Change Management

Why organisations work with Tim Munden His “inner and outer game” framework gives leadership teams a practical diagnostic for the gap between leadership intent and leadership behaviour – and a structured path to close it He built and ran global leadership development for Unilever’s 135,000-person workforce, including pipeline programmes for the most senior roles in the organisation; he knows what works at enterprise scale, not just in the classroom Unilever’s “Discover Your Purpose” programme, which he designed and led, reached 56,000 employees and was validated through randomised controlled trials – a level of rigour that most leadership interventions never reach He co-founded the Global Business Collaboration for Better Workplace Mental Health, giving him a credible and practical perspective on the link between psychological safety, energy, and sustained organisational performance His Senior Associate role at the Cambridge Institute for Sustainability Leadership connects his leadership frameworks to the strategic context – purpose, resilience, and transformation for the longer term – that boards increasingly expect their senior teams to navigate Biography highlights Former Chief Learning Officer and Head of Wellbeing, Unilever – responsible for leadership development and learning across a 135,000-person global workforce Former HR Vice President, Unilever UK & Ireland – a €2.5bn business unit Senior Associate, Cambridge Institute for Sustainability Leadership (CISL), University of Cambridge Founder and Director, Kairon – an executive leadership and culture consultancy Co-founded the Global Business Collaboration for Better Workplace Mental Health; represented Unilever on the UK Thriving at Work Leadership Council Developed Unilever’s “Discover Your Purpose” programme, reaching 56,000 employees with outcomes validated through randomised controlled trials Joined Unilever as a graduate trainee in 1993; career spans roles across the Netherlands, Belgium, the US, and the UK Holds a Bachelor’s and Master’s degree from the University of Manchester and Manchester School of Management Biography Leadership development in large organisations has a persistent failure mode: it develops individuals in isolation from the organisational culture that will either enable or undermine everything they have learned. Tim Munden spent the better part of three decades inside one of the world’s most complex multinationals working on both sides of that problem simultaneously. As Chief Learning Officer and Head of Wellbeing at Unilever, Munden was accountable for leadership capability across a 135,000-person workforce. His approach centred on what he describes as the “inner and outer game” of leadership – the inner being the psychological clarity, purpose, and resilience that allows a leader to act under pressure; the outer being the cultural architecture and organisational design that gives people the conditions to perform. Neither works without the other. That dual framework now shapes how he advises executive teams and consults with organisations across financial services, technology, pharmaceuticals, and consumer goods. The practical rigour behind his work is verifiable. The “Discover Your Purpose” programme Munden designed at Unilever was completed by 56,000 employees, with outcomes – including improved psychological safety, work fulfilment, and discretionary effort – tested through randomised controlled trials. He also co-founded the Global Business Collaboration for Better Workplace Mental Health and represented Unilever on the UK Thriving at Work Leadership Council, establishing workplace wellbeing not as a wellbeing initiative but as a leadership strategy with measurable business consequences. Since leaving Unilever, Munden has continued this work through Kairon, his consulting practice, and as a Senior Associate at the Cambridge Institute for Sustainability Leadership – where the connection between leadership capability and long-term organisational resilience is a central research concern. He brings to boards and senior leadership teams the rare combination of having operated at CLO level inside a global organisation and having built the frameworks to explain – and replicate – what makes leadership development work in practice. Key speaking topics Leadership capability for disruption and transformation Purpose-driven culture and organisations The inner and outer game of leadership Workplace wellbeing as a performance strategy Leadership development at enterprise scale Psychological safety and organisational agility Future of leadership in complex organisations Ideal for CHROs, Chief People Officers, and senior HR leadership teams designing enterprise leadership strategy CEOs and executive committees navigating significant transformation or cultural change Learning and development leaders building or evaluating large-scale leadership programmes Boards and remuneration committees examining the link between leadership culture and long-term organisational resilience Audience outcomes A clear model – the inner and outer game – for diagnosing where leadership capability is breaking down and what to do about it Practical understanding of how purpose can be embedded in organisational culture at scale, with evidence from a large, tested programme A more precise vocabulary for the link between psychological safety, wellbeing, and sustained performance – moving the conversation beyond wellbeing as an HR initiative Insight into what enterprise-scale leadership development actually requires, drawn from direct experience at one of the world’s largest consumer goods companies Clearer thinking on the leadership capabilities most needed to maintain performance in periods of sustained uncertainty

Why organisations work with Jochen Zeitz He originated the Environmental Profit & Loss Account at PUMA – the first methodology to assign monetary values to environmental impact across a full corporate supply chain. The UK government cited it in its 2011 Natural Environment White Paper as a best-practice case in sustainable business. He has led turnarounds at three global brands – PUMA, Kering, and Harley-Davidson – as the accountable executive. The sustainability work he is known for was built under genuine commercial pressure, not alongside it. His commercial record – approximately $4 billion in annual PUMA revenue, around 4,000% share price growth, and three Financial Times Strategist of the Year honours – separates his sustainability argument from advocacy. Boards engage with this material as strategy. His 4Cs framework – conservation, community, culture, commerce – is a tested model for aligning environmental accountability with long-term commercial viability, embedded in a live enterprise across 50,000 acres of wildlife habitat in Kenya. As co-founder of The B Team with Sir Richard Branson – a coalition of 24 global business leaders including Paul Polman and Mo Ibrahim – he has been central to building the most credible executive-led case for redefining the corporate bottom line. Biography highlights Chairman and CEO of PUMA for 18 years (1993-2011); the youngest CEO in German history to head a publicly listed company, appointed at age 30 Led PUMA from near-bankruptcy to approximately $4 billion in annual revenue, with share price growth of approximately 4,000% Conceived and launched the Environmental Profit & Loss Account at PUMA (2011) – the first monetary valuation of environmental impact across a corporate supply chain; cited as a best-practice case in the UK government’s Natural Environment White Paper Chairman of Kering’s Sustainable Development Committee and CSO of Kering’s Sport & Lifestyle division; President, CEO and Chairman of Harley-Davidson (2020-2025) Financial Times Strategist of the Year three times; Germany’s Federal Cross of Merit (2004); ZSL Conservation Fellow; Honorary Warden of Kenya Co-author of The Breakthrough Challenge (with John Elkington, 2014) and The Manager and the Monk (2012, published in 15 languages); co-founder of The B Team with Sir Richard Branson and of the Zeitz Museum of Contemporary Art Africa Biography Until 2011, no major corporation had put a monetary value on what it cost the natural world. PUMA changed that. Jochen Zeitz conceived the Environmental Profit & Loss Account – the first framework to assign monetary values to environmental impact across a full corporate supply chain. It quantified PUMA’s 2010 footprint at €145 million and established a commercial language for environmental accountability that organisations across multiple sectors have since adapted. The EP&L came out of 18 years as PUMA’s CEO – a tenure that began when Zeitz was 30 and the company was near bankruptcy. He became the youngest CEO in German history to head a public company. Under his leadership, PUMA grew annual revenue to approximately $4 billion and share price by around 4,000%. That commercial track record is what makes the sustainability framework credible: it was built not alongside a turnaround, but as part of one. At Kering, Zeitz chaired the Sustainable Development Committee and served as CSO of the Sport & Lifestyle division, embedding the same approach across a portfolio of global luxury brands. He became President, CEO and Chairman of Harley-Davidson in 2020, leading the Rewire and Hardwire strategic resets that refocused the company on its most profitable segments and strongest brand identity. He retired from Harley-Davidson in October 2025. Beyond his executive roles, Zeitz co-founded The B Team with Sir Richard Branson, convening global business leaders to advance a redefined model of corporate accountability. He co-authored The Breakthrough Challenge (with John Elkington, 2014) and The Manager and the Monk (2012, published in 15 languages). The Financial Times has named him Strategist of the Year three times. His 4Cs framework – linking conservation, community, culture and commerce – underpins the Zeitz Foundation’s work across 50,000 acres of wildlife habitat in Kenya. Key speaking topics Environmental Profit and Loss accounting Corporate turnaround and brand transformation ESG integration into commercial strategy Responsible capitalism and redefined value creation Conservation-commerce models and the 4Cs framework Purpose-driven corporate governance Ideal for Boards and executive leadership teams navigating ESG integration into commercial strategy Chief Sustainability Officers and ESG leads building environmental measurement frameworks Corporate strategy and transformation teams leading large-scale brand or business model renewal Investor forums and governance audiences focused on long-term value creation and accountability Audience outcomes A clearer understanding of how environmental impact can be quantified in commercial terms, using the EP&L as a working reference Practical perspective on the conditions under which sustainability can be embedded into core strategy rather than treated as a reporting obligation A framework for aligning conservation, community, culture and commerce as mutually reinforcing business priorities Insight into leading corporate turnarounds that require simultaneous commercial discipline and long-term accountability Grounded context for what responsible capitalism means at board level, drawn from governance experience across three major global brands

Why organisations work with Jamie Clarke He has an unusually specific evidence base for leadership under pressure: two Mount Everest summits, the Seven Summits, a 1,126 km camel crossing of the Empty Quarter, and two failed Everest attempts that shape how he talks about recovery. He is a named performance coach to the 2018 Stanley Cup winning Washington Capitals and Hockey Canada’s 2018 PyeongChang team, so his material translates into elite team environments, not just general audiences. His academic base at the University of Calgary’s Haskayne School of Business Centre for Advanced Leadership gives the work a teaching structure, not only a story arc. He pairs expedition narrative with operator experience, having built and run LiveOutThere.com through growth, a Profit Hot 50 ranking in 2013 and eventual closure, so the failure material is first-hand. His delivery is built for senior audiences that have heard every motivational speaker before; the work is about decisions under uncertainty, not summit photography. Biography highlights Summited Mount Everest on 23 May 1997 and again on 17 May 2010, after two earlier unsuccessful attempts. Completed the Seven Summits between 1993 and 2008. Crossed the Empty Quarter of Arabia by camel in 1999, a 1,126 km, 40-day expedition with brother Leigh Clarke and Bruce Kirkby. Associate adjunct professor and fellow at the University of Calgary’s Haskayne School of Business, Centre for Advanced Leadership. Performance coach for the 2018 Stanley Cup winning Washington Capitals and Hockey Canada in PyeongChang 2018. Author of Everest to Arabia (2001) and co-author of The Power of Passion with Alan Hobson, later republished as Above All Else: The Everest Dream. Founder of LiveOutThere.com, ranked No. 39 on Profit Magazine’s 2013 Hot 50. Biography The second Everest attempt came apart at 8,300 metres in 1994. The team Clarke was part of had the summit in reach and turned back. He went home, rebuilt the expedition, and made the top in 1997, then returned and did it again in 2010. Two failed attempts sit on the same CV as two successful ones, and that is the part of the story he now teaches from. The work is about what teams do in the hours after the plan stops working. Clarke has built a leadership practice on specific expedition evidence rather than metaphor: the 1997 and 2010 Everest summits, the 1,126 km Empty Quarter crossing by camel in 1999, the Seven Summits completed across fifteen years, and the 2019 Mongolian motorbike traverse with his son Khobe. Each expedition produced a different failure mode, which is the material he uses with senior teams. His academic base is the University of Calgary’s Haskayne School of Business, where he is an associate adjunct professor and fellow in the Centre for Advanced Leadership. His coaching work has been with elite performance environments under real stakes, including the Washington Capitals through their 2018 Stanley Cup run and Hockey Canada at the 2018 PyeongChang Olympics. Barry Trotz’s on-record comment after the Capitals won reads as a working review, not a blurb. Clarke also operated as a founder. LiveOutThere.com grew into a Profit Hot 50 retailer in 2013 and closed in 2017. He has run the inside of a business that did well and then did not, which is why the failure and recovery material in his talks sounds like first-hand accounting rather than adventure content. Key speaking topics Leadership under uncertainty Team performance in high-stakes environments Recovery after setback and failure Resilience and decision-making under stress Expedition leadership as organisational case study Culture and morale in long-cycle projects Coaching elite teams through pressure Ideal for CEOs and executive teams going into contested strategic bets Leadership development and executive education cohorts Sales and performance leaders preparing teams for long, high-pressure cycles Boards and senior groups that have already heard the standard motivational set Audience outcomes A sharper sense of how high-performing teams behave in the hours after a plan breaks. Specific expedition decisions, named and dated, that map onto organisational choices under pressure. A working language for separating recoverable setbacks from terminal ones. A clearer view of the leader’s job when morale, information and authority are all moving at once. Practical reference points drawn from elite hockey and Olympic environments, not generic motivation.

Why organisations work with Daniel Murray A mathematician and MBA-trained strategist who treats empathy as an operating discipline, not a soft skill, and ties it directly to team output and strategic alignment. Author of The Empathy Gap (Wiley, 2025), which gives leaders a structured vocabulary and method rather than another plea for kindness at work. Eighteen years inside financial services and corporate strategy work with organisations including Commonwealth Bank, QBE, IAG, Westpac and BHP, so the examples land with executives who have budget to defend. Known for the “Pirates and Passengers” framework for reading team dynamics, which gives managers a practical lens for diagnosing disengagement before it shows up in attrition numbers. Equally credible on the harder end of the topic: ethics, AI adoption and the trust collapse leaders face when they roll out systems their workforce does not understand. Biography highlights Founder and Director of Empathic Consulting, an Australian leadership advisory practice focused on strategic empathy, culture and performance. Author of The Empathy Gap: The Bridge to Real Connection and Lasting Influence, Wiley, 2025. Author of Aligning Culture and Strategy: How clarity, empathy and leadership drive high performance. Executive MBA and BSc in Mathematics; former internal strategy and management consultant within financial services. Keynote and leadership development work with Commonwealth Bank, IAG, QBE, Westpac, BHP, Toyota, News Corp, Allianz, Perpetual, ASX, Tyro Payments, Swiss Re and Transport for NSW. Podcast guest on The Empathy Edge, Candour Communication Podcast, XY Adviser and Your Digital Reputation. Biography Most senior leaders already believe empathy matters. The gap is between that belief and the operating habits that would make it visible in a weekly business review. Daniel Murray works on that gap, and he has spent close to two decades inside corporate strategy functions learning where it actually opens up. Murray founded Empathic Consulting after years as an internal strategy and management consultant in Australian financial services. His training is mathematical and his default is systems thinking, which is why his framing of empathy reads less like a values statement and more like a capability an executive can design for, measure, and coach. That thinking became a book in 2025, when Wiley published The Empathy Gap: The Bridge to Real Connection and Lasting Influence. The argument is that empathy is a strategic skill with a structure to it: perception, interpretation, response. Leaders who treat it that way pull better decisions out of mixed teams, reduce the hidden cost of disengagement, and hold harder conversations earlier. An earlier book, Aligning Culture and Strategy, laid the groundwork by making the case that culture only works when leaders stop treating it as a separate workstream from the strategy they are asking people to deliver. The client list is telling. Commonwealth Bank, IAG, QBE, Westpac, BHP, Toyota, News Corp, Allianz and Transport for NSW are organisations where the cost of a distracted leadership team is counted in basis points and safety incidents. That is the room Murray is useful in, and it is why his work on AI ethics and the “Pirates and Passengers” dynamic inside teams reaches people who would normally switch off the moment the word empathy entered the agenda. Key speaking topics Strategic empathy as a leadership capability Culture and strategy alignment Ethics and trust in AI adoption Team dynamics and disengagement Leadership in post-pandemic workplaces Executive decision-making under complexity Ideal for CEOs, executive committees and boards wrestling with culture change alongside a live strategic agenda CHROs and heads of leadership development designing senior leader programmes in financial services, infrastructure and professional services Transformation and change leaders rolling out AI or operating model shifts that require workforce trust to succeed Senior leader offsites where the brief is honest conversation and behaviour change, not another motivational keynote Audience outcomes A working definition of empathy that leaders can defend in a commercial conversation, not just an HR one A shared diagnostic language for team dynamics, including the Pirates and Passengers lens for disengagement Clearer thinking on how to introduce AI and analytics without eroding team trust Specific habits senior leaders can apply the next week in one-to-ones, escalations and town halls

Why organisations work with Divyanshu Ganatra He brings clinical psychology training together with a record of firsts in adventure sport, so the conversation about resilience is grounded in evidence rather than in motivational narrative alone. He runs Adventures Beyond Barriers Foundation, a working inclusion organisation, which means his content on inclusive leadership comes from operating practice with cross-disability teams, not from a deck. He is recognised by the Vice President of India through the National Award for the Empowerment of Persons with Disabilities, which gives senior buyers a defensible credential when positioning the session internally. He speaks credibly to CXO forums and Fortune 500 audiences on attitudinal barriers, the specific tension that stalls most inclusion programmes once policy and quotas have been set. His material translates between personal decision-making under pressure and organisational decision-making under restructure, which makes him a fit for leadership offsites that need both registers. Biography highlights Founder, Adventures Beyond Barriers Foundation (ABBF), 2014, an inclusive adventure-sports organisation working across cross-disabilities. India’s first blind solo paraglider pilot, 29 April 2014. First blind tandem cyclist to complete the Manali to Khardung La route, 2016, the world’s highest motorable road, now ABBF’s flagship M2K expedition. First blind Indian to summit Mount Kilimanjaro, 2018. Master’s in Cognitive Neuroscience, University of Pune, where he was the first blind student to graduate in the field; clinical psychologist by training. National Award for the Empowerment of Persons with Disabilities, presented by the Vice President of India; named among the Ten Outstanding Young Indians by the Junior Chamber International. Biography Most inclusion programmes inside large organisations stall at the same point. Policy is in place, quotas are tracked, and senior leaders still cannot describe what changed in how the organisation actually works. The blockage is rarely structural. It is attitudinal, and it sits with the leadership group itself. That is the tension Divyanshu Ganatra was trained to read. He lost his sight to glaucoma at nineteen and went on to become the first blind student to complete a Master’s in Cognitive Neuroscience at the University of Pune. He works as a clinical psychologist, and the discipline shapes how he frames inclusion to senior audiences: as a behavioural and decision-making problem, not a values statement. In 2014 he founded Adventures Beyond Barriers Foundation, an inclusive adventure-sports organisation that puts people with and without disabilities into the same physical task. The same year, he became India’s first blind solo paraglider pilot. In 2016 he led the first blind tandem cycling crossing from Manali to Khardung La, the world’s highest motorable road, which now anchors ABBF’s annual M2K expedition. In 2018 he became the first blind Indian to summit Mount Kilimanjaro. The Vice President of India presented him with the National Award for the Empowerment of Persons with Disabilities, and the Junior Chamber International named him among the Ten Outstanding Young Indians. With CXO forums and Fortune 500 audiences he treats those firsts as case material, not biography, working back from each one to the decision sequence that made it possible for a leadership team to use. Key speaking topics Inclusion as a leadership capability Attitudinal barriers and behavioural change Decision-making after personal and organisational shock Resilience grounded in cognitive neuroscience Disability and workplace inclusion Innovation through cross-ability collaboration Ideal for CHROs and DEI leads designing inclusion strategy beyond compliance Executive committees and leadership offsites focused on resilience and composure under pressure CXO forums and Fortune 500 leadership audiences working on culture change Boards and senior teams setting the inclusion agenda for the next reporting cycle Audience outcomes A reframing of inclusion from policy mechanic to leadership behaviour, with named attitudinal barriers to look for in their own organisation. A working model for decision-making in the period that follows acute personal or organisational shock. A clearer view of what cross-ability collaboration produces operationally, drawn from ABBF’s M2K expedition and other inclusive programmes. A direct first-person account of building competence after sight loss, used as case material for senior leaders managing reinvention in their own teams.

Why organisations work with Belinda Parmar She created the Global Empathy Index, a quantitative framework published in the Harvard Business Review, that links corporate empathy directly to earnings, productivity, and retention. Most culture-change work lacks a measurement baseline; her work provides one. Her “Empathy-In-Residence” model, embedded at Barclays, Lloyds, and Centrica over extended engagements, means her frameworks have been tested at operational scale inside major institutions, not only delivered from a keynote stage. Work with AGL produced a 20.9% reduction in customer complaints and $1.7 million in cost savings, giving finance and operations leaders a commercial language for empathy that sits alongside a P&L, not just a people strategy. She has developed an AI-powered Empathy Index combining large language models with sentiment analysis, positioning organisations to measure their human culture in real time as AI transformation programmes change the surrounding landscape. As a Non-Executive Director at the UK Ministry of Defence, she brings board-level governance experience in a complex institutional environment, giving her work a credibility context that most leadership and culture speakers do not hold. Biography highlights Founder and CEO of The Empathy Business (formerly Lady Geek), a consultancy specialising in embedding empathy into organisational leadership, culture, and operations Creator of the Global Empathy Index, published in the Harvard Business Review: the first index to establish a quantitative correlation between corporate empathy and commercial performance Appointed OBE in the 2014 Birthday Honours for services to Women in Technology World Economic Forum Young Global Leader; keynote speaker at Davos (2019) Empathy-In-Residence at Barclays, Lloyds, and Centrica; established the first Empathy Hub in Europe’s largest bank Non-Executive Director, UK Ministry of Defence (appointed 2023) Author of Little Miss Geek and The Empathy Era: Women, Business and the New Pathway to Profit Featured in the Financial Times (2025); has written for The Guardian and the World Economic Forum Biography Organisations have spent a decade investing in AI while underinvesting in the human layer that AI cannot replace. Belinda Parmar’s work starts from a specific and uncomfortable question: if empathy is genuinely valuable to business performance, why can almost no organisation measure it? The Global Empathy Index, published in the Harvard Business Review, was built to answer that question. It ranks companies by empathy and connects those rankings directly to earnings, productivity, and retention. What makes her approach distinct is its operational depth. Through Empathy-In-Residence engagements at Barclays, Lloyds, and Centrica, she has deployed hundreds of evidence-based behavioural nudges: targeted interventions designed to shift culture from the inside rather than impose it from above. Work with AGL produced a 20.9% reduction in customer complaints, establishing empathy-led transformation as a driver of cost reduction, not only a people programme. AI has sharpened the question she has always asked. As generative AI absorbs more cognitive tasks, organisations face a practical leadership problem: how to identify, build, and retain the distinctly human capabilities that remain. Parmar has developed an AI-powered version of the Empathy Index, combining large language models with sentiment analysis, giving organisations a live measure of empathy in their culture as the technology landscape shifts around them. As a Non-Executive Director at the UK Ministry of Defence, she brings governance experience at an institutional level that most culture and leadership specialists do not access. She was appointed OBE for services to Women in Technology and named a Young Global Leader by the World Economic Forum. Her books – Little Miss Geek and The Empathy Era – sit alongside her HBR contributions as a published body of argument for the commercial case for empathy. Key speaking topics Human leadership in an AI world Empathy as a measurable leadership capability Behavioural science and organisational culture change Responsible AI and human-centred technology Customer experience transformation Inclusive cultures and belonging at scale Diversity and inclusion in technology Ideal for C-suite and senior leadership teams navigating AI transformation who need a human leadership framework alongside their technology strategy CHROs and People Directors seeking to connect culture change to measurable commercial outcomes Customer Experience and Operations leaders in consumer-facing industries where complaint reduction and loyalty are live performance metrics Board and governance audiences where responsible AI and organisational values are on the agenda Audience outcomes A practical understanding of the Global Empathy Index methodology and how empathy can be measured and tracked within their own organisation A working toolkit of “empathy nudges” – evidence-based behavioural interventions that can be deployed without a large-scale transformation programme A commercial language for empathy: specific case references linking culture change to cost reduction and measurable operational improvement Clarity on where AI enhances human connection rather than replaces it – and what that distinction requires of leaders A working definition of human leadership applicable to their own AI deployment context

Why organisations work with Chris Roebuck He designed and ran the leadership programme for UBS’s top 500 that is now taught at Harvard Business School as UBS: Towards the Integrated Firm. Few speakers can point to a live HBS case as evidence that their approach works at scale. He coined the corporate application of entrepreneurial leadership and has spent twenty years refining it in banks, government, healthcare, and the military. The Wikipedia entry on entrepreneurial leadership cites his definition. He operates as a practitioner first and a speaker second: former British Army officer, Head of Management Development at HSBC Investment Bank, Global Head of Leadership at UBS, Head of Culture Change at London Underground. The credibility in a boardroom is built in. HR Magazine named him one of HR’s Most Influential Thinkers ten times between 2009 and 2021, and inducted him into the HR Hall of Fame in 2025. That is the longest sustained recognition of any thinker on the list. Biography highlights Global Head of Leadership and Talent, UBS (2004 onward), leading the development programme for the bank’s top 500 leaders that became Harvard Business School case UBS: Towards the Integrated Firm Honorary Visiting Professor of Transformational Leadership, Cass Business School (2009–2021, the institution later rebranded Bayes) Inducted into the HR Hall of Fame by HR Magazine, July 2025; named one of HR’s Most Influential Thinkers ten times between 2009 and 2021, a record on the list Author of five leadership books, including Lead to Succeed (2014) and Strategic Leadership Development, co-authored with Professor Colin Carnall Expert panel member for the UK Government’s Engaging for Success review (2009), and author of The King’s Fund report on NHS leadership (2011) Contributor to Newsweek; quoted on leadership and organisational performance in the Financial Times, Wall Street Journal, New York Times, Washington Post, and Harvard Business Review China; 350+ television interviews across BBC, CNN, Bloomberg, CNBC, Sky, and Al Jazeera Biography UBS between 2002 and 2006 is a useful place to start. A newly integrated global bank, 70,000 staff, a top team of 500 whose behaviour had to shift if the merger was going to hold. Chris Roebuck was the person, as Global Head of Leadership and Talent, who designed and ran the programme that got that behavioural shift. The work is now a Harvard Business School case study, UBS: Towards the Integrated Firm, and it is where the concept of entrepreneurial leadership, taking the behaviours of successful entrepreneurs and transplanting them into a large corporate, was first systematically applied in the corporate world. That practitioner record sits behind everything he now says from a stage. Before UBS, he was Head of Management Development at HSBC Investment Bank and ran culture change at London Underground during the partial privatisation. After UBS, he was commissioned by The King’s Fund to report to the UK Government on leadership in the NHS, and sat on the expert panel behind Engaging for Success, the UK Government’s review of employee engagement. He was Honorary Visiting Professor of Transformational Leadership at Cass Business School, now Bayes, from 2009 to 2021. The argument Roebuck brings to senior audiences is a hard one, because it refuses the usual levers. He tells leaders that the performance they are looking for is not hiding in a new strategy, a new tech stack, or a restructure. It is hiding in the way their top 200 people behave on a Tuesday morning. His Accelerate Your Success approach is built to make that behavioural gap visible, then close it, with the bottom line as the test. HR Magazine has named him one of its Most Influential Thinkers ten times; in July 2025 it inducted him into the HR Hall of Fame. The rare thing he does is connect that leadership argument to hard numbers. He is a trained economist, not a behavioural coach; he served as an officer in the British Army before moving into business; he has run programmes inside a global bank, the UK Civil Service, and a 1.4-million-person healthcare system. When he says ten percent of organisational performance is sitting unused, the claim is backed by work done at UBS, in the NHS, and at KPMG rather than by a slide deck. Key speaking topics Leadership during integration, transformation, and culture change Entrepreneurial leadership in large organisations Senior team behaviour and executive performance Talent identification and leadership pipelines Employee engagement as an organisational lever Leadership in conditions of uncertainty Human leadership in the AI era Ideal for CEOs, COOs, and C-suite teams running integrations, post-merger transformations, or major operating model change CHROs and Chief People Officers building a leadership and talent strategy that senior business leaders will take seriously Board and executive committee offsites where the subject is how top leadership needs to behave differently for the organisation to perform Public sector and military audiences looking at leadership reform in large, complex institutions Audience outcomes A clear view of where performance is being lost inside their own organisation, and which leadership behaviours are causing it The specific mechanics of how entrepreneurial leadership was built at UBS, and which elements transfer to their own sector A short set of actions senior leaders can take in the weeks after the session, tied to business outcomes rather than general development A more useful language for talking about leadership with their board, their HR function, and their top 100

Why organisations work with Jacques Villeneuve He is one of only two drivers in history, alongside Mario Andretti, to have won the Formula One World Championship, the CART IndyCar title, and the Indianapolis 500, which gives him a claim to performance at the highest level that almost no other speaker can match. His rookie Formula One records from 1996 (pole on debut in Australia, four wins, 11 podiums, 78 points) still stand, offering leadership audiences a concrete example of arriving inside an elite team and performing from day one. He brings an insider’s reading of how Formula One organisations align hundreds of engineers, mechanics, and commercial staff around a weekend deadline, useful for leaders managing complex global operations. A decade of analyst work for Sky Sport Italia and broader F1 broadcasting means he is fluent on camera and comfortable translating elite sport into plain language for corporate audiences. He speaks from direct experience of reinvention across disciplines, from CART to F1 to sportscars at Le Mans to NASCAR at Daytona, which grounds conversations about adapting when the rules of your industry change. Biography highlights 1997 Formula One World Drivers’ Champion with Williams, Canada’s first F1 world champion. 1995 Indianapolis 500 winner and 1995 CART IndyCar Series champion with Team Green. 1996 Formula One debut season with Williams: pole in his first race, four victories, 11 podiums, runner-up in the championship. Second overall at the 2008 24 Hours of Le Mans with the Peugeot 908 HDi FAP alongside Marc Gene and Nicolas Minassian. Competed in the 2022 Daytona 500 with Team Hezeberg, finishing 22nd. F1 analyst for Sky Sport Italia since 2013 and confirmed on the Sky Sports F1 broadcast team for 2026. Biography Very few drivers have ever held the three races that define the sport. Fewer still have held them the way Jacques Villeneuve did, inside three seasons, on two continents, before turning 27. The 1995 Indianapolis 500, the 1995 CART championship, and the 1997 Formula One World Championship sit together on a record that only Mario Andretti also owns. His arrival in Formula One in 1996 is the part that tends to interest leadership audiences. Williams put him in the car, he put it on pole in Melbourne, and he ended the year with four wins, 11 podiums, and a set of rookie records that have not been beaten since. The following season he won the title in a championship-deciding race at Jerez against Michael Schumacher. After Williams, Villeneuve spent five seasons helping build the British American Racing team from a start-up into a Formula One constructor, then went on to contest the 24 Hours of Le Mans for Peugeot, finishing second in 2008, and later qualified for the 2022 Daytona 500 at the age of 50. The common thread is a driver who kept stepping into unfamiliar machinery and making it work. He now speaks, writes, and broadcasts about the sport, including a long-running analyst role with Sky Sport Italia since 2013 and a confirmed seat on the Sky Sports F1 team for 2026. For corporate audiences, he is useful on the same question that sits behind every race weekend: how leaders and teams hold their standard when the conditions keep changing and the margin for error is measured in tenths. Key speaking topics High-performance culture in elite teams Decision-making under pressure Composure and focus in competitive environments Leadership inside Formula One organisations Safety, risk, and calculated aggression Reinvention across disciplines and formats Teamwork in deadline-driven operations Ideal for Executive leadership teams preparing for high-stakes decision cycles Sales kick-offs and commercial leadership conferences focused on competitive edge Client events hosted by brands with motorsport, engineering, or performance heritage Operations and engineering leadership audiences interested in elite-team execution Audience outcomes A first-person account of how world-class drivers and teams prepare for moments where hesitation is the failure mode. A view from inside Formula One on how large technical organisations align around a weekend deadline they cannot move. Language leaders can take back to their own teams about composure, standards, and the difference between aggression and recklessness. A sharper sense of what sustained high performance actually costs, across a career rather than a single season.

Why organisations work with Karun Chandhok He has lived inside two of the most exposed environments in elite sport: the cockpit of a backmarker F1 team trying to build a car around him, and a Sky Sports broadcast booth analysing the same paddock in real time. He sits on the Motorsport UK Board and the FIA Drivers’ Commission, so the governance, safety and DEI conversations he brings into the room are ones he is actively shaping, not commenting on from the outside. He translates how F1 teams turn millions of data points per race into decisive calls that engineers, strategists and a driver all act on within seconds, with examples a non-motorsport audience can follow. He is one of only two Indians ever to race in Formula One, which gives weight to his work on talent pipelines, representation and what it takes to break into a closed competitive system. He is a working broadcaster for a global audience, so the keynote is paced and structured for the room rather than delivered as a career retrospective. Biography highlights 11 Formula One Grand Prix starts for Hispania Racing in 2010 and Team Lotus in 2011. Sky Sports F1 analyst, co-commentator and pit-lane reporter, full-time since 2019. Board Director, Motorsport UK, and member of its Equality, Diversity and Inclusion Committee. Founding member of the FIA Drivers’ Commission since 2013, with further roles on the FIA Single Seater Commission and Driver Grading Committee. Williams Heritage driver since 2016, demonstrating the team’s championship-winning cars. Author of “Drive to Victory: Incredible True Stories from the Fastest Sport in the World”, Hachette Children’s, 2025. Biography A modern Formula One team is roughly a thousand engineers, strategists and operations staff who have to redesign their product every two weeks, inside a moving regulatory frame, while a driver they have never met executes the result on television. Karun Chandhok has been the driver in that picture, the analyst describing it for Sky Sports F1, and a director on the boards that write the rules around it. He raced 11 Grands Prix for Hispania Racing and Team Lotus, becoming the second Indian to compete in the championship. From there he moved into the FIA World Endurance Championship and five starts at the 24 Hours of Le Mans, then drove for Mahindra Racing in the inaugural Formula E season. The breadth matters: very few people have raced across the three categories actively reshaping motorsport’s relationship with technology, sustainability and global audiences. Since 2019 he has been part of the core Sky Sports F1 line-up as analyst, co-commentator and pit-lane reporter. The role is unusual because it sits between the engineers and the public; he has to read live telemetry, strategy calls and team radio quickly enough to explain them on air, and accurately enough that the paddock will keep talking to him next weekend. His governance work gives the keynote its third dimension. He has served on the FIA Drivers’ Commission since 2013 and joined the Motorsport UK board in 2021, where he sits on the Equality, Diversity and Inclusion Committee. Those seats are why his material on talent pipelines, safety reform and competitive integrity carries authority that most sports speakers cannot match. Key speaking topics Decision-making in high-pressure performance environments Leadership and team coordination in elite motorsport Data, technology and human judgement in Formula One Safety, governance and regulatory change Diversity, inclusion and talent pipelines in closed competitive systems Continuous transformation under external pressure Global sport as a commercial and operational system Ideal for Executive teams and boards working through sustained operational or regulatory change. CHROs, DEI leads and talent functions building pipelines into historically closed industries. Engineering, technology and data leadership audiences interested in how F1 turns data into action. Sales conferences and client events where a credible, broadcast-quality headline speaker is needed. Audience outcomes A clearer view of how elite teams sustain judgement and coordination when conditions keep shifting. A working sense of how F1 organisations turn data and technology into faster human decisions. Specific examples of how regulation, safety and competitive performance trade against each other inside a sport. A more honest picture of what genuine inclusion looks like in a sector that historically locked talent out.

Why organisations work with Niven Postma She gives executive teams a vocabulary and method for organisational politics that most leadership programmes refuse to address directly, anchored in her Harvard Business Review article and her best-selling book on the subject. She has run the function from the inside: Head of Leadership and Culture at Standard Bank Group, Head of the South African Reserve Bank Academy, CEO of the Businesswomen’s Association of South Africa. Her work travels across financial services, retail, media, transport and manufacturing, so the politics framework is tested against very different operating environments rather than one sector’s habits. She holds a recognised platform in African leadership development as Programme Director of the Archbishop Tutu Leadership Fellowship, run by the African Leadership Institute in partnership with Oxford University. She codified her approach into a LinkedIn Learning course aimed at senior leaders, which means the content is structured for executive use, not anecdote-driven keynote material. Biography highlights Author, If You Don’t Do Politics, Politics Will Do You (2020). Harvard Business Review contributor; “You Can’t Sit Out Office Politics” (2021), selected for HBR Press collection Bosses, Coworkers and Building Great Relationships (2024). LinkedIn Learning instructor, Navigating Organizational Politics as a Senior Leader. Former CEO, Businesswomen’s Association of South Africa; former Head, South African Reserve Bank Academy; former Head of Leadership and Culture, Standard Bank Group. 2007 Archbishop Tutu Leadership Fellow; Programme Director of the Tutu Fellowship Programme from 2025 (African Leadership Institute, with Oxford University). Lecturer at Henley Business School and managing director of Niven Postma Inc. Biography Office politics are usually treated as something serious leaders should rise above. Niven Postma’s argument, set out in her Harvard Business Review article and her 2020 book If You Don’t Do Politics, Politics Will Do You, is the opposite. At senior levels, politics is the work. Influence capital and relationship currency decide which strategies get resourced, which leaders get promoted, and which decisions actually stick. Her credibility on the subject comes from having held the seat. She was Head of Leadership and Culture for Standard Bank Group, the largest bank by assets in Africa, after running the South African Reserve Bank Academy and serving as the founding CEO of the Businesswomen’s Association of South Africa. From those roles, she saw which executives understood how organisations really work and which ones did not, and built her practice around closing that gap. Today she advises executive teams across financial services, retail, media, transport and manufacturing through her firm Niven Postma Inc., lectures at Henley Business School, and teaches Navigating Organizational Politics as a Senior Leader on LinkedIn Learning. Her HBR piece “You Can’t Sit Out Office Politics” was selected for the HBR Press collection Bosses, Coworkers and Building Great Relationships in 2024. In 2025 she became Programme Director of the Archbishop Tutu Leadership Fellowship, the African Leadership Institute’s flagship programme run with Oxford University, having been a Fellow herself in 2007. That role situates her work in a wider conversation about how African senior leaders develop the practical political judgement complex organisations require. Key speaking topics Organisational politics for senior leaders Leadership and culture in complex organisations Executive presence and influence Women’s leadership and systemic gender equity Leading through disruption and change Culture transformation in financial services and large enterprises Ideal for C-suite and executive committees in banking, insurance and large regulated enterprises CHROs, chief people officers and heads of leadership development are designing senior-leader curricula High-potential leadership cohorts and women’s executive networks Boards and management teams operating across multiple geographies or post-merger contexts Audience outcomes A direct, non-euphemistic vocabulary for the political dynamics that shape decisions in their organisation A practical reading of where their own influence capital sits and which relationships are under-invested A framework for engaging in politics ethically without retreating into “I just focus on the work” Sharper judgement about how strategy, culture and politics interact at the top of complex organisations Specific moves senior leaders can use the next week, drawn from her HBR work and the LinkedIn Learning course

Why organisations work with Lisa Bodell She attacks the root cause most innovation programmes ignore. Her thesis is that complexity, not a lack of ideas, is what stops large companies from changing. She brings a tested operational toolkit, including the “Kill a Stupid Rule” exercise and the Why Simple Wins toolkit, that teams can run inside the business the week after the keynote. Her client list runs through hard-to-move organisations such as Pfizer, Lockheed Martin, Bloomberg, Google, SAP and Citigroup, where the simplification argument has to survive contact with regulated, matrixed environments. Her two Routledge books, Kill the Company (Axiom Best Business Book Award, 2014) and Why Simple Wins, give leadership teams a shared language and a structured method that outlasts the session. She is a working operator, not only a writer. She has run FutureThink for more than two decades and writes monthly for Forbes, so the material is being pressure-tested in the field continuously. Biography highlights Founder and CEO of FutureThink, an innovation and simplification training firm working with global enterprise clients since 2003. Author of Why Simple Wins (Routledge) and Kill the Company (Routledge / Bibliomotion), the latter an Axiom Best Business Book Award winner. Monthly contributor to Forbes; quoted or published in Fast Company, WIRED, The New York Times, Inc., Bloomberg Businessweek, Harvard Business Review, FOX News and CNN. TEDxNormal speaker, “How Simplification is the Key to Change”. Named to the Forbes “50 Leading Female Futurists” list in 2020. Has taught innovation at American University and Fordham University, and worked with clients including Pfizer, Lockheed Martin, Bloomberg, Google, SAP and Citigroup. Biography Most innovation problems inside large companies are not idea problems. The pipeline is full. The strategy decks exist. What is missing is room to act on any of it, because calendars, approval chains and legacy rules have absorbed the working week. This is the territory Lisa Bodell has built a career on. She is the founder and CEO of FutureThink, which she launched in 2003 to do something narrower and more useful than most innovation consulting. Rather than add another framework, FutureThink helps leadership teams remove. Remove low-value meetings, remove obsolete rules, remove the tasks that consume capacity without producing decisions. The argument is that simplification is the precondition for innovation, not a side benefit. That argument runs through her two books with Routledge, Kill the Company and Why Simple Wins. Kill the Company, which won the 2014 Axiom Best Business Book Award, is built around a simple inversion: instead of asking how to grow, ask how a competitor would put you out of business, and act on the answer. Why Simple Wins extends the method into a practical toolkit for stripping out the work that does not matter, with exercises like “Kill a Stupid Rule” that have been used inside companies including Pfizer, Lockheed Martin, Bloomberg and Google. Bodell writes monthly for Forbes and has been featured in Fast Company, WIRED, The New York Times, Harvard Business Review and Bloomberg Businessweek. Forbes named her to its 2020 list of 50 Leading Female Futurists. The reason senior teams keep booking her is narrower than that profile suggests. She gives leaders a defensible reason, and a method, for taking things off the plate. Key speaking topics Organisational simplification Innovation and disruption Killing complexity in large organisations Future of work and ways of working Change and culture transformation Provocative questioning as a leadership tool Creating capacity for higher-value work Ideal for CEOs and executive teams trying to free up capacity inside complex, matrixed organisations. Chief Strategy, Transformation and Innovation Officers running enterprise-wide change programmes. Operations and HR leaders auditing meetings, rules and processes that no longer earn their place. Leadership offsites and innovation summits where the brief is to provoke, not to inform. Audience outcomes A direct case for treating complexity, not idea generation, as the binding constraint on innovation. A set of named exercises, including “Kill a Stupid Rule” and the Why Simple Wins toolkit, that teams can run on Monday morning. A sharper question set for leadership meetings, modelled on the Kill the Company method. A shared language for distinguishing low-value busywork from work that produces decisions and outcomes. Permission, from a credible outside voice, to remove rather than add.

Why organisations work with Isabel Aguilera Navarro She has run the Iberian or Southern European business of three of the most scrutinised multinationals in the world (Dell, Google, GE) and can speak from the CEO chair, not the consultant’s deck. She sits on the boards of five listed and regulated companies spanning cement, real estate, biotech, digital advertising and water, giving her a cross-sector read on how governance and transformation actually play out at board level. She chairs the Audit and Control Committee of Lar Espana, a role that forces her to translate strategic ambition into numbers, risk and control, which is exactly the language CFOs and chairs want to hear from a speaker. She has held an Executive in Residence position at Esade Business School in Strategy and General Management for over two decades, so the frameworks she uses are taught as well as lived. She wrote a full book on intelligent digital transformation, Lo que estaba por llegar ya esta aqui, giving audiences a defined thesis rather than a collection of anecdotes. Biography highlights President, General Electric Spain and Portugal (2008 to 2009). General Manager, Google Spain and Portugal (2006 to 2008), leading the set-up of Google Iberia. CEO, Dell Computer for Spain, Italy and Portugal (1997 to 2002). Operations Director, NH Hotel Group (2002 to 2005). Independent director of Cemex, Lar Espana, Oryzon Genomics, Canal de Isabel II and Making Science; chair of the Audit and Control Committee at Lar Espana. Executive in Residence, Department of Strategy and General Management, Esade Business School; former President of the Social Council of the University of Seville. Author of Lo que estaba por llegar ya esta aqui: Secretos de la transformacion digital inteligente (LID Editorial, 2016). Biography Most transformation programmes fail in the gap between the boardroom and the country P&L. Isabel Aguilera Navarro has spent her career working in that gap. She stood up Google’s operation in Spain and Portugal, then moved across to run General Electric in the same region, having earlier led Dell’s Iberian and Italian business through the years in which Dell took the top of the PC market in Europe. That sequence, Dell then NH Hoteles then Google then GE, is unusual. It put her inside a Silicon Valley growth company, a Spanish hospitality group, a consumer technology brand at its commercial peak and an American industrial conglomerate, each at the moment the business model was being rewritten. The operating lessons translate directly into how she now advises boards. Today she sits as an independent director of Cemex, Lar Espana, Oryzon Genomics, Canal de Isabel II and Making Science, chairing the Audit and Control Committee at Lar Espana. The mix is deliberate: heavy industry, commercial real estate, biotech, a regulated water utility and a digital advertising firm. Few speakers can move between those governance contexts with credibility, and fewer still have done so while also holding an Executive in Residence role at Esade Business School. Her book Lo que estaba por llegar ya esta aqui argues that the digital transformation leaders were preparing for has already arrived, and the remaining work is organisational rather than technological. Financial Times and Fortune have both included her in their European and global rankings of senior women in business, and the Wall Street Journal named her among the 30 Most Influential Business Women in Europe in 2001 for her work at Dell. Key speaking topics Corporate governance and board strategy Digital transformation in established businesses Leadership across industries and operating models Strategy and competitive positioning Innovation inside large organisations Technology company operating culture Ideal for Boards and nominating committees preparing for a strategy refresh or a digital transformation programme. CEOs and executive committees of large, multi-country businesses navigating technology and operating-model change. Audit and risk committees looking to translate strategic ambition into governance, numbers and control. Leadership programmes for senior women in business and cross-sector executive development audiences. Audience outcomes A board-level view of where digital transformation programmes tend to break inside real P&Ls, drawn from three country-CEO seats. A clearer sense of how governance structures can either accelerate or stall strategic change, from someone who chairs an audit and control committee. Specific contrasts between how Silicon Valley, American industrials and European operators approach the same strategic problem. Frameworks from Esade’s Strategy and General Management faculty, tested against sitting boards in cement, real estate, biotech and water. Reference points from her book on intelligent digital transformation that audiences can take back into their own planning cycles.