systems do well, where they fail, what production deployment actually requires, and how to build a workforce that can operate the technology rather than admire it. Key speaking topics Production AI and autonomous systems Moonshot methodology and long-horizon technology bets AI workforce reskilling and the talent constraint The future of mobility and self-driving vehicles AI for the board and the executive committee Online learning and the economics of education Ideal for Boards and executive committees moving from AI strategy to operating deployment CHROs and CLOs commissioning enterprise reskilling at scale Automotive, mobility and industrial leadership teams facing autonomy CTOs and chief AI officers benchmarking moonshot and R&D portfolios Audience outcomes A working mental model of where current AI systems succeed and where they fail in production A concrete view of the workforce capability required to run AI inside a large organisation A read on how moonshot bets are structured, governed and shut down inside a serious technology company A clearer sense of where autonomy is heading in mobility, logistics and adjacent sectors

Why organisations work with Scott Steinberg A method for foresight that produces decisions, not predictions. The POP FUTURE workshop format converts trend analysis into specific moves on product, talent, and customer strategy. A working library of 30 published books across futurism, innovation, change, and digital transformation, which means buyers can match a programme to a specific board agenda rather than a generic keynote. Direct advisory exposure to Fortune 500 operators and US defence leadership, including IBM, PwC, Intel, Microsoft, and the US Department of Defense, with the language and pace that environment demands. A trends franchise visible through CNBC, BBC, NPR, and Forbes, which gives senior audiences confidence that the speaker on stage is the same voice they have heard analysing the market elsewhere. Biography highlights CEO of FutureProof Strategies and of BIZDEV, the International Association for Business Development and Strategic Partnerships. Author of Make Change Work for You (Perigee/Penguin) and Think Like a Futurist, part of a published catalogue of more than 30 books. Named Master of Innovation by Fortune magazine. Contributor and on-air expert for CNBC, BBC, CNN, NPR, ABC, CBS, and Fox Business; columnist for Forbes and Reader’s Digest. Advisory and consulting work with IBM, PwC, Intel, Sony, Microsoft, MTV, ESPN, American Express, and the US Department of Defense. Creator of the POP FUTURE methodology and the What’s the Future of…? and The Future is Yours applied foresight tools. Biography Most foresight work stops at the trend chart. Boards see the slide on AI, demographics, or customer behaviour, agree it matters, then return to the operating decisions in front of them. Scott Steinberg’s work is built around closing that gap. His POP FUTURE methodology and the What’s the Future of…? workshop tools are designed to take a leadership team from “this trend is real” to “this is what we do on Monday”. That bias toward decision shows up across his published catalogue. Make Change Work for You, published by Perigee, frames future-proofing as a set of practical disciplines for individuals and teams. Think Like a Futurist extends the same logic to enterprise planning. Across more than 30 books, the through-line is the same: foresight as an operating capability, not a corporate trend report. The credentials behind that argument are unusually broad. He runs FutureProof Strategies and BIZDEV, advises IBM, PwC, Intel, Microsoft, and the US Department of Defense, and was named Master of Innovation by Fortune. CNBC, BBC, NPR, and Forbes use him as a recurring voice on technology, work, and consumer behaviour, which means his audiences arrive already familiar with how he reasons. For senior buyers, the practical value is range. Boards working on AI adoption, generational change, customer experience, or change fatigue can put him in front of any of those audiences and get the same disciplined translation from trend to decision. That is what makes him useful when the brief is wide, the audience is mixed, and the agenda is more than a single topic. Key speaking topics Strategic foresight and future-proofing Artificial intelligence and the future of business Change leadership and innovation Digital transformation Customer experience and consumer trends Generational shift and future of work Organisational culture and resilience Ideal for Board and executive committee strategy offsites setting a multi-year agenda Transformation, innovation, and digital leaders running enterprise-wide change programmes CMOs and customer experience leaders planning around generational and behavioural shift Industry events where a mixed senior audience needs a single integrating view of technology, work, and customer trends Audience outcomes A working definition of what futurism is and is not, and how to use it inside an existing planning cycle A short list of the trends most likely to reshape the audience’s industry over the next planning horizon A method for translating trend analysis into specific decisions on product, customer, and workforce Language and frames that make foresight defensible to a sceptical board or investment committee

Why organisations work with Samuel J Scott He argues the brand-versus-performance trade-off in CFO language, which is the conversation that actually decides marketing budgets in a downturn. He is a current Head of Marketing at a connected TV advertising platform, so the case studies are operating reality, not retrospective consulting. His Promotion Fix column in The Drum has run since 2017, giving senior marketers a reference point on advertising effectiveness most peers in the room already read. He holds a WARC Master of Advertising Effectiveness and Marketing Week Mini-MBAs, which is unusually formal training for a working marketer presenting to boards. He takes a public contrarian line on adtech and AI marketing hype, useful for leadership teams tired of vendor pitches dressed as keynotes. Biography highlights Head of Marketing, Adte, a connected TV advertising platform. Columnist of The Promotion Fix in The Drum since 2017; previously a contributing columnist for TechCrunch and Moz. Master of Advertising Effectiveness, WARC, UK. Mini-MBAs in Marketing and Brand Management, Marketing Week, London. 2019 juror, UK Advertising Association Young Lions, the UK Cannes Lions qualifier. Former Director of Marketing at Logz.io and Head of Marketing at Faddom in the Israeli B2B tech sector. Biography In a downturn, the marketing line is the easiest to cut and the most commonly mis-cut. Performance budgets get protected because they are measurable. Brand budgets get reduced because they are not. Within two years, the performance machine stops compounding because the brand has stopped feeding it. That is the argument Samuel J Scott has been making in The Drum’s Promotion Fix column since 2017, and in keynotes for marketing leadership teams across more than two dozen countries. He is one of the few speakers on this subject who is also a working operator, currently Head of Marketing at the connected TV advertising platform Adte, and previously a marketing director in the Israeli B2B technology sector at companies including Logz.io and Faddom. His credentials sit on the technical side of the discipline. A Master of Advertising Effectiveness from WARC, two Mini-MBAs in marketing and brand management from Marketing Week in London, and CIM certifications across marcom planning, copywriting and AI marketing tools. He served as a jury member for the UK Advertising Association’s 2019 Young Lions, the UK qualifier for Cannes. The editorial register is contrarian. Scott has built a reputation for arguing against marketing fashion, whether that is uncritical AI adoption, attribution theatre, or brand purpose campaigns that cannot survive a CFO’s scrutiny. Audiences leave with a sharper view of how to spend a marketing budget when growth gets harder, not a slide deck of trends. Key speaking topics Brand and performance advertising Marketing effectiveness and measurement Defending marketing budgets in downturns B2B marketing and brand-led growth AI in marketing communications Adtech and connected TV Marketing communications strategy Ideal for CMOs and marketing directors under pressure to justify brand spend to a CFO. B2B technology marketing leaders rebuilding a brand layer above lead-gen. Boards and executive teams reviewing marketing as a commercial function, not a cost line. Marketing communications and agency teams negotiating AI-era budget assumptions. Audience outcomes A working language for arguing brand investment in financial terms. A clearer split between what performance media can do and what only brand work delivers. A sceptic’s filter on AI marketing claims from agencies and adtech vendors. A defensible structure for marketing budgets through a downturn. Specific reference points from current B2B technology marketing practice.

Why organisations work with Salim Ismail He authored the reference text on exponential organisational design. Exponential Organizations and its 2023 sequel are the most widely cited corporate playbooks for moving from linear operating models to ones built on AI, data, and external leverage. The ExO Sprint, codified in Exponential Transformation, gives boards a 10-week structured method for testing exponential business models inside an existing P&L. It is a managed process, not a keynote concept. He brings the founding-era credibility of Singularity University, where he built the curriculum and faculty alongside Peter Diamandis and Ray Kurzweil, then carried that thesis into operating practice through ExO Works and OpenExO. He sits on the XPRIZE Foundation board, giving him direct line of sight on which technology categories are about to compress in cost and capability, and what that means for incumbents in adjacent industries. He speaks to boards and CEOs in the language of organisational structure, not innovation theatre. The takeaway is a diagnostic on where the company will be outpaced and what to redesign first. Biography highlights Lead author, Exponential Organizations (Diversion Books, 2014); Frost & Sullivan Growth, Innovation, and Leadership Book of the Year. Lead author, Exponential Organizations 2.0 (2023), with Peter Diamandis, Michael Malone, and a foreword by Ray Kurzweil. Co-author, Exponential Transformation (Wiley, 2018), the ExO Sprint implementation handbook. Founding Executive Director of Singularity University, with Peter Diamandis and Ray Kurzweil. Founder of ExO Works (2016) and Co-founder and Chairman of OpenExO. Board member, XPRIZE Foundation (since March 2017); previously Vice President and Head of Brickhouse, Yahoo’s internal incubator. Biography Most large companies are not slow because their leaders are slow. They are slow because their structure was designed for a linear world, where capability, headcount, and asset base scaled in step with revenue. The book that named this problem and offered an alternative model is Exponential Organizations, published in 2014 and updated in 2023. Its lead author is Salim Ismail. The framework came out of the founding years of Singularity University, where Ismail served as Executive Director alongside Peter Diamandis and Ray Kurzweil. The question on the table was practical: if computing, sensing, biotech, and energy are all on cost curves that drop by orders of magnitude per decade, what does an organisation built to ride those curves actually look like. The answer became the 10 ExO attributes, including a Massive Transformative Purpose, staff on demand, community and crowd, algorithms, and leveraged assets. It is the reason the book has been picked up as a corporate operating reference rather than a futurist commentary. Through ExO Works and OpenExO, Ismail turned the framework into a transformation method. The ExO Sprint, documented in Exponential Transformation with Francisco Palao and Michelle Lapierre, is a 10-week board-level process for stress-testing existing business models against exponential disruption and building parallel ventures inside the company. He sits on the XPRIZE Foundation board, which keeps the diagnostic anchored to where technology cost curves are actually moving. His operating credentials sit underneath the writing. He led Brickhouse, Yahoo’s internal incubator, evaluating thousands of disruptive ideas and shipping four products. He co-founded PubSub Concepts and Angstro, the latter acquired by Google in 2010. He holds an honours degree in theoretical physics and computing from the University of Waterloo. The biography matters because the framework is not abstract; it is the synthesis of someone who built inside large companies, founded outside of them, and then taught both groups how to think about the next decade. Key speaking topics Exponential organisational design Disruptive convergence of AI, biotech, and energy Business model innovation under exponential cost curves Corporate venturing and the ExO Sprint Future of entrepreneurship and scale-up leverage Strategic foresight for boards Technology-driven workforce redesign Ideal for Boards and CEOs are evaluating whether the current operating model can survive the next decade of technology compression Chief strategy officers and corporate development leads are designing exponential ventures alongside the core business Innovation and digital transformation leaders are moving past pilots into operating-model change Industry forums in financial services, energy, life sciences, and industrials, where incumbents face exponential challengers Audience outcomes A working vocabulary for the 10 ExO attributes and a way to score the audience’s own organisation against them A clearer view of which technology cost curves are about to bend in their industry and on what timeline Specific examples of incumbents that have applied the ExO Sprint and what changed in the P&L A diagnostic on where structural drag, not technology, is the actual constraint on exponential growth A point of view on what to centralise, what to distribute, and what to externalise as AI capability deepens

Why organisations work with Rowan Gibson He is the author of a named ideation methodology, the 4 Lenses of Innovation, that gives an entire organisation a common language for spotting breakthrough opportunities rather than relying on isolated creative teams. His book Innovation to the Core, published by Harvard Business School Press with Peter Skarzynski, is one of the few practitioner texts focused specifically on building enterprise-wide innovation systems, not on innovation as a mindset. He has worked directly with senior teams at Apple, IBM, Microsoft, Coca-Cola, Bayer, Mars, Philips, P&G, Dell and Haier, giving him a working comparison set across most major industries. He was shortlisted for the 2015 Thinkers50 Innovation Award, alongside Vijay Govindarajan and Scott Anthony, marking peer recognition from the field’s primary ranking body. His current keynote work integrates AI tools directly into the innovation method, so audiences leave with a view of generative AI as a creative engine inside a structured process, not as a separate technology agenda. Biography highlights Author of Rethinking The Future (1996), Innovation to the Core (Harvard Business School Press, 2008) and The Four Lenses of Innovation (Wiley, 2015), translated into 25 languages. Originator of the 4 Lenses of Innovation methodology, taught and applied inside Fortune 500 innovation programmes. Cofounder of InnovationExcellence.com, a long-running practitioner portal in the innovation field. Shortlisted for the 2015 Thinkers50 Innovation Award. Founder and President of Imagination Bridge, a strategy innovation and digital transformation consultancy. Has advised and lectured at Apple, IBM, Microsoft, Bayer, Coca-Cola, Mars, Philips, P&G, Dell, Haier, Heineken, Siemens and Toyota, among others. Biography Most companies do not have an innovation problem. They have an innovation system problem. Ideas surface and stall, breakthrough projects depend on a particular leader, and the next pipeline always starts from scratch. Rowan Gibson built his career around fixing exactly that gap. Rethinking The Future, his 1996 anthology with contributions from Charles Handy, Michael Porter, C.K. Prahalad, Stephen Covey and Peter Senge, set the early frame. Innovation to the Core, written with Peter Skarzynski for Harvard Business School Press in 2008, took the next step and laid out how an enterprise builds a sustained innovation capability rather than running isolated programmes. The Four Lenses of Innovation, published by Wiley in 2015, distilled the underlying ideation method into something a working team can actually use: four perspectives, Challenging Orthodoxies, Harnessing Trends, Leveraging Resources and Understanding Needs, that produce new strategic options on demand. That method is now the spine of his keynote and consulting work as President of Imagination Bridge. He has run innovation engagements for Apple, IBM, Microsoft, Bayer, Mars, P&G, Coca-Cola, Philips, Dell and Haier, which is a working comparison set across consumer goods, technology, pharma and industrials. The 2015 Thinkers50 Innovation Award shortlist placed him alongside Vijay Govindarajan and Scott Anthony, the field’s most cited contributors. His current work folds generative AI into the same method, which is the most useful version of the AI-and-innovation conversation a senior team can have. The question is not whether AI changes innovation. It is whether the organisation has a disciplined process strong enough for AI to accelerate, instead of one that AI only makes faster at producing the wrong ideas. Key speaking topics Enterprise innovation capability The 4 Lenses of Innovation methodology AI in the innovation process Business model innovation Strategy under disruption Creative thinking for senior teams Digital transformation Ideal for Chief Strategy Officers, Chief Innovation Officers and CTOs running enterprise innovation programmes Executive committees are redesigning the innovation operating model around AI tools Heads of R&D, product and growth in consumer, industrial and technology businesses Boards are weighing how to make innovation a measurable capability rather than a sponsored activity Audience outcomes A working version of the 4 Lenses of Innovation method that teams can apply to a current strategic question A clearer view of where AI fits inside an innovation process, and where it does not Specific examples of how named global companies have built innovation capability at scale A vocabulary for distinguishing one-off creative wins from a repeatable enterprise capability Concrete prompts for the orthodoxies, trends, resources and unmet needs in the audience’s own market

Why organisations work with Rohit Talwar His “Very Human Future” argument that the central strategic task is keeping human outcomes at the centre of AI and technology adoption, not merely managing adoption itself gives leadership teams a framing that is both commercially grounded and defensible at board level. He edits and contributes to multi-author research books that aggregate the work of 60+ futurists and practitioners across a single question; this publishing model means his content draws on current collective intelligence rather than a single perspective frozen at a point in time. As Co-Chair of the UK Node of The Millennium Project, he sits inside a global futures research network. His material reflects active scenario-building methodology, not retrospective trend commentary. He builds entire talks around sector-specific strategic implications: financial services, aviation, local economies, rather than delivering a generic future-of-technology keynote with surface-level industry references. Ranked among the Global Gurus Top 30 Futurist Professionals for 2025, he is a verifiably credentialled figure in an industry where credibility is difficult to assess. Biography highlights CEO and founder of Fast Future, a foresight research, publishing, and advisory firm Editor or lead contributor to more than eight books including A Very Human Future, Beyond Genuine Stupidity: Ensuring AI Serves Humanity, and The Future of Business Co-Chair of the UK Node of The Millennium Project, a global futures research organisation Ranked in the Global Gurus Top 30 Futurist Professionals for 2025; previously profiled by The Independent as a top 10 global futurist MBA from London Business School; BA in Electronics and Computer Science from the University of Keele; early career at British Telecom on AI research and at Andersen Consulting Delivered more than 1,500 keynotes and workshops across 70+ countries on six continents; regular contributor to international news networks on technology and innovation Biography Fast Future is not a typical consultancy. Rohit Talwar built it as a research and publishing operation, an ongoing mechanism for aggregating the work of futurists, practitioners, and emerging thinkers into books and advisory frameworks. That structural choice shapes the quality of what he brings to a leadership conversation. His central argument, developed across titles including A Very Human Future and Beyond Genuine Stupidity: Ensuring AI Serves Humanity, is specific: the question organisations are not asking clearly enough is not whether to adopt AI, but what kind of organisation they want to be when the adoption is complete. Strategy that treats AI as a technical problem consistently misses the governance, cultural, and human-capital decisions that determine whether the investment pays off. Talwar holds an MBA from London Business School and began his career in AI research at British Telecom before moving into management consulting. His foresight work is grounded in structured methodology: he serves as Co-Chair of the UK Node of The Millennium Project, a global futures research body, and brings scenario-building rigour to topics that, in other hands, often remain speculative. The Global Gurus research organisation ranked him among the Top 30 Futurist Professionals for 2025. The effect on senior audiences evidenced consistently across client feedback is a specific one: not inspiration, but productive disruption of existing strategic assumptions. His talks are built to destabilise complacent planning rather than to validate it. Key speaking topics Artificial intelligence and exponential technologies Strategic foresight and scenario planning Human-centred responses to digital transformation Business model innovation in the face of disruption Global megatrends and drivers of change The future of financial services and fintech Long-range futures and organisational resilience Ideal for Executive leadership teams and boards stress-testing long-range strategy Chief Strategy Officers and Chief Innovation Officers building foresight capability Financial services leadership navigating AI and platform disruption Conference and association audiences in technology, aviation, professional services, and public sector Audience outcomes A structured vocabulary for discussing AI strategy that goes beyond adoption and automation Practical scenario-thinking tools that can be applied directly in strategy workshops Clearer understanding of which emerging technologies require immediate strategic response versus longer-horizon monitoring A sharper framing of the organisational and human-capital implications of accelerating technological change Reduced gap between awareness of disruption and the leadership confidence to act on it

Why organisations work with Roger Bootle He runs the institutional view, not a commentator’s view. Capital Economics, which he founded in 1999, is one of the largest independent macroeconomic research firms in the world, and senior leaders get the house perspective directly from the source. He has been right on inflation when the consensus was wrong. The Death of Inflation, published in 1996, called the structural fall in inflation a decade before central banks adjusted their thinking, and his subsequent inflation work continues to set the contrarian benchmark. He won the 2012 Wolfson Economics Prize, the largest cash prize in economics after the Nobel, for the most credible plan to manage a eurozone exit. Boards exposed to euro-denominated risk get a serious answer, not a hot take. He sat for nearly two decades inside UK economic policymaking as Specialist Adviser to the House of Commons Treasury Committee and as a member of the Chancellor’s “Wise Men” panel. He explains the policy process from the inside. The AI Economy, his Axiom Award-winning book, gives leadership teams a proper economic reading of AI: productivity, wages, employment and welfare, not vendor narrative. Biography highlights Founder of Capital Economics, an independent macroeconomic research consultancy, which he started in 1999 Former Group Chief Economist of HSBC; earlier roles at Lloyds Bank and Capel-Cure Myers Specialist Adviser to the House of Commons Treasury Committee, 1998 to 2017 Member of the Chancellor’s panel of Independent Economic Advisers, the “Wise Men.” Winner, with the Capital Economics team, of the 2012 Wolfson Economics Prize for a eurozone exit plan Author of The Death of Inflation, The Trouble with Markets, Making a Success of Brexit, and The AI Economy (Gold, 2020 Axiom Business Book Awards) Weekly economics columnist for The Daily Telegraph; named Economics Commentator of the Year at The Comment Awards 2012 Biography The Death of Inflation appeared in 1996 and argued that the inflationary regime built into Western economies since the 1970s was structurally finished. The book sold widely, was translated into nine languages, and became the reference point for a generation of contrarian inflation analysis. It also established its author as an economist willing to take a position years before the policy consensus caught up. That author is Roger Bootle. He founded Capital Economics in 1999 and built it into one of the largest independent macroeconomic research firms in the world, serving banks, asset managers, corporates, and policymakers. Before that, he was Group Chief Economist of HSBC, with earlier roles at Lloyds Bank and Capel-Cure Myers. His public-policy work runs in parallel. He served as Specialist Adviser to the House of Commons Treasury Committee from 1998 to 2017, and was appointed to the Chancellor’s panel of Independent Economic Advisers known as the Wise Men. In 2012, he and a team from Capital Economics won the 250,000 pound Wolfson Economics Prize for the most credible plan to manage a country leaving the eurozone, and he was named Economics Commentator of the Year at The Comment Awards the same year. His more recent books extend the same approach to Brexit and AI. Making a Success of Brexit set out the economic conditions for the UK outside the EU. The AI Economy: Work, Wealth and Welfare in the Age of the Robot, which won Gold at the 2020 Axiom Business Book Awards, treats artificial intelligence as a question about productivity, wages and welfare rather than a technology story. He writes a weekly column for The Daily Telegraph. Key speaking topics Global macroeconomic outlook Inflation and monetary policy Eurozone and European economic policy Brexit and the UK economy The economics of artificial intelligence Capital markets and the policy environment Long-run productivity and growth Ideal for Boards and investment committees setting capital allocation against a volatile macro backdrop CFOs, treasurers and CIOs in financial services and corporates with rate and currency exposure Asset management and private capital firms are briefing LPs on the macro outlook Senior policy and government-relations audiences working on UK, EU and monetary policy Audience outcomes A clear reading of where inflation, rates and growth are heading, and the reasoning behind it A direct view from one of the few economists with a public track record of contrarian calls that proved right A grounded economic framing of AI’s effect on productivity, employment and wages A working understanding of how UK and European economic policy is actually made, from someone who advised inside it A perspective on the eurozone and Brexit risk that buyers can defend in front of their own committees

Why organisations work with Robert Cringely Four decades of first-person reporting on Silicon Valley, from the InfoWorld “Notes from the Field” column (1987 to 1995) through PBSs “Triumph of the Nerds” and “NerdTV” to the long-running I, Cringely site, give him a pattern memory across every major computing wave that few other speakers can match. He runs a public, self-graded annual technology prediction column, which forces a level of accountability about where the industry is heading that most futurists avoid. His book “Accidental Empires” remains a reference text on how the personal computer industry actually got built, used by leaders who want to understand the cultural mechanics of Silicon Valley rather than the press-release version. He has written for The New York Times, Forbes, Newsweek and Worth on technology business, so the framing he brings to a corporate audience is editorial and argument-led, not a vendor pitch. Biography highlights Author of the 1992 best-seller “Accidental Empires: How the Boys of Silicon Valley Make Their Millions, Battle Foreign Competition and Still Can’t Get a Date”. Wrote the “Notes from the Field” column at InfoWorld for eight years, 1987 to 1995. Host and writer behind the PBS documentary series “Triumph of the Nerds” (1996) and “Nerds 2.0.1: A Brief History of the Internet” (1998). Producer and host of “NerdTV” on PBS (2005 to 2006); wrote the “I, Cringely: The Pulpit” column on PBS.org through 2008. Bylines as Cringely have appeared in The New York Times, Forbes, Newsweek and Worth. M.A. in Communication Research from Stanford University; B.A. from the College of Wooster. Biography Silicon Valley keeps selling boards a story that the next wave will look nothing like the last one. The track record says otherwise. The same patterns of overfunding, platform consolidation, and quiet operating change show up in the PC era, the internet era, the cloud era, and now in generative AI. Robert Cringely has been writing those patterns down in real time since 1987. His column “Notes from the Field” ran in InfoWorld through the formative years of the PC industry, and the 1992 book “Accidental Empires” turned that reporting into the canonical account of how Silicon Valley actually behaves under pressure. PBS adapted the book into the three-part series “Triumph of the Nerds” in 1996, followed by “Nerds 2.0.1” on the rise of the internet, and later the “NerdTV” interview series. As Cringely, he has written for The New York Times, Forbes, Newsweek and Worth. What sets the work apart is the prediction discipline. Each January he publishes specific calls on where computing, networks and now AI are heading, and each year he goes back and grades the prior years record in public. Few commentators in the field do this; almost none have done it for as long. For a corporate audience, the value is editorial judgement on a noisy market. Cringely will tell a leadership team which AI claims are doing real operating work, which look like the dot-com years repeating, and where the durable economics of compute, data and platforms actually sit. Key speaking topics Generative AI and the next phase of enterprise computing The economics and geopolitics of cloud and compute Silicon Valley business models and platform consolidation Annual technology predictions and the discipline of forecasting The history of the PC, internet and cloud as a guide to the AI cycle Cybersecurity and infrastructure risk in a connected economy Ideal for Boards and executive committees forming a view on AI investment and platform exposure Strategy, technology and innovation leaders responsible for the corporate AI agenda Industry conferences and offsites in technology, financial services, telecoms and media Investor and analyst audiences seeking an editorial read on Silicon Valley signals Audience outcomes A clearer read on which AI and platform claims are durable and which are cycle-driven Pattern recognition across the PC, internet, cloud and AI waves applied to the audience’s own bets Sharper questions for vendors, partners and internal technology teams A practical framework for tracking and grading technology predictions over time

Why organisations work with Ray Kurzweil A documented forecasting record stretching from 1990’s The Age of Intelligent Machines through to The Singularity Is Nearer in 2024, allowing leaders to test their own planning assumptions against predictions that have already been scored against reality. Foundational practitioner credibility: Kurzweil invented the first omni-font optical character recognition, the first print-to-speech reading machine for the blind, the Kurzweil 250 synthesiser, and the first commercially viable large-vocabulary speech recognition. He is a technologist who built the technology he describes. Thirteen years at Google leading work on natural language understanding, ending in 2025, give audiences direct insight into how today’s frontier AI labs actually think about machine intelligence. The Law of Accelerating Returns is the most cited framework for why technology trajectories defeat linear planning, giving boards a structured way to argue about long-range bets. Currently Chief AI Officer at Beyond Imagination, the humanoid robotics company he co-founded in 2018, which puts him inside the operating problems of deploying AI into physical industrial environments rather than at a remove from them. Biography highlights Recipient of the 1999 U.S. National Medal of Technology and Innovation, the highest U.S. honour in technology, awarded by President Clinton. 2001 Lemelson-MIT Prize ($500,000) and inducted into the National Inventors Hall of Fame in 2002. Author of The Age of Intelligent Machines (1990), The Age of Spiritual Machines (1999), The Singularity Is Near (2005), How to Create a Mind (2012), and The Singularity Is Nearer (2024). Co-founder of Singularity University at NASA Ames Research Center; co-founder and Chief AI Officer of Beyond Imagination, valued at $500 million in its 2025 Series B. Director of Engineering, then Principal Researcher and AI Visionary at Google from 2012 to 2025, focused on natural language understanding. Named to the Time 100 AI list (2024); holds 21 honorary doctorates and a Technical Grammy Award. Biography By 2009, computers were supposed to be in our pockets, recognising speech well enough to take dictation and reading text aloud to blind users. They were. The predictions came from a 1999 book that struck many of its original readers as fanciful. The inventor who wrote it had already built the first three of those technologies himself. That inventor is Ray Kurzweil. His Law of Accelerating Returns, articulated in that 1999 book and elaborated in The Singularity Is Near in 2005, holds that information technologies progress along smooth exponential curves. As one paradigm exhausts itself, capital and talent flow toward whatever comes next, and the underlying curve continues. The authority comes from rare breadth. Kurzweil invented omni-font optical character recognition, the first print-to-speech reading machine for the blind, the Kurzweil 250 synthesiser, and the first commercial large-vocabulary speech recognition. President Clinton awarded him the 1999 National Medal of Technology. He spent thirteen years at Google leading work on natural language understanding, ending in 2025 as Principal Researcher and AI Visionary. The 2024 sequel The Singularity Is Nearer revisited those predictions in light of the AI advances of the preceding decade and concluded that human-level AI by 2029 still held. Since 2025 he has served as Chief AI Officer at Beyond Imagination, the humanoid robotics company he co-founded, which raised $100 million in Series B funding at a $500 million valuation that year. The work places him inside the operational reality of deploying AI into physical industrial environments. Key speaking topics Artificial intelligence and the path to AGI The Law of Accelerating Returns and exponential technology Long-range AI and computing forecasts Human-machine convergence and brain-computer integration Biotechnology, longevity, and the merging of biology with computation Innovation cycles and the economics of technological disruption Ideal for CEOs, CTOs, and chief strategy officers planning multi-year technology investments Boards and executive committees stress-testing long-range corporate plans Innovation, R&D, and AI leadership teams inside large enterprises Industry conferences on AI, future of technology, healthcare innovation, and technology strategy Audience outcomes An empirical map of how computing power, gene sequencing speed, and AI capability have actually doubled over recent decades, against which to test internal forecasting assumptions. Concrete forecast dates for human-level AI, brain-computer integration, and the Singularity, with the reasoning behind each. A view of which earlier Kurzweil predictions have been validated by the current AI moment and which remain open. Sharper instincts for spotting linear extrapolations sitting inside long-range corporate plans. A common reference point for boards and leadership teams arguing about long-range technology investment.