Business Continuity and Crisis Management speakers

Why organisations work with Jonathan Gabay He writes the textbooks the field uses. Brand Psychology (Kogan Page) and Practical Digital Marketing and AI Psychology (Routledge) are professional references, not bureau-circuit titles. He reads brand crises in real time on BBC, CNN, Bloomberg and Sky, which means his commercial diagnosis comes from sustained exposure to live reputational damage, not case-study retrospectives. He treats AI in marketing as a trust problem, not an automation problem, and connects ethics, prompt engineering and consumer psychology in one argument senior marketers can act on. His Saatchi & Saatchi Direct origin is creative, not academic, so the strategic frame stays tied to what actually moves a customer. Biography highlights Author of Brand Psychology (Kogan Page) and Practical Digital Marketing and AI Psychology (Routledge, 2024), professional textbooks used by marketing students and practitioners. Former Group Creative Head, Saatchi & Saatchi Direct. Fellow of the Chartered Institute of Marketing and accredited brand journalist. Senior lecturer in crisis management and prompt engineering; teaching record at the London School of Economics, Management Centre Europe and Newport University. Course leader on digital psychology programmes for the Chartered Institute of Marketing and the Direct Marketing Association of Northern California. Regular media commentator on branding, political PR and AI for BBC (including Newsnight), CNN, Bloomberg, Sky, Channel 5 and ABC. Biography Most brands now compete on a question they have not faced before. Not how to reach an audience, but whether anyone still believes the message when they get it. Generative AI has industrialised marketing output and consumers have responded with a sharper, quieter scepticism that no media spend can buy past. Jonathan Gabay has spent three decades on the inside of that question. He started in creative work at Saatchi & Saatchi Direct, where he became Group Creative Head, then moved into the analytical side of the same problem. Brand Psychology (Kogan Page) sets out how social psychology, cognitive science and neuroscience explain why consumers trust some brands and abandon others, and what CEO reputation does to both. His 2024 Routledge textbook Practical Digital Marketing and AI Psychology extends the argument into the AI era. The book is used as a professional reference by marketing students and practitioners, and treats AI not as a productivity tool but as a force that changes the psychological contract between brand and buyer. He teaches the same material as a senior lecturer in crisis management and prompt engineering, with course work at the London School of Economics, the Chartered Institute of Marketing and the Direct Marketing Association of Northern California. The commentary record matters because it is unusually current. BBC Newsnight, CNN, Bloomberg, Sky and Channel 5 use him to read live brand and political PR crises as they unfold, which is why the keynote material is closer to a working diagnostic than a finished case study. Key speaking topics Brand psychology and consumer trust AI ethics in marketing communications Digital trust and online consumer behaviour Crisis communications and brand reputation Political PR, propaganda and persuasion Prompt engineering for marketers CEO reputation and brand storytelling Ideal for CMOs, brand directors and marketing leadership teams rebuilding trust under AI Communications, PR and corporate affairs leaders facing reputational risk Boards and executive teams of consumer-facing brands Marketing and brand functions integrating AI into customer-facing work Audience outcomes A working model of how consumers form trust in brands and what AI changes about it A clearer view of where AI use crosses the ethical line that customers actually punish Sharper diagnosis of brand and reputation crises drawn from live media cases A practical reading of where prompt engineering and marketing psychology meet Confidence to make defensible commercial calls on AI in marketing communications

Why organisations work with Julien Simon-Chautemps He has run live, multi-million-pound decisions across 265 Grands Prix, where the cost of a wrong call is measured in tenths of a second and broadcast to a global audience. Few speakers operate from that altitude of pressure. He explains the F1 pit wall as a working management system: how information flows from car to engineer to strategist to driver, what gets filtered, and how the team avoids the two failure modes of analysis paralysis and over-reaction. He sat next to one of the most demanding drivers in modern F1 history, Kimi Raikkonen, and can describe in concrete terms how to communicate with high-performers who do not want managing, only useful input. He is still active in the sport as a Canal+ and F1 TV technical analyst, which keeps the case material current rather than nostalgic. The session does not rely on the 2007 Toyota years to make its point. He brings the engineer’s view, not the driver’s. Audiences get the side of the cockpit where the strategy, the data, and the team coordination actually happen. Biography highlights 14 seasons as a Formula 1 race engineer across Toyota, Lotus/Caterham, Renault/Lotus Renault, and Sauber/Alfa Romeo 265 Grands Prix attended trackside between 2007 and 2022 Race engineer to Kimi Raikkonen at Alfa Romeo through his final F1 seasons; previously worked with him at Lotus Engineered drivers including Jarno Trulli, Romain Grosjean, Pastor Maldonado, Vitaly Petrov, Jolyon Palmer, and Marcus Ericsson Founder of JSC7 Engineering Ltd (2022), providing motorsport consultancy, race strategy, and data analysis services Technical analyst for Canal+ and on-air pundit for F1 TV; aerospace engineering graduate of IPSA Paris (2002) Biography The pit wall in Formula 1 is one of the most concentrated decision environments in any industry. Tyre choices, fuel loads, safety-car responses, and pit-stop calls all happen on a clock that does not negotiate. Julien Simon-Chautemps spent fourteen seasons running that environment as a race engineer, including the final F1 chapter of Kimi Raikkonen’s career at Alfa Romeo. His route into the cockpit conversation was technical, not glamorous. He trained as an aerospace and aeronautical engineer at IPSA in Paris, then ran junior single-seater programmes at Prema Powerteam and Trident before stepping onto the F1 grid with Toyota in 2007. By the time he retired from trackside duties in 2022, he had attended 265 Grands Prix across Toyota, Lotus, Caterham, Renault, Sauber, and Alfa Romeo. The drivers he worked with were not interchangeable personalities. Jarno Trulli, Romain Grosjean, Vitaly Petrov, Pastor Maldonado, Jolyon Palmer, Marcus Ericsson, and Raikkonen each demanded a different style of communication. That range is what gives his sessions their texture: he is talking about how to lead and inform high-performers who will not tolerate noise, not how to motivate average teams. Today he runs JSC7 Engineering Ltd, a motorsport and automotive consultancy he founded in 2022, and contributes technical analysis to Canal+ and F1 TV. The keynote work draws on the same source material the consultancy does. Senior teams hear how an F1 garage actually coordinates, where the failure points sit, and what leaders in regulated, high-stakes industries can take from a sport built around the discipline of tenths. Key speaking topics Decision-making under time pressure High-performance team coordination Real-time communication between technical and executive functions Leadership of elite individual performers Operating rhythms in high-stakes, regulated environments Data, instinct, and the limits of each in live decisions Resilience and recovery in competitive cycles Ideal for COOs, transformation leads, and operational executives running time-critical functions Senior leadership teams in regulated or safety-critical industries (aviation, energy, financial markets, healthcare) Engineering and technology leaders building decision systems around live data Sales, trading, and front-line teams whose performance depends on second-by-second judgement Audience outcomes A working picture of how an F1 team turns live data into a single coordinated decision, with named examples from the pit wall Sharper language for the difference between a fast decision and a rushed one A feel for how high-performers actually want to be communicated with under pressure, drawn from years alongside Raikkonen and Grosjean Specific habits leaders can install before high-pressure moments rather than improvise during them A closer view of the sport itself: what the audience hears on the radio is the surface of a much larger system

Why organisations work with Kari Nixon She brings the historical pattern recognition of a literary scholar trained in 19th-century epidemic narratives to live problems of misinformation, vaccine hesitancy, and corporate trust collapse. Her published work, including “Quarantine Life from Cholera to COVID-19” with Simon and Schuster, gives her a public platform that translates academic rigour into language a board can act on. She has worked the actual mechanics of disinformation as a Norway-based fact-checker for Logically Facts, not just commented on it from the outside. Fluency in Norwegian and English, plus a decade living between the United States and Scandinavia, makes her unusually credible on cross-cultural risk messaging for organisations operating across both markets. She trains scientists, executives, and communicators on the specific point most playbooks miss: framing decides whether data lands or rebounds. Biography highlights Author of “Quarantine Life from Cholera to COVID-19” (Tiller Press, Simon and Schuster, 2021), a public-facing book drawing thirty lessons from past pandemics. Author of the academic monograph “Kept from All Contagion” (SUNY Press) on germ theory and Victorian narrative. Co-editor of “Endemic: Essays in Contagion Theory” and “Theorizing Syphilis and Subjectivity,” both Palgrave Macmillan. PhD, English, Southern Methodist University, 2015. Former Assistant Professor of English at Whitworth University, specialising in medical humanities and Victorian literature. Norway-based fact-checker at Logically Facts; bylines at CNN, HuffPost, and YES! Magazine. Biography The way an institution names a risk shapes whether the public obeys, ignores, or revolts against it. Kari Nixon spent her academic career inside that question, reading how Victorian Britain talked itself through cholera, syphilis, and tuberculosis, then watched the same patterns repeat in real time during COVID-19. That double vantage, historical scholar and live observer, produced “Quarantine Life from Cholera to COVID-19” with Simon and Schuster’s Tiller Press, a book that translates two centuries of epidemic communication failures into operating lessons for the present. Her academic monograph “Kept from All Contagion” with SUNY Press sits behind it, alongside two co-edited Palgrave Macmillan volumes on contagion theory and the cultural history of disease. She left a faculty role at Whitworth University to work in Norway, including as a fact-checker at Logically Facts, monitoring how disinformation moves on social platforms. The shift from English department to fact desk is the point. Her argument is that risk communication is not a science problem with a comms wrapper. It is a narrative problem with a science core, and the people best placed to fix it are the ones who can read both registers. Her writing has appeared in CNN, HuffPost, and YES! Magazine. She works with science labs on graduate communication training, with corporate teams on crisis framing, and with cross-Atlantic organisations on how a message built for an American audience tends to misfire in a Nordic one, and the reverse. Key speaking topics Risk and crisis communication Misinformation and disinformation in public discourse Public trust in institutions Health communication and vaccine hesitancy Cross-cultural communication between the United States and Europe Narrative framing of contagion and contagion-adjacent risks Media literacy training for organisations Ideal for Communications, public affairs, and corporate affairs leads preparing for reputational or regulatory shocks Health, life sciences, and public sector organisations facing trust deficits with the public they serve Cross-border leadership teams operating between North America and the Nordics Science and research institutions whose technical experts need to speak to non-technical audiences Audience outcomes A working diagnosis of where their current crisis playbook will break under speed, scale, or scepticism Specific historical analogues showing what worked and what backfired when institutions tried to correct misinformation A framework for assessing whether a given message will travel, mutate, or be rejected by its intended audience A clearer sense of how Nordic and Anglo-American audiences read trust signals differently Language they can use the next morning to reframe a contested fact for a sceptical public

Why organisations work with Khadra Sufi Fifteen-plus years of live television means she handles unscripted moments, technical hiccups, and difficult guests the way a working broadcaster does, not the way an event host learns to. Bilingual moderation in German and English at a professional broadcast standard, useful for DAX-listed companies and international brands running mixed-language audiences from a single stage. A QVC track record selling on live retail television, which translates directly to product launches, brand reveals, and live commerce formats where pacing and credibility matter more than polish. A Spiegel bestselling memoir and a UN Refugee Aid ambassadorship give her a separate, bookable keynote on resilience and reinvention when the brief calls for personal-story content alongside hosting. Biography highlights Author of “Das Madchen, das nicht weinen durfte” (Sudwest Verlag, 2010), a Spiegel bestseller about her family’s flight from Somalia and asylum in Germany. UN Refugee Aid (UNO-Fluchtlingshilfe) ambassador since 2012. Reporter for Bild in Cologne (2008-2010) and live reporter and author for WDR Lokalzeit Ruhr (2009-2012). Brand ambassador and presenter at QVC Dusseldorf, including her own clothing line. Guest on national German television including Markus Lanz (ZDF), Hartaberfair (ARD), Menschen bei Maischberger (ARD), Plasberg in Person (WDR), and ZDF Mittagsmagazin. Biography A corporate gala, a press conference, and a livestreamed product launch all need the same thing on stage: a host who can read a room, talk to a stranger on camera, and not flinch when the autocue fails. That is broadcast craft, and it is what Khadra Sufi has done professionally for more than fifteen years. Her route in is unusual. The daughter of a Somali diplomat, she grew up between Yemen, Zambia, Saudi Arabia, and East Berlin before her family fled the Somali civil war in 1990 and arrived in Germany as asylum seekers. She trained as a medical assistant, completed her secondary education in Germany, and moved into journalism via Bild in Cologne and WDR Lokalzeit Ruhr, working as a live reporter and author from 2009 to 2012. The on-camera work expanded into national appearances on Markus Lanz, Hartaberfair, Menschen bei Maischberger, and Plasberg in Person, and into commercial broadcasting through QVC Dusseldorf, where she is a long-running brand ambassador and runs her own clothing line. She moderates corporate events, panels, and product launches in German and English, and is based in Hamburg. Her 2010 memoir “Das Madchen, das nicht weinen durfte” became a Spiegel bestseller and reissued through Penguin Random House. Since 2012 she has been an ambassador for UN Refugee Aid (UNO-Fluchtlingshilfe), which is also the foundation for her keynote work on displacement, resilience, and reinvention when an organiser wants more than a host on the bill. Key speaking topics Event hosting and moderation Panel facilitation Live product launches and brand reveals After-dinner and awards hosting Resilience and personal reinvention Refugee experience and integration Ideal for Corporate communications and brand teams running bilingual German-English galas, conferences, or product launches Marketing and retail leaders booking live commerce, brand reveals, or QVC-style on-camera formats DEI, CSR, and employee engagement leads commissioning a personal-story keynote on displacement, resilience, and reinvention Audience outcomes An event that holds together across a long-format agenda, with a host who keeps senior guests sharp and the audience present A bilingual stage that does not lose energy when switching between German and English speakers For keynote bookings: a first-person account of statelessness, asylum, and rebuilding a working life in a new country, told without sentimentality A practical reference point for what employee-facing communication on refugee and integration topics can sound like when it is delivered by someone who has lived it

Why organisations work with Lene Gammelgaard A first-person account of one of the most studied leadership failures in modern climbing, told by someone who summited and returned alive. This is primary-source material on what happens to teams when a plan meets a real crisis. A defined methodology, The Everest Way, that she has refined over more than two decades of corporate work into a structured framework for risk willingness, decision-making and team conduct under uncertainty. A published memoir, Climbing High, translated into thirteen languages, that gives her credibility a body of work behind it rather than a single anecdote. Working languages of English, Danish and German, which makes her practical for Nordic and DACH leadership programmes where the cultural register matters as much as the content. Biography highlights First Scandinavian woman to summit Mount Everest, 10 May 1996, on Scott Fischer’s Mountain Madness expedition. 35th woman in history to reach the Everest summit. Author of Climbing High: A Woman’s Account of Surviving the Everest Tragedy, translated into 13 languages. Portrayed by Charlotte Boving in the 2015 feature film Everest. Founder of Lene Gammelgaard Consult, a leadership and human-innovation practice based in Copenhagen. Speaks English, Danish and German for keynotes and workshops. Biography The 1996 Everest season is now a standard reference in business school case discussions of decision-making under pressure. Eight climbers died in the storm of 10 May. Lene Gammelgaard summited that day and came down alive, and she has spent the years since translating what happened on the mountain into language that senior leaders can use. She was the first Scandinavian woman to reach the summit, and the 35th woman in history. The expedition was Scott Fischer’s Mountain Madness team, which lost Fischer himself in the storm. Her memoir Climbing High, published in 1999 and translated into thirteen languages, is one of the few first-person survivor accounts in print. What turns the story into corporate work is her practice. From Copenhagen she runs a leadership consultancy built around a method she calls The Everest Way: a structured way of thinking about risk willingness, mental discipline and conduct toward team-mates when conditions are deteriorating. The reference points are mountaineering, but the application is boards and executive teams who recognise the dynamics in their own environments. She works in English, Danish and German, and is a regular contributor to Danish and German press on leadership and resilience. The 2015 feature film Everest, in which she is portrayed by Charlotte Boving, has kept the underlying story in front of new audiences and given her keynote work an unusually long shelf life. Key speaking topics Leadership and decision-making under extreme pressure Crisis survival and post-crisis recovery Resilience and mental discipline Risk willingness as a condition for innovation Values-based leadership Team conduct in high-stakes environments Ideal for CEOs, executive committees and boards preparing for crisis conditions Leadership development programmes for senior and high-potential leaders Sales kick-offs, partner conferences and offsites where the brief calls for substance behind the inspiration Nordic and DACH audiences where a native-language register is preferred Audience outcomes A first-person frame of reference for what leadership actually looks like when a plan fails. A clearer view of the link between individual composure and team survival under pressure. A working vocabulary for talking about risk willingness inside their own organisation. A sharper read on the difference between bravado and considered courage in senior decision-making.

Why organisations work with Lewis Dartnell Translates planetary-scale science into commercial foresight that leadership teams can actually use in strategy work. Author of The Knowledge, a Sunday Times bestseller built around a question every operator should be able to answer: which technologies in your value chain are foundational, and which are replaceable. Connects geology, biology and climate to the present-day shape of supply chains, geopolitics and consumer behaviour, drawing on the Origins thesis translated into thirty languages. Brings broadcast-grade communication craft from BBC Horizon, Stargazing Live and a main-stage TED talk, calibrated for board and executive audiences, not lecture rooms. One of a small number of working research scientists who can hold a 45-minute keynote at the level required by a CEO offsite without losing scientific rigour. Biography highlights Professor of Science Communication, University of Westminster. PhD in Astrobiology, University College London. Former UK Space Agency Research Fellow at the University of Leicester. Author of The Knowledge, Origins, and Being Human, plus Life in the Universe and a guide to the solar system; Sunday Times bestsellers translated into more than thirty languages. Main-stage TED speaker (TED2015) and regular BBC presenter across Horizon, The Sky at Night and Stargazing Live. Bylines and contributions in The Guardian, The Times, New Scientist and The Daily Telegraph. Scientific consultant on HBO Max’s Station Eleven and on Brian Cox documentaries. Biography Modern organisations sit on top of scientific systems that almost no one in the room can explain. Energy, materials, communication networks, food chains, the climate envelope they operate within. When those systems shift, the strategic consequences arrive quickly, and the executive team often lacks the language to see them coming. Lewis Dartnell’s work attacks that gap directly. The Knowledge: How to Rebuild Our World from Scratch, a Sunday Times bestseller, asks which technologies a civilisation would have to recover first, and why. It is a thought experiment with a hard commercial edge. Strip away the assumptions, and what is actually foundational? A copy sits on the surface of the moon. The book has been adopted as a thinking tool in industries that depend on long-horizon decisions. Origins extended the argument to geology, plate tectonics and climate as drivers of human history, and has been translated into thirty languages. Being Human, his most recent book, examines how human biology and psychology continue to shape political, economic and consumer behaviour. The through-line is consistent: deep scientific structure explaining surface-level outcomes that boards spend their time arguing about. He holds a chair in science communication at the University of Westminster after research roles at University College London and the UK Space Agency programme at Leicester. His broadcast work for the BBC, his TED talk and his scientific consultancy on shows such as Station Eleven mean he speaks at a register designed for general audiences without losing the underlying rigour. For a senior leadership team trying to think clearly about technology, resources and the next twenty years, he is one of a small number of speakers who can hold both ends at once. Key speaking topics Strategic foresight and first-principles thinking Resilience and civilisational technology Long-range science and the future of business Geopolitics, resources and climate Space exploration and the commercial space economy Astrobiology and the search for life Human biology and behaviour as commercial forces Science communication and clear thinking Ideal for Board offsites and CEO leadership summits requiring scientific perspective on long-range risk CSOs, heads of strategy and corporate development teams running scenario work Innovation, R&D and technology leadership groups CHRO and leadership development audiences building first-principles thinking capability Audience outcomes A sharper view of which technologies and resources are foundational to the business, and which are substitutable A grounded understanding of the planetary and biological forces shaping geopolitics, supply chains and consumer behaviour A working vocabulary for long-range scientific risk that senior teams can use in their own strategy conversations A more disciplined first-principles approach to questioning assumptions inside the organisation Genuine intellectual engagement from senior audiences who normally tune out of “future trends” content

Why organisations work with Libby Jackson She ran live operations on the European module of the International Space Station as Columbus Flight Director, a seat where decisions are made in minutes with crew lives in the loop. That experience is rare on a corporate stage. She built and led the UK Space Agency education programme for Tim Peake’s Principia mission, an outreach effort that reached more than two million students and around one in three UK schools, evidence of operational leadership at national scale. Her account of decision-making under pressure draws on procedures used in mission control rooms, not metaphor, giving senior teams a working vocabulary for handling ambiguity and failure. An OBE for services to the space sector and the 2023 Leif Erikson Exploration History Award place her credentials inside the small group of British human spaceflight leaders that buyers can name. She translates highly technical environments for non-technical audiences without softening the substance, useful for boards and leadership teams that want rigour without the jargon. Biography highlights Columbus Flight Director, European Space Agency Mission Control for the International Space Station, Munich. Head of Space, Science Museum, London, since March 2025, the first holder of the role. Former Head of Space Exploration, UK Space Agency, with prior responsibility for the Human Exploration Programme. OBE, 2023 New Year Honours, for services to the Space Sector. 2023 Leif Erikson Exploration History Award, Exploration Museum, Iceland. BSc Physics, Imperial College London; MSc Astronautics and Space Engineering, Cranfield. Honorary DSc, University of Kent. Fellow of the Royal Aeronautical Society. Author of A Galaxy of Her Own (2017) and Space Explorers (2020), both Penguin. Regular BBC science contributor including Stargazing Live. Biography A Flight Director on the International Space Station has minutes, not hours, to make calls that involve crew safety, multinational politics, and millions of pounds of hardware. Libby Jackson held that seat at the European Space Agency’s Columbus Control Centre in Munich, the European module of the ISS. Seven years inside mission control gave her a working knowledge of how senior teams hold together when consequences are immediate and irreversible. She moved to the UK Space Agency in 2014, where she ran education and outreach for Tim Peake’s Principia mission, the British astronaut’s flight to the ISS. The programme reached more than two million students and around one in three UK schools, an operational result on a national scale. She later became Head of Space Exploration, coordinating UK investments across human and robotic missions, the ISS, and lunar and Mars activity. In March 2025 she took up a new post as Head of Space at the Science Museum in London, the first person to hold that title. Her two books, A Galaxy of Her Own and Space Explorers, both published by Penguin, sit alongside an OBE for services to the space sector and the 2023 Leif Erikson Exploration History Award from the Exploration Museum in Iceland. For corporate audiences, the value sits in what mission control teaches about composure, sequencing and trust under load. Jackson does not offer the space career as inspiration. She uses it as a working case study in how trained teams make decisions when the data is incomplete, the clock is short, and the cost of error is absolute. Key speaking topics Decision-making under operational pressure Mission control leadership and team coordination Human spaceflight and the future of exploration Risk, failure, and recovery in complex systems The Artemis programme and the return to the Moon Women in science and engineering Translating technical work for non-technical audiences Ideal for Boards and executive teams preparing for crisis decision-making and incident leadership Heads of operations, engineering and safety in high-consequence sectors such as energy, aviation, healthcare and defence Transformation and innovation leaders working through high-stakes technical change Corporate STEM, early careers and women in leadership programmes seeking a credible British voice in space Audience outcomes A working picture of how mission control teams structure decisions when consequences are immediate Specific lessons from the Columbus and Principia missions on coordination across multinational expert teams A clearer view of where corporate decision processes break down compared with operational environments built around failure Renewed confidence in the value of preparation, role clarity and handover discipline as leadership tools A sharper sense of where the next decade of human spaceflight is heading, and what that means for industries adjacent to it

Why organisations work with Lord Sebastian Coe He has led, end to end, one of the largest peacetime delivery programmes a UK organisation has ever attempted: the London 2012 bid, build, and Games. Few speakers can talk about institutional execution at that scale from inside the room. As President of World Athletics since 2015, he has run a global federation through doping scandals, Russian sanctions, prize-money reform, and gender-eligibility policy. The case material is contemporary, contested, and useful to any board navigating reputational risk. He moves credibly between elite performance, political office, and institutional governance. That breadth lets him address both the human side of leadership and the structural side without flattening either. He brings a working operator’s view of stakeholder management: IOC, host governments, sponsors, broadcasters, athletes, media. Buyers wrestling with multi-principal accountability get a practitioner, not a commentator. Biography highlights President of World Athletics since 2015; member of the International Olympic Committee since 2020. Chair of the London 2012 bid and of LOCOG, the organising committee that delivered the Olympic and Paralympic Games. Chairman of the British Olympic Association, 2012 to 2016. Conservative MP for Falmouth and Camborne, 1992 to 1997; Chief of Staff to William Hague as Leader of the Opposition; created Baron Coe of Ranmore in 2000. Two-time Olympic 1500m gold medallist (Moscow 1980, Los Angeles 1984); set twelve world records across middle-distance events. KBE (2006), Companion of Honour (2013); author of Running My Life: The Autobiography (Hodder & Stoughton, 2012). Biography The London 2012 bid was three points behind Paris in the final IOC stretch. The committee changed chairs, brought in a new presentation, and won the host vote in Singapore on 6 July 2005. The work that followed, seven years of build, contracts, security, transport, and ceremony, finished on time and inside its public envelope. That is the institutional record buyers come to hear about. What sits behind it is unusual. Coe was an Olympic 1500m champion in 1980 and 1984 and held twelve world records before he left the track. He then served as a Conservative MP for Falmouth and Camborne, became Chief of Staff to William Hague, and was created a life peer in 2000. By the time he chaired LOCOG he had already worked at close range on how political institutions actually function under stress. Since 2015 he has been President of World Athletics. The federation he inherited was in the middle of the Russian doping crisis and faced an open question about whether its own governance was credible. The decade since has involved sanctions, reform of integrity systems, the introduction of prize money at the Olympic Games, and contested decisions on transgender and DSD eligibility in elite competition. None of those calls were uncontested; all of them were made. He brings to a corporate audience a working knowledge of leadership where the stakeholders are not aligned, the deadline does not move, and the public verdict arrives the same week as the decision. That is the part of the experience that translates. Key speaking topics Leadership of complex institutions under public scrutiny Delivering large-scale programmes against fixed deadlines Governance reform and integrity in international organisations Stakeholder management across political, commercial, and civic principals Building and sustaining high-performance cultures Legacy, reputation, and long-horizon decision-making Transitioning from individual performance to institutional leadership Ideal for Boards and executive teams running multi-stakeholder organisations where regulators, governments, and the public are all in the room CEOs and transformation leads delivering large programmes against fixed external deadlines Public-sector and federated bodies facing reform under reputational pressure Senior leadership audiences in sport, broadcasting, infrastructure, and major-event delivery Audience outcomes A working frame for setting and holding direction when stakeholders do not share interests Specific case material from London 2012 and a decade at World Athletics on integrity, reform, and crisis response Sharper sense of how to manage the gap between elite performance and institutional leadership Perspective on legacy, reputation, and the trade-offs that surface late in long programmes A direct read on what high-stakes accountability looks like from the inside of the room

Why organisations work with Lucas Papademos A direct, first-hand account of ECB Governing Council decision-making through the 2007–2008 financial crisis and the pre-crisis debates over the Stability and Growth Pact – insight not available from any published report, and accessible only through testimony from those who were in the room. Co-originator of the NAIRU framework (Modigliani & Papademos, 1975, 1978), which remains embedded in how central banks approach the inflation–unemployment trade-off – giving him standing to explain that framework from the inside, not as an interpreter of others’ work. Managed Greece’s euro transition as central bank governor, then led the country’s sovereign debt restructuring negotiations as its prime minister – a full-cycle perspective on monetary union fragility, institutional failure, and crisis resolution that no commentator or external analyst holds. As a member of the G20 Financial Stability Board, the EU Economic and Financial Committee, and the BIS Central Bank Governance Group, he can illuminate how global financial governance actually operates under systemic stress – not as it is documented, but as it is practised. Biography highlights ECB Vice President, 2002–2010, serving under both Wim Duisenberg and Jean-Claude Trichet; member of the ECB Executive Board and Governing Council Governor, Bank of Greece, 1994–2002; architected Greece’s monetary transition from the drachma to the euro Prime Minister of Greece, November 2011–May 2012; led national unity government through the sovereign debt crisis and the largest debt restructuring in EU and OECD history at that time PhD in Economics, MIT, 1978; doctoral supervisor Franco Modigliani (Nobel laureate); co-authored the Modigliani-Papademos NAIRU papers (1975, 1978), foundational to modern monetary policy Faculty positions at Columbia University, University of Athens, and Harvard Kennedy School; Senior Fellow, Center for Financial Studies, Goethe University Frankfurt Member: Academy of Athens (President 2017–2018); G20 Financial Stability Board and Steering Committee; BIS Central Bank Governance Group; EU Economic and Financial Committee Biography Greece’s entry into the eurozone was not a ceremonial event. It required a decade of monetary tightening, institutional credibility-building, and disciplined policy execution. As Governor of the Bank of Greece from 1994 to 2002, Lucas Papademos was the architect of that process, managing the currency transition and imposing the monetary discipline that euro membership demanded. His academic work reaches to the foundations of modern monetary theory. A PhD from MIT under Nobel laureate Franco Modigliani produced the Modigliani-Papademos papers of 1975 and 1978, which introduced the NAIRU concept: the unemployment rate consistent with stable, non-accelerating inflation. The framework shaped how central banks think about price stability trade-offs and continues to be cited in current monetary policy literature. At the ECB, where Papademos served as Vice President from 2002 to 2010, he sat at the centre of European monetary decision-making through the global financial crisis. He was a consistent advocate for the integrity of the Stability and Growth Pact, arguing (before the crisis) that weakening fiscal rules would generate the sovereign debt imbalances that later threatened the currency union’s existence. In 2011, those warnings proved prescient. Papademos returned to Athens as Prime Minister – appointed without parliamentary affiliation to lead a national unity government – and negotiated directly with the IMF, European Commission, and ECB on what became, at the time, the EU and OECD’s largest sovereign debt restructuring. The combination of original macroeconomic theory, eight years inside the ECB’s governing architecture, and crisis governance under extreme political pressure defines a perspective with no close equivalent. Key speaking topics Eurozone sovereign debt and crisis management Monetary policy architecture and central bank strategy European financial stability and macroprudential frameworks Fiscal discipline and European economic governance The political economy of monetary union Sovereign debt restructuring and creditor negotiations Global financial risk and institutional design Ideal for CFOs, chief risk officers, and sovereign debt investors assessing European financial and monetary risk Central bank and treasury audiences engaging with monetary policy frameworks and eurozone governance Board members and senior executives in financial services with exposure to European sovereign or systemic risk Conference conveners and senior programme curators framing high-level discussions on global financial governance or geopolitical economic risk Audience outcomes A grounded understanding of how ECB decision-making operates in practice – including the tensions between fiscal rules, monetary mandates, and political reality that standard accounts do not capture First-hand perspective on the sequence of decisions and institutional failures that produced the 2011 eurozone sovereign debt crisis, and what the resolution process actually involved A framework for distinguishing between sovereign debt fragility, monetary transmission risk, and structural economic weakness – distinctions that matter for investment positioning and policy planning Practical context for evaluating European economic governance reform proposals against the precedents of the most recent crisis – including what was agreed, what was deferred, and why Insight into how technocratic governance functions under democratic pressure, and the institutional limits it encounters

Why organisations work with Lyndon Evans He ran one of the most complex engineering programmes in human history. The LHC took fourteen years, twenty member states and roughly nine billion Swiss francs to build, and it produced the 2012 Higgs boson discovery. The lessons translate. He has lived through the kind of public setback most leaders only theorise about. The 2008 quench accident delayed the LHC’s first physics run by more than a year; how he managed the recovery is the case study, not a slide. He is recognised by the engineering profession, not only the physics community. The IEEE Simon Ramo Medal was awarded for systems engineering leadership, which makes him unusually credible with senior technical and operations audiences. He carries the institutional credentials buyers test against: CBE, Fellow of the Royal Society, Fellow of the American Physical Society, Breakthrough Prize laureate. The credentials are useful because the underlying work is real. Biography highlights Project leader of the Large Hadron Collider at CERN, 1994 to 2008 Director of the Linear Collider Collaboration from 2012, coordinating ILC and CLIC programmes 2012 Special Fundamental Physics Prize (Breakthrough Prize) for leadership of the LHC CBE, 2001 New Year Honours Fellow of the Royal Society (2010), Fellow of the American Physical Society (1991), Fellow of the Learned Society of Wales IEEE Simon Ramo Medal (2014) for systems engineering leadership of the LHC Biography The Large Hadron Collider was approved in 1994 and produced its first proton collisions in 2010. The fourteen-year gap is the story. Twenty member states, several thousand physicists and engineers, more than a hundred countries contributing components, and a budget of roughly nine billion Swiss francs had to be held together through funding rounds, design changes and a 2008 magnet quench that delayed the first physics run by more than a year. Lyndon Evans was the project leader who held it. That kind of work earns a different category of recognition. The 2012 Special Fundamental Physics Prize cited his leadership role in the discovery of the Higgs boson. The IEEE Simon Ramo Medal, awarded two years later, cited his systems engineering leadership specifically. He is a Fellow of the Royal Society, a Fellow of the American Physical Society and was appointed CBE in 2001. Since 2012 Evans has directed the Linear Collider Collaboration, the international body coordinating the next generation of particle colliders. The programmes he is now shaping, the International Linear Collider and the Compact Linear Collider, operate on similar timescales and similar coalitions to the LHC. The institutional questions are the same: how to keep a long-horizon scientific commitment alive through political cycles shorter than its delivery window. For corporate audiences the material is not particle physics. It is the management of complexity at a scale most organisations will not encounter, presented by someone who did the job rather than studied it. A Welsh chemist who switched to physics because he found it easier, Evans speaks plainly about coalitions, recovery from public failure, and the discipline of running programmes whose value will not be visible for a generation. Key speaking topics Leadership of large complex programmes Project recovery after public failure International scientific collaboration Engineering at the edge of feasibility Long-horizon delivery under political cycles Science, discovery and public trust Ideal for Boards and executive teams sponsoring multi-year capital or infrastructure programmes Chief operating officers and programme directors running cross-border delivery at scale Engineering and technology leadership audiences in regulated or research-intensive sectors Conferences on innovation, science and the long view of strategic investment Audience outcomes A working sense of what it takes to hold a long-horizon programme together when funding, politics and engineering all move on shorter cycles A specific account of how the LHC team handled the 2008 quench and what credibility recovery actually involved Language for talking about systems engineering and coalition management that translates from physics to business A grounded view of how scientific discovery is produced, useful for leaders sponsoring R&D, deep tech or moonshot programmes

Why organisations work with Macer Gifford He has built two functioning units from nothing, a Combat Medical Unit with Kurdish forces in Syria and Operation Golden Hour in Ukraine, both still saving lives. That is a rare proof point on creating capability under pressure. He has fought alongside Kurdish and Syriac forces against Islamic State and now serves as a reconnaissance infantryman and medic in the Ukrainian Foreign Legion’s 131st Battalion. The material is firsthand, not interpreted. His talks translate combat decision-making into language a board, a transformation team or a frontline manager can actually use, without the bravado that typically comes with the genre. He brings credible standing on two of the defining conflicts of the era, with published work in The Spectator and The Telegraph and regular appearances on BBC, CNN, MSNBC and Channel 4. He is the author of “Fighting Evil” (Weidenfeld and Nicolson, foreword by Andy McNab), a sustained piece of writing about why an ordinary person chooses to act when most do not. Biography highlights Volunteer fighter with the Kurdish YPG and a Syriac Christian unit in Syria, mid-2015 to 2017, including the Manbij offensive and the siege of Raqqa. Founder of a Combat Medical Unit with Kurdish forces in Syria, still operational, and of Operation Golden Hour, a battlefield first-aid training programme for Ukrainian and international volunteers. Reconnaissance infantryman and medic with the Ukrainian Foreign Legion’s 131st Battalion and the International Cossacks Expeditionary Force; awarded a medal by the Supreme Commander of the Ukrainian Armed Forces. Author of “Fighting Evil: The Ordinary Man who went to War Against ISIS”, Weidenfeld and Nicolson, with a foreword by Andy McNab. Contributor to The Spectator and The Telegraph; regular interviewee on BBC, CNN, MSNBC, Fox News, Channel 4, ITV, Sky News and LBC. Reading for a Master’s in Security, Peace-building and Diplomacy at Loughborough University London. Biography A foreign exchange trader from Cambridge with no military background flew to northern Syria in 2015 and joined the Kurdish YPG. Over the next three years, that decision became one of the longest tours by any British international volunteer in the war against Islamic State, ending at the siege of Raqqa. The interesting question is not why he went, it is what he learned about command, fear and group cohesion when the people around him were untrained, frightened and being killed. Out of that experience came a Combat Medical Unit, built from nothing with Kurdish forces, that still operates in north-east Syria. He repeated the pattern in 2022. Ten days before Russia’s full-scale invasion he was on the ground in Ukraine, and within weeks he had launched Operation Golden Hour, a battlefield first-aid programme that has trained domestic and international volunteers across the conflict. He now serves as a reconnaissance infantryman and medic with the 131st Battalion, was decorated in connection with the liberation of Kherson, and writes about the war for outlets including The Spectator and The Telegraph. His memoir, “Fighting Evil”, carries a foreword by Andy McNab and sits alongside regular appearances on BBC, CNN, MSNBC and Channel 4. For an organisation thinking seriously about leadership when the systems break, the practical question is simple: who actually has done it, and can explain it. Gifford can. Key speaking topics Leadership and decision-making under extreme uncertainty Building teams and capability from scratch in hostile conditions Courage, fear and individual moral choice Frontline lessons from Syria and Ukraine Humanitarian action and combat medicine in conflict zones The fight against Islamic State and the war in Ukraine Ideal for Senior leadership offsites and CEO forums focused on resilience and crisis decision-making Transformation, change and operations leaders dealing with high ambiguity and human risk Defence, security, NGO and public-sector audiences working in unstable environments Conferences and dinners that need a serious, firsthand voice on the conflicts shaping the decade Audience outcomes A direct account of how trust, command and morale actually function when conditions deteriorate A practical view of how small groups build capability quickly when no system supports them A frame for thinking about courage and individual responsibility that does not collapse into cliche A clear-eyed sense of what is happening on the ground in Syria and Ukraine, from someone still serving there

Why organisations work with Mandy Hickson Combat-tested authority on decision-making in time-critical, high-consequence environments, drawn from three operational tours and around 45 missions over Iraq. Formal Human Factors training as a Civil Aviation Authority facilitator, which translates cockpit Crew Resource Management (authority gradient, threat and error management, communication failure) into a vocabulary boards and operational leaders can actually use. A specific argument about how high-performing teams handle ambiguity, debrief honestly, and challenge senior voices, grounded in fast-jet practice rather than generic teamwork content. A track record of being one of two women on her squadron, which gives substance to sessions on inclusion and authority without resorting to slogans. A Fellow of the Royal Aeronautical Society and Aviation Ambassador for the Department for Transport, with an Honorary Fellowship at the University of Winchester to anchor the credentials. Biography highlights First woman to fly the RAF Tornado GR4 on a front-line squadron, No. II(AC) Squadron, after joining the RAF in 1994. Three operational tours and roughly 45 missions over Iraq, including No Fly Zone patrols. Trained Human Factors facilitator with the UK Civil Aviation Authority, working on Crew Resource Management. Fellow of the Royal Aeronautical Society (FRAeS) and Honorary Fellow of the University of Winchester. Aviation Ambassador for the UK Department for Transport; Trustee of the RAF Charitable Trust and the Victory Services Club. Author of An Officer, Not a Gentleman (2020), TEDx speaker, and named “Inspiration of the Year” at the Veterans Business Awards. Biography Combat aircrew do not have the luxury of a long meeting to weigh options. They have seconds, partial information, an authority gradient between cockpit seats, and a debrief afterwards that is brutally honest about what happened and why. That operating model is the source material Mandy Hickson brings to corporate audiences. She joined the RAF in 1994, failed the pilot aptitude tests twice, served as an air traffic controller, and refused to leave it there. She qualified as a fast-jet pilot and went on to fly the Tornado GR4 on No. II(AC) Squadron, completing three operational tours and around 45 missions over Iraq, including patrols of the No Fly Zone. She was the first woman to do that job on a front-line squadron. After leaving front-line service, she trained as a Human Factors facilitator with the UK Civil Aviation Authority. That credential is the part that matters for business audiences. Crew Resource Management gives her a structured vocabulary for the things organisations talk around: authority gradient, threat and error management, communication breakdown, fatigue, the difference between a confident decision and a defensive one. She is a Fellow of the Royal Aeronautical Society, Honorary Fellow of the University of Winchester, Aviation Ambassador for the Department for Transport, and a trustee of the RAF Charitable Trust and the Victory Services Club. Her book, An Officer, Not a Gentleman, was published in 2020 and tells the story without the gloss; the discipline she has built around it is what leadership teams actually buy. Key speaking topics Decision-making under pressure Crew Resource Management and Human Factors in business High-performing team behaviour Calculated risk and risk literacy for leaders Honest debriefs and learning from failure Inclusion and authority in male-dominated environments Resilience and composure for senior leaders Ideal for Boards and executive teams facing decisions with incomplete information and short timelines Operational leadership in safety-critical industries: aviation, energy, healthcare, infrastructure, financial services Transformation, risk and crisis management leads building decision protocols for their organisations Women’s leadership programmes and mixed audiences working on inclusion as a performance issue, not a compliance one Audience outcomes A working vocabulary from Crew Resource Management for talking about decisions, authority and error inside their own teams A sharper view of what an honest debrief looks like and why most corporate post-mortems avoid the real questions Specific behaviours that distinguish high-pressure teams that perform from those that fragment A more useful definition of calculated risk than the one most leadership decks default to Confidence to challenge upwards and to invite challenge downwards, with a clear reason why it matters