Behavioural Economics

Why organisations work with Katherine Templar-Lewis She brings the science of uncertainty into the room with an evidence base, not a metaphor. The Uncertainty Experts, the programme she leads as chief scientist, was built with University College London and is one of the few interventions on the topic with published validation. Her material is designed to land on commercial teams, not academic audiences. She has translated the same research into work for Apple, LEGO, Nike, Volvo, Nestle and TikTok. Co-author of The Uncertainty Toolkit with Sam Conniff (Pan Macmillan), giving leaders a named, citable framework rather than a generic talk on resilience. A serious media operator: BBC, Sky News, NBC, CNN, Radio 4 and The Today Show, with coverage in The Guardian, The Telegraph, The Times and New Scientist. Boards get a communicator who can hold a stage and a camera. Co-founder of Kinda Studios, a neuroscience studio that runs applied research with UCL and Goldsmiths. The work she presents from the stage is the work she is doing with clients during the week. Biography highlights Cognitive scientist; co-founder and director of Kinda Studios, a creative neuroscience studio. Lead scientist and co-creator of The Uncertainty Experts, an interactive documentary developed with University College London and Sam Conniff. Co-author of The Uncertainty Toolkit, published by Pan Macmillan. Co-host and executive producer of Beyond 5 Senses, an Audible Originals neuroscience series. Research collaborations with UCL and Goldsmiths; programme research validated in association with The Royal Society and CIPD. Recurring science contributor on BBC, Sky News, NBC, CNN, Radio 4, The Today Show, The One Show and Start the Week. Speaker and consulting work with Apple, LEGO, Nike, Volvo, Nestle, Netflix and TikTok. Biography Most leadership advice on uncertainty stops at metaphor. Katherine Templar-Lewis works on the underlying mechanism, the cognitive and neurological systems that decide whether a senior team holds its nerve, narrows its focus or freezes. As co-founder of Kinda Studios and lead scientist on The Uncertainty Experts, she has built one of the few evidence-based programmes on the subject, developed with University College London and validated in association with The Royal Society and CIPD. The work has commercial reach because the science is translated, not diluted. The Uncertainty Toolkit, her book with Sam Conniff for Pan Macmillan, sets out the operating moves leaders can make when conditions are unstable: how to read their own physiology, how to choose between options without false confidence, how to keep teams committed when the picture keeps changing. Apple, LEGO, Nike, Volvo, Nestle and TikTok have used the same material inside their own organisations. She is also a confident communicator outside the academic register. As co-host and executive producer of Beyond 5 Senses on Audible, and as a recurring contributor across BBC, Sky News, NBC, CNN and Radio 4, she has spent years turning research into language that an audience can use the next morning. New Scientist has called her approach radically optimistic, which is unusual in a field that tends toward warnings. What she gives an executive audience is a more accurate map of what their own brains are doing during a hard quarter, and a small set of tools that hold up when the data does not. Key speaking topics Decision-making under uncertainty Applied neuroscience for leaders Team performance and connection Cognitive resilience and recovery Neuroaesthetics, creativity and wellbeing Behaviour change and organisational learning Ideal for Executive teams and boards working through prolonged strategic uncertainty CHROs and people leaders rebuilding team resilience after sustained change Innovation, brand and customer experience leaders interested in neuroaesthetics Leadership development programmes for senior cohorts Audience outcomes A working understanding of how the brain handles uncertainty, and what that means for senior decisions Named techniques from The Uncertainty Toolkit that leaders can apply to their own routines Sharper recognition of the team behaviours that signal cognitive overload before performance drops A more confident posture toward ambiguity, grounded in research rather than mindset language

Why organisations work with Chris Grant He has run the room with senior leadership teams across government, professional sport, the NHS, financial services, and FTSE corporates, and is unusually fluent in moving a group from comfortable discussion to actual decision. His framework on decision-making, set out in Better Decisions (Quarto, 2020), gives executives a working language for how judgement degrades under speed, fatigue, and political pressure. He has chaired one of the largest public-facing behaviour change programmes in UK history (Chip & PIN), which gives him real authority on the gap between strategy and adoption at a population scale. He brings a substantive, non-performative line on inclusion, drawn from sport governance reform and his work as Chair of the British Basketball Federation, useful when boards are tired of theatre and want operating change. Audiences describe his style as “high energy calm”. He runs interactive keynotes, not lectures, which suits leadership offsites where the brief is to shift behaviour, not deliver content. Biography highlights OBE for services to sport, 2021 Queen’s Birthday Honours. Chair of the British Basketball Federation (2022 to present). Former CEO of Sported, the UK-wide London 2012 legacy charity supporting community sport. Author of Better Decisions: Direct your life. Influence your world. (Quarto, 2020). Independent Board Member, Sport England (two terms); board member, Financial Services Culture Board. Chaired the Programme Steering Committee for the UK rollout of Chip & PIN. Mentored Olympic and Paralympic medal-winning coaches; Deputy Chair, International Inspiration (London 2012). Biography Strategy is easier than execution, and execution is easier than getting a senior team to actually change how it behaves. Most leadership teams know what good looks like. The work that closes the gap between intention and operating reality is what Chris Grant has spent his career on, across government, professional sport, the NHS, financial services, and large corporates. The credentials sit behind that argument rather than in front of it. He led Sported, the UK-wide London 2012 legacy charity, as CEO. He chaired the Programme Steering Committee for the UK introduction of Chip & PIN, one of the largest public-facing behaviour change programmes the country has run. He served two terms as an Independent Board Member of Sport England and joined the Financial Services Culture Board. He was awarded an OBE in 2021 for services to sport, and now chairs the British Basketball Federation. His 2020 book Better Decisions (Quarto) sets out a 20-lesson framework on how senior leaders can hold their judgement when pace, politics, and uncertainty are pulling against them. It draws on thousands of facilitated days with executive teams and on his work mentoring Olympic and Paralympic coaches, where decision quality is measured in seconds and consequences. Grant runs interactive keynotes rather than lectures. Audiences leave with a sharper sense of how their team makes decisions, where group dynamics are quietly costing them, and what to change on Monday. The work is most useful to organisations that already understand the diagnosis and need help moving on to the cure. Key speaking topics Decision-making under pressure Organisational change and execution Group dynamics and team performance Inclusive leadership and culture reform Behaviour change at scale Strategy facilitation for senior teams Governance reform in sport and the public sector Ideal for Executive committees and boards working through restructure, succession, or strategic reset CHROs and chief people officers tackling culture, inclusion, and engagement as operating problems Leadership offsites where the brief is to shift behaviour, not deliver content Programme leads in large public-facing behaviour change or transformation rollouts Audience outcomes A clearer view of where their team’s decision-making degrades under pressure, and what to do about it Practical language for separating change (incremental) from transformation (structural), and choosing between them Tools from Better Decisions for stress-testing judgement before acting on it A direct read on inclusion as a leadership capability, not a compliance exercise Greater willingness in the room to name what is actually slowing the organisation down

Why organisations work with Niluka Kavanagh She co-founded KPMG’s Behavioural Science Unit, giving her a practitioner’s understanding of how psychological insight can be embedded in organisational design: not cited in a presentation, but built into real structures inside a global firm. The KPMG FutureThinkers initiative she co-founded, convening speakers from the BBC, HSBC, and others, gives her direct insight into how large organisations signal innovation internally, and where those signals fall short. Through The Modern CEO, her leadership framework for organisations, she takes the multigenerational engagement debate out of HR theory and into the specifics of daily leadership communication, psychological safety, and behavioural design across teams. She has operated inside large organisations and built independent businesses, so she can speak to the intrapreneurship and autonomy conversation from both sides of the corporate boundary. Operating experience across fourteen countries, with a community of more than a thousand independent founders behind her, gives her a working understanding of what trust, engagement, and team performance look like when conventional structures of co-location and hierarchy do not apply. Biography highlights Opened the 2026 Learning Technologies conference programme on the human side of the future of work, at Europe’s largest workplace learning event Co-founded KPMG’s Behavioural Science Unit and the KPMG FutureThinkers initiative during nearly five years as a consultant and project lead at the firm Advised organisations including Mastercard, Tesco, the London Stock Exchange Group, and Lloyds Bank Published in The World Financial Review on the application of behavioural science to customer experience design, and featured in MSN’s “Top 10 Leading Speakers to Follow” (2025) Member of the UN Innovation Network (UNIN) Graduate of the University of Oxford (English, Somerville College) and an Alumni Ambassador for the college; has guest lectured at Trinity College Dublin and the University of Edinburgh Founder of ImagineThat, a global community for entrepreneurs with more than 1,000 members across multiple countries Biography Most organisations still use presence as a proxy for productivity and hierarchy as a proxy for trust. Neither assumption holds for the workforce that is now entering and increasingly leaving corporate life. Niluka Kavanagh’s work sits precisely at that fault line: the widening gap between how organisations are designed and what the people inside them now expect. Her grounding in this is practical. At KPMG, she spent nearly five years consulting for organisations including Mastercard, Tesco, and the London Stock Exchange Group, co-founding both the firm’s Behavioural Science Unit and its FutureThinkers initiative. Both projects were about the same thing: applying psychological and behavioural insight to how organisations lead change, design experiences, and engage the people doing the work. She now takes that thinking to the stage. In 2026 she opened the Learning Technologies conference, Europe’s largest workplace learning event, on the human side of the future of work, and she is a member of the UN Innovation Network. Her writing on behavioural science and customer experience has appeared in The World Financial Review. That work rests on an unusual operating base. Three businesses, fourteen countries of operating experience, and a community of more than a thousand independent founders gave her the empirical foundation for The Modern CEO, a leadership framework focused on engagement, communication, psychological safety, and intrapreneurship across multigenerational teams. She works with senior leaders to move organisations beyond outdated management models towards cultures built on clarity, trust, and sustainable performance. Key speaking topics Future of work and workforce transformation The Modern CEO framework for multigenerational leadership Behavioural science in organisational design Multigenerational leadership and team engagement Intrapreneurship and internal innovation Human-centric leadership and trust structures Leadership communication and psychological safety Ideal for CHROs and people leaders managing generational shifts in workforce expectation and culture CEOs and senior leadership teams seeking to align organisational structure with modern ways of working Transformation leads and change teams working on culture, engagement, and talent retention Professional services and entrepreneurial firms navigating the shift to more autonomous, distributed, or flexible operating models Audience outcomes A working understanding of how generational values are reshaping expectations around autonomy, leadership, and work design, and where the organisational cost is already showing up The Modern CEO framework as a practical model for engagement, intrapreneurship, communication, and psychological safety across multigenerational teams Concrete approaches to unlocking intrapreneurial thinking in teams, drawn from real experience building innovation initiatives inside a global consultancy A clearer sense of how behavioural science applies to culture and leadership challenges beyond the theoretical, grounded in organisational practice Practical questions to apply to their own organisation’s structure, communication norms, and talent strategy

Why organisations work with Jonah Berger He has built two operating frameworks, STEPPS for word of mouth and REDUCE for overcoming resistance, that translate directly into product, marketing and change decisions rather than sitting at the level of theory. The research base is unusually deep for a commercial speaker: 80+ peer-reviewed articles, much of it using natural language processing on real consumer and organisational text, not anecdote. His client work spans Apple, Google, Nike, Amazon, GE, Moderna, Facebook and the Gates Foundation, which means the frameworks have been pressure-tested across consumer brands, platforms and mission-driven organisations. Contagious won the Berry-AMA Book Prize for the best book in marketing, the field’s most credible peer recognition. He addresses two distinct buyer problems with one body of work: how things spread (marketing, product, communications) and how to move people who do not want to move (change, transformation, sales). Biography highlights Marketing Professor at the Wharton School, University of Pennsylvania. PhD in Marketing, Stanford Graduate School of Business; BA Stanford. Author of Contagious, Invisible Influence, The Catalyst and Magic Words; books published in over 35 countries. Berry-AMA Book Prize for Best Book in Marketing (Contagious). Wharton Iron Professor Award for faculty research; recognised by the American Marketing Association as a top-five most productive marketing researcher. Research and commentary featured in The New York Times, Wall Street Journal, Harvard Business Review and NPR. Biography Most attempts to change behaviour rely on more pressure: more advertising spend, more incentives, more internal communication. The research suggests the opposite often works better. Removing the friction that holds people in place changes more behaviour than pushing harder against it. That argument sits at the centre of Jonah Berger’s work as a marketing professor at the Wharton School. His book The Catalyst sets out a five-part model, REDUCE, for identifying and dismantling the specific barriers that stop customers, employees and citizens from changing their minds. It is paired with the earlier STEPPS framework from Contagious, which names the six factors that make products and ideas spread. The academic foundation is substantial. Berger holds a PhD in Marketing from Stanford and has published more than eighty peer-reviewed articles, much of it applying natural language processing to large bodies of consumer and organisational text. Contagious won the Berry-AMA Book Prize for the best book in marketing. Invisible Influence and Magic Words extend the same methodology into social influence and the language of persuasion. The frameworks have been used inside Apple, Google, Nike, Amazon, GE, Moderna, Facebook and the Gates Foundation. The value to a senior team is the same in each case: a defensible, named model for two questions that boards and chief marketing officers ask repeatedly, why some things spread and others do not, and why people resist change even when the case for it is sound. Key speaking topics Word of mouth and viral marketing Behavioural science in commercial strategy Change and persuasion Consumer behaviour and decision-making Language and influence Social influence and choice architecture Branding and customer engagement Ideal for Chief marketing officers and brand leadership teams setting strategy on growth, virality and customer engagement. Transformation and change leaders running programmes where employee or customer resistance is the binding constraint. Sales and revenue leaders looking to apply behavioural science to pricing, messaging and conversion. Product and innovation teams working on adoption of new offerings. Audience outcomes A working knowledge of the STEPPS framework and how to apply each principle to a current product, message or campaign. The REDUCE model as a diagnostic for stalled change, with the five categories of resistance named and addressable. Specific language techniques from Berger’s natural language processing research that shift persuasion outcomes. A sharper read on which behavioural levers genuinely move customers and employees, and which ones do not. Concrete examples drawn from consumer brands, platforms and mission-driven organisations Berger has worked with.

Why organisations work with Jen Sincero Her four Badass books have sold more than five million copies in over forty languages, which gives audiences immediate familiarity and a shared vocabulary before she takes the stage. She speaks directly to the part of an engagement and retention problem that policy cannot fix: what people privately believe about their own potential, their right to earn, and their capacity to change a habit. Her audiobook narration of You Are a Badass won the 2014 Audie Award from the American Audio Publishers Association, evidence that the delivery itself, not only the writing, holds an audience. She is a regular speaker at the Pennsylvania and Massachusetts Conference for Women, which gives her a track record at the scale and format most women’s leadership programmes commission. She is one of the few keynote names that consistently lifts attendance and registration for internal empowerment, mental fitness, and money mindset events without requiring topical reframing for each booking. Biography highlights Number-one New York Times bestselling author of You Are a Badass, with over five million copies sold and translation into more than forty languages Author of four titles in the Badass series, including You Are a Badass at Making Money, also a New York Times bestseller 2014 Audie Award winner from the American Audio Publishers Association for narration of You Are a Badass Featured speaker at the Pennsylvania and Massachusetts Conference for Women Media credits include the New York Times, Forbes, Fast Company, Bloomberg, The Dr. Oz Show, Oprah Magazine, Success Magazine, and The Howard Stern Show BA in English, Colorado College, 1987 Biography You Are a Badass became a slow-burn phenomenon after its 2013 release, climbing the New York Times bestseller list and staying there for years. The book reframed personal success as a problem of belief and habit rather than information. Jen Sincero wrote it, narrated it, and won the 2014 Audie Award from the American Audio Publishers Association for the audiobook. The Badass series now runs to four titles, including You Are a Badass at Making Money and Badass Habits, with combined sales of more than five million copies across forty languages. Sincero’s central argument is that the gap between what people say they want and what they do is held in place by inherited beliefs about money, worth, and what they are allowed to want. Closing that gap is the work of her books, coaching, and stage material. Her speaking practice is built for audiences inside organisations that have already tried policy answers to engagement and retention. She speaks at the Pennsylvania and Massachusetts Conference for Women, at corporate empowerment events, and at executive retreats where the brief is to shift what people privately believe is available to them. Her style is direct, comedic, and unapologetically practical, designed for action rather than reflection. Before the Badass books, Sincero was a freelance writer in Los Angeles and a workshop facilitator with the women’s entrepreneurial network Ladies Who Launch. She holds a BA in English from Colorado College. Her media credits include the New York Times, Forbes, Fast Company, Bloomberg, Oprah Magazine, The Dr. Oz Show, and The Howard Stern Show. Key speaking topics Money mindset and wealth psychology Self-limiting belief and confidence Habit formation and behaviour change Personal motivation and empowerment Women’s leadership and entrepreneurship Ideal for CHROs and people leaders running engagement, retention, and internal mobility programmes Heads of DEI and women’s leadership networks commissioning conference and ERG keynotes Sales, broker, and advisor conferences where money belief and personal confidence determine output Internal empowerment, mental fitness, and culture moments inside large organisations Audience outcomes A direct, named language for the beliefs that quietly limit individual performance Specific habit-change tools drawn from Badass Habits, applicable from the day after the event A money-mindset frame that connects personal earning beliefs to commercial behaviour Higher attendance and registration energy around internal empowerment programming A shared reference that people leaders can carry into one-to-ones and team conversations

Why organisations work with Grace Lordan She runs the only research centre of its kind inside a top-tier university focused on bringing behavioural science to inclusion at firm level, The Inclusion Initiative at LSE, which gives her findings weight that internal DEI teams cannot generate alone. Her work tells senior leaders which interventions actually shift hiring, promotion, and retention data, and which ones look good in a values statement but fail under measurement. She speaks the language of CFOs and boards, linking inclusion to productivity and performance, which is what gets budget approved and kept. She brings a practical behavioural toolkit, nudges, structured decision design, debiased processes, that leaders can install rather than aspire to. Her Penguin book Think Big has built a wide reader base among professionals, so audiences often arrive already familiar with her frame for individual career design, which makes the organisational material land faster. Biography highlights Associate Professor in Behavioural Science, London School of Economics and Political Science. Founding Director of The Inclusion Initiative at LSE, the research centre she established in 2020. Director of the MSc in Behavioural Science at LSE. Author of Think Big: Take Small Steps and Build the Future You Want (Penguin Life, 2021). Served on the UK government’s Skills and Productivity Board and the BEIS social mobility taskforce; advisory board member of the Women in Finance Charter. Contributor to Financial Times, Harvard Business Review, MIT Sloan Management Review, Fortune, Fast Company, and Reuters; host of the Work FORCE podcast. Biography Inclusion work inside firms has a credibility problem. Budgets have grown for a decade, yet most leadership teams struggle to show a clean line between their interventions and real movement in who gets hired, promoted, and retained. That is the gap Grace Lordan has built a career around closing. She is an Associate Professor in Behavioural Science at the London School of Economics and the founding director of The Inclusion Initiative, the LSE research centre she established in 2020 to bring behavioural science into how firms actually design talent decisions. Her research tests which interventions move the numbers and which do not, across hiring screens, promotion processes, and team composition. The work is published in peer-reviewed journals and picked up by Financial Times, Harvard Business Review, and MIT Sloan Management Review. She also directs the LSE MSc in Behavioural Science, teaches corporate decision-making to executive students, and has advised the UK government on skills, productivity, and social mobility. Her Penguin book Think Big: Take Small Steps and Build the Future You Want applies the same evidence base to individual career design, which is why professional audiences often encounter her ideas before they meet her in the room. What senior buyers get is someone who can talk to a CHRO about process design, to a CFO about productivity, and to a board about where their inclusion spend is working. The argument is built on evidence from an LSE research centre, not consultancy generalities. Key speaking topics Inclusion as a measurable driver of firm productivity Behavioural science applied to hiring and promotion decisions Designing teams for performance and progression The future of work and skills in a changing labour market Women’s progression and the economics of the gender gap Evidence-based leadership and debiased decision-making Ideal for CHROs and heads of talent responsible for moving measurable inclusion outcomes CEOs and boards allocating budget to DEI and wanting to know what actually works Financial services and professional services leadership teams working under the Women in Finance Charter or equivalent progression commitments Executive audiences across government, policy, and regulated sectors addressing skills and social mobility Audience outcomes A sharper read on which inclusion interventions have evidence behind them and which do not Specific behavioural design moves leaders can apply to hiring, promotion, and team decisions Language that connects inclusion to productivity and performance for CFO and board conversations A clearer view of where the future of work is moving for skills, talent pipelines, and progression Confidence to retire activities that signal good intent but fail on measurement

Why organisations work with Brent Adamson He co-authored the two books that redefined how serious B2B organisations think about commercial effectiveness; the Challenger thesis is now the reference point most large sales transformations are measured against. His research at CEB and Gartner, conducted over nearly two decades with thousands of B2B sales organisations, gives him a dataset on buyer behaviour that almost no individual practitioner can match. He gives commercial leaders a specific diagnosis of why win rates fall in complex deals, decision complexity, information overload, implementation uncertainty and value opacity, and a vocabulary their teams can act on. He works at the boundary between sales and marketing, which is where most B2B revenue problems actually live, and addresses both functions as one commercial system. His sensemaking and buyer-confidence work has moved the conversation past closing technique into the harder question of how customers come to a decision they will defend internally. Biography highlights Co-author, The Challenger Sale (Portfolio, 2011) and The Challenger Customer (Portfolio, 2015), with Matthew Dixon, Pat Spenner and Nick Toman. Chief storyteller for CEB, now Gartner’s, sales, marketing and customer service practices, 2003 to 2022; Distinguished Vice President at Gartner. Current Global Head of Research, Advisory and Communities at Ecosystems, a SaaS platform for collaborative customer value management. Harvard Business Review contributor, including “Sensemaking for Sales” (January to February 2022) and “Traditional B2B Sales and Marketing Are Becoming Obsolete” (2022). Originator, with colleagues, of the Mobilizer profile, Buyer Enablement and Customer Decision Confidence as working concepts in B2B sales. MBA, University of Michigan Ross School of Business; PhD in Applied Linguistics, University of Texas; former faculty member at Michigan State University. Biography The Challenger Sale argued, on the basis of CEB research across thousands of B2B reps, that the best performers do not build relationships and then sell. They teach, tailor and take control of the conversation. Published in 2011, it became the reference text for a generation of sales transformation programmes. That book was the first chapter of a longer argument. With The Challenger Customer in 2015, Adamson and his co-authors turned their attention from the seller to the buyer, showing that the average B2B purchase now involves more than five stakeholders and that consensus, not persuasion, is the binding constraint. The Mobilizer, the stakeholder willing to drive change inside their own organisation, became the figure most B2B commercial teams now train to find. From 2003 to 2022, Adamson served as chief storyteller for CEB, later Gartner, where he held the role of Distinguished Vice President. His “Sensemaking for Sales” article in the Harvard Business Review set out the next step in the work: in markets saturated with information, the seller’s job is to help the buyer make sense of what they already know, not to add to the pile. He now leads research, advisory and communities at Ecosystems, a SaaS platform for collaborative customer value management. The throughline across two decades is the same question. What does an effective commercial organisation look like when the buyer has more information than they can use and less confidence than they need to act on it? Key speaking topics B2B sales effectiveness and the Challenger model Buyer enablement and customer decision confidence Sensemaking as a commercial discipline Mobilizers and consensus selling in complex B2B deals The sales and marketing operating system Commercial leadership for digital-first buyers Ideal for Chief revenue officers, chief sales officers and chief commercial officers leading B2B sales transformation Chief marketing officers in B2B environments aligning demand and revenue functions Sales enablement and sales operations leaders rebuilding methodology and training Boards and executive teams reviewing the commercial model in complex, multi-stakeholder markets Audience outcomes A clear diagnosis of why complex B2B deals stall, framed around decision complexity, information overload, implementation uncertainty and value opacity A working vocabulary for buyer enablement, sensemaking and customer decision confidence that sales and marketing teams can apply together A concrete picture of the Mobilizer profile and what it changes about how teams qualify and pursue accounts A sharper view of where the commercial organisation needs to invest next, beyond seller skills, into how customers actually buy

Why organisations work with Glen Weyl He is the working bridge between three of the people who matter most in this debate: Vitalik Buterin on Ethereum and Web3, Jaron Lanier on AI and data, and Audrey Tang on civic technology. Senior teams get one room with the network, not three separate conversations. He co-invented Quadratic Voting and Quadratic Funding, mechanisms now used inside crypto ecosystems, civic budgets, and corporate innovation funds. Boards looking at participatory capital allocation are looking at his work, often without knowing it. He led Microsoft’s Office of the CTO work on the OpenAI relationship and now runs Microsoft Research’s Plural Technology Collaboratory. He has seen the inside of how the largest AI partnership in the world is governed, and can talk about it candidly. His book Radical Markets, written with University of Chicago law professor Eric Posner, was named an Economist Book of the Year in 2018 and changed how serious economists discuss property, voting, and antitrust in a digital economy. He works in the same language as policymakers in Taiwan, the EU, and the US Treasury, which makes him unusually useful to organisations whose AI exposure is also a regulatory exposure. Biography highlights Founder and Research Lead, Plural Technology Collaboratory, Microsoft Research. Former Political Economist and Social Technologist, Microsoft Office of the CTO, including the leadership team for the OpenAI relationship. Co-author, Radical Markets, Princeton University Press, 2018; an Economist Book of the Year. Co-author with Audrey Tang of Plurality: The Future of Collaborative Technology and Democracy, 2024. Founder, RadicalxChange Foundation; co-founder and chair, Plurality Institute; co-founder, Harvard GETTING-Plurality Research Network. Named by CoinDesk, WIRED, and Bloomberg Businessweek on their respective lists of most influential people in technology, 2018. Biography Most institutions designed for the industrial economy do not have a good answer to generative AI. Voting systems, ownership rules, antitrust law, and corporate governance were all written for a world where the most powerful entities in a room were human. Glen Weyl’s career has been a sustained attempt to redesign those institutions for a world where they are not. His 2018 book with Eric Posner, Radical Markets, was an Economist Book of the Year and forced a new conversation about property, voting, and antitrust inside serious policy circles. Out of that work came Quadratic Voting and, with Vitalik Buterin, Quadratic Funding. Both are now in operational use in civic budgets and Web3 ecosystems, including projects funded by Ethereum. At Microsoft, he sat inside the Office of the CTO during the period when the company’s relationship with OpenAI became one of the most consequential commercial arrangements in technology. He now runs the Plural Technology Collaboratory, Microsoft Research’s special project on how democratic societies function under generative AI, working with Taiwan’s Audrey Tang, with Harvard, and with civil society groups including the Collective Intelligence Project. His 2024 book with Tang, Plurality, was written openly on GitHub and translated by volunteers into more than a dozen languages, an unusual proof point that the governance ideas in it actually work in practice. For a board trying to decide what AI legitimacy means inside its own organisation, that record makes him one of the few people in the world worth bringing into the room. Key speaking topics Generative AI and democratic institutions Plurality and collaborative technology Quadratic Voting and Quadratic Funding Web3, decentralised identity, and digital ownership Antitrust and platform competition Data as labour and the economics of AI training Ideal for Boards and CEOs setting AI governance and partnership strategy Government, regulator, and central bank audiences on AI and digital policy CTOs and Chief AI Officers working on legitimacy and deployment frameworks Foundations, philanthropic capital allocators, and corporate venture funds rethinking how they fund collective goods Audience outcomes A clearer view of how AI partnerships at the scale of Microsoft and OpenAI are actually governed. A working vocabulary for Quadratic Voting, Quadratic Funding, and Plurality, with concrete examples of where each is operating. A sharper sense of where current antitrust, data, and AI regulation is heading in the US, EU, and Asia. Specific design ideas for participatory decision-making inside large organisations, not generic engagement theory.

Why organisations work with Hatem Salem Operating perspective from running an integrated communication group across Cairo and Paris since 1991, including Media Hatem Salem, Brands & Branding, Act CSR, and Global Arabian Network. Few speakers on AI in marketing have built and led the full agency stack themselves. Practical fluency in MENA consumer markets that most Western marketing speakers do not have, useful for organisations looking at brand entry, expansion, or partner work across the Arab world. Track record of building owned platforms, including Cairo Fashion Week, Cairo Mobile Film Festival, Egypt CSR Day, the International Branding Conference, and the Blue Star Award. Useful for clients thinking about brand events as a channel, not a line item. Multiple Agency of the Year awards from the International Advertising Association Egypt Chapter, including for the Smart Village and Sharm El Sheikh public service campaigns. Concrete agency credibility, not a personal-brand claim. Current focus on neuromarketing and AI in advertising creativity gives buyers a speaker who can connect behavioural science, generative tools and brand strategy in the same talk, rather than picking one lens. Biography highlights Chairman and CEO, Hatem Salem Communication Group; founder of Media Hatem Salem (1991), Brands & Branding (2000), Act CSR (2010), and Global Arabian Network (2014). Founder and President of Cairo Fashion Week, Cairo Mobile Film Festival, Egypt CSR Day, the International Branding Conference, and the Blue Star Award. Multiple Agency of the Year awards from the International Advertising Association Egypt Chapter and from the American University in Cairo. BA in Mass Communication, Cairo University; MA in Mass Communication, Press, Publicity, New Media and Cinema Science, Stendhal Grenoble 3. Former journalist and press correspondent in Paris covering European and Middle Eastern media for over five years. Has taught media, marketing, branding and advertising at Cairo University, the French University in Egypt, the British University in Egypt and the University of Grenoble. Biography The marketing function is being rebuilt twice over. AI is reshaping how creative, media and customer experience are produced, and the audience side has changed too, with attention more fragmented and brand loyalty thinner than at any point in the past two decades. Most organisations are still reasoning about this as a set of tool choices, when the real question is which parts of the marketing operation hold their shape and which get redesigned. Salem has been running marketing and communication businesses through every prior wave of this shift. He founded Media Hatem Salem in Cairo in 1991, then built out an integrated group with Brands & Branding, Act CSR, and the Global Arabian Network, working across above the line, below the line and through the line channels for clients across Egypt and the wider Arab market. The group has earned multiple Agency of the Year honours from the International Advertising Association Egypt Chapter, including for the Smart Village and Sharm El Sheikh campaigns. Alongside the agency work, he has built owned brand platforms that operate as commercial assets in their own right. Cairo Fashion Week, Cairo Mobile Film Festival, Egypt CSR Day, the International Branding Conference and the Blue Star Award all sit inside the group, giving him a working view of brand events as a channel rather than a marketing line item. Earlier in his career he worked as a Paris-based press correspondent covering European and Middle Eastern media, and held research and teaching posts at Stendhal Grenoble 3, Cairo University, the French University in Egypt, and the British University in Egypt. His current work focuses on neuromarketing, AI in advertising creativity, AI in event management, and the future of media, cinema and social platforms. The connecting thread is operational: how generative tools, behavioural science and experience design change what marketing teams actually produce, and what stays human. Key speaking topics Neuromarketing and consumer behaviour AI in advertising and creative production AI in marketing and customer experience Brand strategy in MENA and emerging markets Event platforms as brand assets The future of media, cinema and social platforms Corporate social responsibility and brand reputation Ideal for CMOs, brand directors and marketing leadership teams rebuilding the marketing operating model around AI. Boards and executive teams of consumer brands entering or scaling in MENA and the Arab market. Heads of communications, customer experience and creative agencies working through generative AI integration. Event, sponsorship and brand partnership leads rethinking the role of owned platforms. Audience outcomes A clearer view of which parts of the marketing operation are most exposed to AI redesign, and which parts hold. Working examples of neuromarketing and behavioural science applied to brand, advertising and event work. A practitioner read on the MENA market that most Western marketing voices cannot provide. A more concrete sense of how owned brand platforms function as a commercial channel. Sharper questions for CMOs and agency partners on AI in creative production, personalisation and customer experience.

Why organisations work with Louis Gudema He has published an award-winning framework for the order in which B2B marketing should be built. The Bullseye Marketing model, set out in a 400-page second edition that won the 2023 Goody Business Book Award for Best Marketing/Branding Book, sequences fast-payback demand programs before brand investment rather than running them in parallel. He has run the playbook himself at scale. Gudema founded Magic Hour Communications, pivoted it from services into an early SaaS business with a Web CMS product, grew it into one of the top firms in its national market, and exited in 2009, so the operating advice is tested against a P&L he owned. He has worked across roughly 200 organisations from IBM down to early-stage MIT spin-outs, which means a CMO or founder gets advice calibrated to the actual stage of their business rather than a generic enterprise template. His MIT Venture Mentoring Service work, including ten consecutive years of the MIT marketing boot camp, gives him pattern recognition on what actually moves revenue for a young technology company versus what wastes founder time. He brings a behavioural-economics layer that most B2B marketers ignore. His brain-science talk applies seven named heuristics (anchoring, authority, availability, liking, loss aversion, reciprocity, scarcity) to live sales and marketing decisions. Biography highlights Author of Bullseye Marketing: How to Grow Your B2B Business Faster, second edition 2023. 2023 Goody Business Book Award winner for Best Marketing/Branding Book; finalist at the Book Excellence Awards; named to Book Authority’s Best Marketing Plan Books of All Time. Founder and former CEO of Magic Hour Communications, an early SaaS firm with the MagicWand Web CMS, sold in 2009. Founder of Revenue & Associates, LLC, a fractional CMO practice for B2B startups and growth-stage companies. Mentor with the MIT Venture Mentoring Service and leader of the annual MIT marketing boot camp, tenth edition in 2024. Contributor to Harvard Business Review, MarketingProfs, HubSpot, VentureBeat, Content Marketing Institute, Chiefmartec, and TechTarget. Biography Most B2B marketing budgets are spent in the wrong order. Brand campaigns get funded before the demand-generation programs that would have paid for them, and the pipeline arrives late. Bullseye Marketing, the book Louis Gudema published in its second edition in 2023, exists to fix that sequencing problem. The framework is built around three concentric rings. Start with the customers and prospects already in the system, where conversion is fastest. Move outward into demand capture and active-buyer programs, search, retargeting, and review sites. Then, with cash flow funding it, invest in the brand and awareness work that compounds over the years. The book won the 2023 Goody Business Book Award for Best Marketing/Branding Book and a Book Excellence Awards finalist nod, and was named one of the Best Marketing Plan Books of All Time by Book Authority. Gudema runs the playbook for a living. He founded Magic Hour Communications, pivoted it from a marketing-services agency into an early SaaS firm built around a Web CMS product, grew it into one of the top three or four firms in its market, and exited in 2009. He now operates revenue & associates as a fractional head of marketing, and has worked with roughly 200 organisations from IBM to early-stage MIT spin-outs. The MIT connection runs deep. Gudema mentors through the MIT Venture Mentoring Service and led the tenth annual MIT marketing boot camp in 2024. His writing in Harvard Business Review, MarketingProfs, HubSpot, and VentureBeat extends the same operating thesis: B2B growth comes from disciplined sequencing of programs with measurable ROI, not from creative reinvention. Key speaking topics B2B marketing strategy and demand generation Bullseye Marketing framework Startup and scale-up growth marketing Behavioural economics in B2B sales and marketing Fractional and interim marketing leadership Account-based marketing and pipeline acceleration Ideal for CEOs and founders of B2B technology and SaaS companies under $50m in revenue CMOs and heads of marketing at growth-stage businesses need to defend program spend to a CFO Investor-backed startup cohorts and accelerator programs looking for a sequenced go-to-market playbook Sales leaders responsible for the pipeline who want to align marketing programs to revenue-cycle reality Audience outcomes A defensible order in which to run B2B marketing programs, with the fastest-payback work first A working knowledge of the three-ring Bullseye Marketing Framework and how to apply it to an existing budget Specific demand-generation tactics, search, retargeting, ABM, customer expansion, that map to short payback windows A view of how seven behavioural heuristics change conversion in real B2B sales and marketing assets A shared vocabulary for marketing, sales, and finance to evaluate program ROI on the same terms

Why organisations work with Peter Field His IPA Effectiveness Databank analysis – spanning over 1,000 campaigns, 80+ categories, and 30 years – gives senior marketers an empirical base for budget decisions that no internal dataset can match in scale or authority. The 60:40 principle he co-established with Les Binet is now the dominant reference point for CMO-level investment decisions globally; organisations use it to resist short-term pressure from finance and hold the case for brand building with the board. His 2019 Crisis in Creative Effectiveness report – showing that creatively-awarded campaigns had lost their effectiveness advantage entirely due to short-termism – gives marketing leaders the evidence to argue for sustained creative investment rather than disposable activation. The Creative Effectiveness Ladder, co-developed with James Hurman for Cannes Lions and WARC, gives organisations a practical evaluation tool for assessing the long-term ambition of creative work before it runs. His extension of effectiveness principles into B2B – The Five Principles of Growth in B2B Marketing – fills an empirical gap that most B2B marketing leaders have had to navigate without equivalent guidance. Biography highlights Cambridge graduate; 15 years as a strategic planner at advertising agencies including BMP (later part of the DDB network) Co-author with Les Binet of the IPA Effectiveness Databank series: Marketing in the Era of Accountability (2007), The Long & The Short of It (2013), Media in Focus (2017), Effectiveness in Context (2018) Author of The Crisis in Creative Effectiveness (IPA, 2019) – analysing 24 years of data on the declining relationship between creative awards and business outcomes Co-author with James Hurman of The Effectiveness Code (Cannes Lions/WARC, 2020), which produced the Creative Effectiveness Ladder framework Honorary Fellow of the UK Institute of Practitioners in Advertising Regular keynote speaker at the Cannes Lions Festival of Creativity, IPA EffWeek, and WARC Sessions Biography Marketing measurement has a structural flaw: the channels easiest to measure in real time are the ones least suited to building durable growth. Peter Field has spent 25 years making that argument with evidence – the IPA Effectiveness Databank, a repository of independently verified advertising effectiveness data spanning more than three decades. With Les Binet, Field co-authored the series of IPA Effectiveness Databank reports that set the empirical terms for decisions about budget allocation, media strategy, and creative investment. The Long and the Short of It (2013) established the 60:40 principle: most organisations systematically under-invest in brand building relative to short-term activation. Long-term emotional campaigns, the data showed, generate roughly double the profit of short-term approaches. The series has been cited in over 70 international academic publications and textbooks. Field’s solo research extended these findings into the relationship between creativity and effectiveness. The Crisis in Creative Effectiveness (IPA, 2019) revealed that creatively-awarded campaigns had become no more effective than non-awarded ones – the first time in 24 years of data – driven by the industry’s shift toward short-term activation work. His co-authored Creative Effectiveness Ladder, developed with James Hurman for Cannes Lions and WARC, provides a practical framework for evaluating the long-term ambition of creative work before it runs. A Cambridge graduate and former strategic planner at BMP, Field is an Honorary Fellow of the UK Institute of Practitioners in Advertising. His research has been presented at Cannes Lions, WARC Sessions, and IPA EffWeek, and has shaped how CMOs, CFOs, and boards across the world evaluate the returns on marketing investment. Key speaking topics Marketing effectiveness and budget allocation Long-term brand building vs. short-term sales activation Creative effectiveness and the business case for creativity Measurement, metrics, and the limits of digital attribution Brand growth and pricing power B2B marketing effectiveness Evidence-based commercial strategy Ideal for CMOs and senior marketing leaders under short-term commercial pressure from CFOs or boards CFOs and CEOs seeking an empirical framework for evaluating marketing investment decisions Brand and creative strategy leads making the case for long-term creative ambition internally B2B marketing directors who have lacked an effectiveness evidence base equivalent to B2C Audience outcomes A clear, evidence-based framework for allocating budget between brand building and short-term activation – grounded in 30+ years of campaign data A working understanding of why short-term digital metrics can systematically mislead commercial decision-making The analytical language to present the commercial case for brand investment to a CFO or board Practical criteria for evaluating whether a creative strategy is built for long-term effectiveness or short-term efficiency Awareness of how the Five Principles of Growth in B2B Marketing translate consumer effectiveness evidence into B2B strategy

Why organisations work with Anna Rosling Rönnlund Her Factfulness framework – co-developed with Hans and Ola Rosling and verified through Gapminder’s systematic global testing – gives leadership teams a named, testable inventory of the cognitive instincts that distort how they read global trends; knowing which instinct is operating is more actionable than being told to think more carefully about data. Dollar Street, the income-sorted photographic database she founded at Gapminder, organises 30,000+ images from 50+ countries by purchasing power rather than by geography – showing what global consumers actually look like at different spending levels in a way that statistical reports rarely achieve. She brings a combination almost nobody in this space can match: rigorous sociological training (Lund University), professional photography, senior UX design at Google, and twenty years building Gapminder’s data tools for mass, non-specialist audiences. Factfulness has sold over 2.5 million copies in 45+ languages; organisations engaging her work are connecting to a framework already embedded in business schools, executive education programmes, and corporate strategy teams internationally. She leads ESG and SDG literacy workshops using Gapminder’s verified, publicly available global datasets – giving organisations a grounded, non-ideological entry point to sustainability strategy built on measurable global reality rather than advocacy frameworks. Biography highlights Co-founder and VP, Head of Design and User Experience, Gapminder Foundation (est. 2005, Stockholm) Designed Trendalyzer – the animated bubble-chart visualisation tool – acquired by Google in 2007; Senior UX Designer, Google Mountain View (2007-2010) Co-author, Factfulness (Flatiron Books, 2018) – New York Times bestseller; 2.5 million+ copies sold; 45+ language editions Founder of Dollar Street (2016) – 30,000+ income-sorted photographs from 50+ countries, free under Creative Commons licence TED speaker (2017): “See how the rest of the world lives, organized by income” Honorary Doctorate in Informatics, University of Skövde (2018) Fast Company World Changing Ideas Award, Photography and Visualization category (2017) Biography Global strategy conversations are routinely shaped by assumptions that are decades out of date. Gapminder, the foundation Anna Rosling Rönnlund co-founded in 2005, was built to measure this problem precisely. It tests what people believe about the world, identifies where those beliefs are provably wrong, and develops tools to correct them. Her first major contribution was Trendalyzer, an animated visualisation tool she designed with Ola Rosling that made decades of development data readable in seconds. Google acquired it in 2007. When she and Ola returned to Gapminder in 2010, the mission shifted from visualisation to diagnosis: systematically testing what educated, experienced people get wrong about global development – and why. That diagnostic work produced Factfulness, co-authored with Hans Rosling and Ola Rosling and published in 2018. The book names ten cognitive instincts – including the gap instinct and the generalisation instinct – that cause leaders to systematically misread global trends. It became a New York Times bestseller, with over 2.5 million copies sold across 45 languages. Her parallel project, Dollar Street, sent photographers to 50+ countries to document everyday life at every income level – 30,000+ images, organised by purchasing power rather than geography. These images replace national stereotypes with income-level reality, giving organisations a concrete tool for understanding global consumers. Anna holds a Master’s in Sociology from Lund University and a Bachelor’s in Photography from Gothenburg University. She was awarded an Honorary Doctorate in Informatics from the University of Skövde in 2018 and received the Fast Company World Changing Ideas Award in the Photography and Visualization category in 2017. Key speaking topics Fact-based decision-making and the Factfulness framework Global development trends and emerging market realities Data visualisation and communicating complexity to non-specialist audiences Consumer demographics and income-level market analysis Dollar Street and visual approaches to global data ESG and SDG literacy for business Strategic misconceptions and cognitive bias in leadership Ideal for Boards and senior leadership teams making strategic decisions about global markets, risk, or emerging economies Chief Strategy Officers and heads of corporate strategy evaluating long-term assumptions and scenario plans Sustainability and ESG leads working with SDG frameworks and global impact data Leadership development and executive education programmes building data literacy and fact-based reasoning habits Audience outcomes A working understanding of the ten Factfulness instincts and how they distort strategic decision-making Practical methods for identifying and correcting the shared assumptions driving organisational strategy A reframed view of global consumer markets using Dollar Street’s income-level visual data, reducing reliance on outdated country stereotypes Greater confidence in questioning shared assumptions during leadership team discussions and board conversations Awareness of which global trends are measurably improving versus declining, grounded in Gapminder’s verified datasets