Change Management speakers

Why organisations work with Stephen Frost He has run inclusion at a scale almost no other practitioner can claim, leading diversity and inclusion across the 200,000-strong workforce of the London 2012 Olympics and afterwards heading the function at KPMG. He treats inclusion as a system to be engineered into hiring, promotion and decision-making, not a values campaign, an approach laid out in The Inclusion Imperative and Building an Inclusive Organization. His teaching positions at Harvard Business School, Sciences Po and Singapore Management University give boards confidence that the methodology stands up to academic scrutiny as well as commercial pressure. He brings a record of building inclusion infrastructure that outlives him, including Stonewall’s Workplace Equality Index, now used by most leading UK employers. He is one of a small number of DEI voices able to hold the line on substance while a political backlash makes many DEI conversations harder to have at board level. Biography highlights Head of Diversity and Inclusion for the London 2012 Olympic and Paralympic Games. Former Head of Diversity and Inclusion at KPMG. Founder and CEO of Included, a global diversity and inclusion consultancy. Teaches Inclusive Leadership at Harvard Business School, Singapore Management University and Sciences Po. Author of The Inclusion Imperative, Inclusive Talent Management and Building an Inclusive Organization; editor of The Key to Inclusion. All published by Kogan Page. Young Global Leader of the World Economic Forum (2011); recipient of the 2010 Peter Robertson Award for Equality and Diversity Champions. Biography The London 2012 Olympic and Paralympic Games employed close to 200,000 people. Running diversity and inclusion across that operation was not a values exercise. It was a delivery problem under intense political and media scrutiny, and Stephen Frost was the person who owned it. The workforce that resulted was 46 per cent female, 40 per cent from minority ethnic backgrounds and 9 per cent with a disability, on numbers that few corporates have come close to since. After the Games, he was hired by KPMG as Head of Diversity and Inclusion, where he set the firm’s targets on gender, ethnicity, social mobility and sexual orientation. He went on to found Included, a global consultancy that now advises governments, multinationals, media organisations and universities. Earlier in his career he had built much of the modern UK D&I infrastructure at Stonewall, including the Workplace Equality Index now used as a benchmark across most leading employers. The argument in his four Kogan Page books is consistent. Inclusion is a decision-making system, not a culture campaign. The Inclusion Imperative draws on the Olympic work to set out how it can be embedded into procurement, recruitment, leadership and operations. Building an Inclusive Organization, co-authored with Raafi-Karim Alidina, extends the case into the cognitive and behavioural mechanics of how inclusion succeeds or fails inside a firm. That body of work is reinforced by teaching positions at Harvard Business School, Singapore Management University and Sciences Po, and by his selection as a World Economic Forum Young Global Leader. For boards under pressure on inclusion at the same time as they are under pressure on cost, regulation and political risk, the value of Frost’s perspective is that it treats inclusion as an operating capability that can be measured, defended and improved. Key speaking topics Inclusive leadership Embedding inclusion into organisational strategy The business case for diversity and inclusion Inclusive talent management and hiring Culture change and behaviour design Cognitive load and decision-making in diverse teams Building an inclusive organisation at scale Ideal for CHROs and Chief Diversity Officers under pressure to show measurable outcomes from inclusion investment. Boards and executive committees navigating DEI in politically contested or regulatory-heavy environments. Talent, recruitment and leadership development leads redesigning processes around inclusion. Senior leadership teams in firms scaling internationally across multiple cultural and legal contexts. Audience outcomes A working definition of inclusion as a decision-making discipline, not a values statement. Specific levers leaders can pull inside recruitment, promotion and team design to improve inclusion outcomes. A clearer language for defending inclusion work to sceptical boards and shareholders. Examples drawn from enterprise-scale deployments at the London Olympics, KPMG and Included’s client base. A grounded view of where inclusion programmes commonly fail and how to design them to last.

Why organisations work with Stephen Shapiro He treats innovation as a portfolio of small, structured bets rather than a culture programme, which is why his work lands with CFOs and operating leaders, not just innovation teams. His 25 Lenses framework, set out in Invisible Solutions, gives leadership teams a working tool for reframing the questions behind a stalled initiative, rather than another model to admire and shelve. He built and ran Accenture’s 20,000-person process and innovation practice, so the advice is grounded in operating a function at scale, not in observing one. Senior corporate audiences trust him with active programmes: 3M, P&G, Nike, Marriott, NASA, Microsoft, Capital One, and Johnson and Johnson are among the organisations that have brought him in to work on real innovation problems. The 2015 Speaker Hall of Fame induction and Senior Fellow appointment at The Conference Board signal that the speaking craft and the underlying research both meet a serious institutional bar. Biography highlights Senior Fellow, The Conference Board. 15-year career at Accenture, where he built the firm’s 20,000-person process and innovation practice. Inducted into the Speaker Hall of Fame (CPAE) by the National Speakers Association in 2015. Author of seven books, including Best Practices Are Stupid, named 800-CEO-READ’s best innovation and creativity book of the year, and Invisible Solutions, an INDIE Award winner. Industrial Engineering, Cornell University; Certified Speaking Professional (CSP) designation; six-year term on the NSA Board of Directors. Has worked with leadership teams in over 50 countries, including 3M, P&G, Marriott, Nike, NASA, Microsoft, Capital One, Honda, and Johnson and Johnson. Biography Most corporate innovation programmes fail in the same place. They generate ideas faster than the operating model can absorb them, and the executive committee eventually quietens down because the cost is visible and the return is not. The problem is rarely a shortage of creativity. It is a missing discipline for choosing which questions to spend money on. That is the problem Stephen Shapiro has spent twenty-five years working on. At Accenture he co-led the business process reengineering practice, then built the firm’s 20,000-person process and innovation practice. The shift from efficiency work to growth work shaped the argument that runs through his books: innovation is an operating capability, not a culture, and it can be managed with the same rigour as any other portfolio. His seven books trace that argument. Best Practices Are Stupid, named 800-CEO-READ’s best innovation and creativity book of the year, makes the case for small structured bets over large transformational programmes. Invisible Solutions sets out 25 Lenses for reframing the questions behind a stalled initiative. Pivotal, published in 2024, takes the same discipline into how organisations create stability while continuing to change. The recurring thesis is that better questions are cheaper and more useful than more answers. The institutional credentials reinforce the work. He is a Senior Fellow at The Conference Board, was inducted into the Speaker Hall of Fame (CPAE) in 2015, and holds the Certified Speaking Professional designation. Clients including 3M, P&G, Nike, Marriott, NASA, and Microsoft have brought him in for active innovation programmes rather than thought-leadership set pieces, which is the more useful test of where his work actually lands. Key speaking topics Innovation as a managed corporate discipline Question reframing and problem definition Portfolio approaches to innovation investment Culture and team composition for innovation Stability and adaptability in uncertain markets Growth strategy beyond best-practice benchmarking Ideal for CINOs, heads of innovation, and R&D leaders running enterprise programmes CEOs and strategy leaders trying to convert innovation activity into commercial results Transformation sponsors and operating committees rebuilding the innovation function after a stalled programme Large industrials, financial services, consumer goods, and healthcare organisations with complex internal innovation portfolios Audience outcomes A working method for reframing the strategic question behind a stalled initiative, drawn from the 25 Lenses framework A clear case for replacing large transformational bets with structured small ones, and the financial logic to defend it internally A diagnostic for which innovation activities are producing learning and which are producing motion Specific examples of how named Fortune 500 clients have restructured innovation portfolios, with the trade-offs made visible Language a senior leader can use the next morning to challenge their own innovation roadmap

Why organisations work with Steve Blank Co-creator of the Lean Startup methodology, the operating logic most corporate innovation programmes are now built on, taught by the person who designed it. His Lean LaunchPad curriculum became the National Science Foundation’s I-Corps, now the standard for commercialising research at the NSF, NIH and U.S. Department of Energy. Co-founder of Stanford’s Hacking for Defense programme and the Gordian Knot Center for National Security Innovation, with direct experience deploying innovation methodology inside the U.S. defence and intelligence community. Twenty-one years inside eight Silicon Valley startups, with four IPOs including E.piphany. He built what he teaches before he taught it. Named one of 12 Masters of Innovation by Harvard Business Review and listed on the Thinkers50 global ranking of management thinkers. Biography highlights Adjunct Professor at Stanford University and Senior Fellow for Entrepreneurship at Columbia University. Author of The Four Steps to the Epiphany, The Startup Owner’s Manual, and Hacking for Defense: Innovation Doctrine. May 2013 Harvard Business Review cover story, “Why the Lean Start-Up Changes Everything,” defined the field. Co-founder of Stanford’s Gordian Knot Center for National Security Innovation; served on the Defense Business Board and the U.S. Navy’s Science and Technology Advisory Board. Lean LaunchPad class taught at 75+ universities globally; Hacking for Defense at 70+, with more than 70 dual-use startups and over $350 million in follow-on funding. Eight Silicon Valley startups across 21 years, four IPOs, including E.piphany, Zilog, MIPS and SuperMac. Biography Startups search for a business model. Large companies execute one. Conflating the two is what makes most corporate innovation programmes underperform: they apply planning, forecasting and accountability tools designed for known businesses to activities that are inherently exploratory. Steve Blank’s argument, developed across two foundational books and a 2013 Harvard Business Review cover story, is that innovation has to be run as a managed discipline with its own operating logic. The Lean Startup methodology he co-created treats new ventures as a search process, where customer development, hypothesis testing and minimum viable products replace the business plan as the primary instrument of decision-making. His credibility on this is built from doing the work, not just teaching it. He spent 21 years inside eight Silicon Valley startups, four of which went public, including E.piphany. He then took the same methodology into the U.S. federal system: his Lean LaunchPad curriculum was adopted by the National Science Foundation as I-Corps, now the standard for commercialising research at the NSF, NIH and Department of Energy. His Hacking for Defense programme, co-founded at Stanford with Joe Felter and Peter Newell, has produced more than 70 dual-use startups and over $350 million in funding. He teaches at Stanford, Columbia and Berkeley, advises the Department of Defense, and co-founded Stanford’s Gordian Knot Center for National Security Innovation. Harvard Business Review has named him one of 12 Masters of Innovation; Thinkers50 ranked him among the global top 50. The reason corporate audiences book him is straightforward: he is one of very few people who has built innovation processes that work inside the most rigid bureaucracies in existence, and he can show a senior team how to do the same. Key speaking topics Lean Startup methodology Corporate innovation at scale Customer development and business model search Entrepreneurship Disruption and incumbent response Innovation inside government and defence Ideal for Chief Innovation Officers and corporate venture leaders Boards and executive teams designing or resetting innovation programmes Government and defence leaders responsible for technology adoption and commercialisation Founders, scale-up CEOs and corporate accelerator leadership Audience outcomes A working distinction between executing a known business model and searching for a new one, with the implications for how each should be resourced, measured and led. The operating logic behind customer development, hypothesis testing and minimum viable products as decision-making instruments inside large organisations. Examples from the Lean LaunchPad, NSF I-Corps and Hacking for Defense programmes showing how the methodology has been deployed at federal scale. A diagnostic for why most corporate innovation programmes produce pilots and proofs-of-concept without commercial outcomes.

Why organisations work with Steve Faktor He works from a proprietary, named methodology, the 4C’s of Innovation™, developed inside Fortune 100 innovation programmes at American Express, Citi and MasterCard, not adapted from case studies of others’ work. His operating record is concrete. As head of the $50M Chairman’s Innovation Fund at American Express, he launched commercial products including Zync, LoyaltyEdge, and the Private Sales joint venture with Vente Privée. His 9 Corporate Personality Types™, the viral Forbes piece picked up by NPR, gives audiences a working tool for diagnosing why innovation initiatives die inside specific corporate cultures. He carries a 750,000-strong LinkedIn following from his status as one of the platform’s original 160 Influencers, alongside figures like Richard Branson. Buyers hiring him get a futurist whose calls are public and dated. The voice in Econovation, sharp and satirical, is the same voice on stage. Senior leaders get an honest read on innovation work without the consultant gloss. Biography highlights Founder and CEO of IdeaFaktory, the innovation incubator behind multiple $100M+ businesses for Fortune 100 brands, built on its proprietary 4C’s of Innovation™ process. Former Vice President of Growth and Innovation and Head of the $50M Chairman’s Innovation Fund at American Express, where he launched Zync, LoyaltyEdge and the Private Sales joint venture with Vente Privée. Former SVP of Innovation and Growth Ventures at Citigroup; senior strategy and innovation executive at MasterCard; former management consultant at Arthur Andersen. Author of Econovation: The Red, White, and Blue Pill for Arousing Innovation (Wiley, 2011). Forbes and Harvard Business Review contributor; one of LinkedIn’s original 160 Influencers, with a 750,000-strong executive following. Host of The Trendaddy show; media credits include The Wall Street Journal, NPR, Bloomberg Radio and MSNBC. Graduate of NYU Stern School of Business. Biography At American Express, the Chairman’s Innovation Fund came with a $50M budget and a brief to launch new businesses inside the company. Steve Faktor ran it. Out of that role came Zync, LoyaltyEdge and a Private Sales joint venture with Vente Privée. The same period produced the methodology he has since codified as the 4C’s of Innovation™: context, creativity, capabilities and culture. That methodology is the operating logic he now applies through IdeaFaktory, the innovation firm he founded after leaving AmEx. IdeaFaktory has helped Fortune 100 clients launch multiple $100M+ businesses by partnering with vetted startups and rebuilding their internal innovation programmes from the culture out. The ‘culture out’ part matters. His viral Forbes piece on the 9 Corporate Personality Types, picked up by NPR, came from watching innovation initiatives die at the hands of identifiable, predictable internal characters. Faktor’s second strand of work is futurist. Econovation (Wiley, 2011) argued that consumerism was ending and producerism was emerging, with economic value shifting to those who make rather than those who consume. As one of LinkedIn’s original 160 Influencers, with a 750,000-strong executive following and Forbes and Harvard Business Review columns, he has built more than a decade of dated, public predictions clients can audit. In a boardroom, both strands earn their seat. Senior teams get a working framework rooted in real product P&Ls, the AmEx ones with his name on them, not someone else’s case studies. They also get a voice that has been right enough, often enough, in public, that buyers can audit the work before they commission it. Key speaking topics Innovation strategy and methodology Corporate-startup partnerships and commercialisation Growth strategy in financial services and consumer goods Futurism and trend forecasting Innovation culture and corporate change Business model innovation Digital commerce, payments and loyalty Ideal for Chief Innovation Officers and Heads of Strategy in Fortune 500 firms whose innovation programmes have plateaued at pilot stage. Growth and commercial leadership teams in financial services, payments and consumer goods evaluating where to commit capital next. Boards and executive committees commissioning a candid, externally validated read on internal innovation capability. Founders and corporate venture teams looking for an operator’s view of how large enterprises actually make buying decisions. Audience outcomes A specific diagnostic for why their innovation programmes are stalling, anchored to the 4C’s of Innovation™. A working vocabulary for the cultural archetypes that block or enable change inside large organisations, drawn from the 9 Corporate Personality Types. A view of which trends in technology, economics and consumer behaviour are most likely to disrupt their P&L over the next five to ten years. A short list of the highest-leverage moves a senior team can make to convert innovation budget into commercial product launches.

Why organisations work with Steven D’Souza The «Not Knowing» framework gives organisations a precise and credible language for something most leadership programmes refuse to address directly: that the expectation of certainty from leaders is itself a liability in complex environments. That reframe changes how organisations design capability programmes. His intellectual approach – drawing on Gestalt psychology, Theory U, Adaptive Leadership and Eastern wisdom traditions – produces a more durable intervention than conventional leadership tools. Organisations working on long-term leadership capability find it gives senior executives a framework rather than a set of techniques. His practitioner background spans Senior Client Partner of Leadership & Professional Development at Korn Ferry in London and Riyadh, Global Head of Leadership at Philip Morris International, VP of Leadership and Talent Management at Merrill Lynch, and Head of Diversity at Santander UK. That breadth of first-hand experience in high-stakes leadership contexts makes him unusually credible at board and C-suite level. His published body of work now spans six books – Not Knowing, Not Doing, Not Being, Shadows at Work, Brilliant Networking and Made in Britain – giving organisations a cumulative architecture for multi-year leadership development that moves from navigating uncertainty, to purposeful restraint, to identity transformation, to the unconscious patterns that derail capable leaders. A CMI Management Book of the Year and a Thinkers50 Radar recognition give senior buyers independently validated signals of intellectual credibility, reducing the due-diligence burden when positioning a leadership development investment internally. Biography highlights Founder and CEO of Liminal Edge Consulting (UAE), and Senior Fellow and Executive in Residence at the Centre for the Future of Organisation, Drucker School of Management Author of Not Knowing – CMI Management Book of the Year, translated into ten languages – and the broader Not trilogy: Not Knowing, Not Doing, Not Being, published by LID Author of Made in Britain and Brilliant Networking by Pearson. Author of Shadows at Work (2026) – on unconscious behaviour, the leadership shadow, and how hidden traits shape organisational culture Named on the Thinkers50 Radar among management thinkers most likely to change the future of leadership thinking Named in HR Magazine’s Top 30 Most Influential Thinkers Guest faculty, Adaptive Leadership programme, Harvard Kennedy School; Associate Fellow, Saïd Business School, University of Oxford; Executive Fellow and Associate Professor, IE Business School Work featured in Harvard Business Review, Bloomberg, BBC, The Guardian and The Sunday Times Previous leadership roles: Senior Client Partner, Leadership and Professional Development practice, Korn Ferry London and Riyadh; Global Head of Leadership and Executive Development, Philip Morris International; VP Leadership and Talent Management, Merrill Lynch; Head of Diversity, Santander UK; Director of Programmes, FT/IE Corporate Learning Alliance Biography Not Knowing – co-authored with Diana Renner and published by LID – won the CMI Management Book of the Year and has since been translated into ten languages. Its central argument is that the pressure on leaders to perform certainty is itself a liability when the environment is genuinely ambiguous. That argument proved durable enough to generate two sequels: Not Doing, on the discipline of purposeful restraint in leadership, and Not Being, on identity, self-transformation and renewal. His 2026 book Shadows at Work extends that body of work into examining the leader’s shadow from the lens of psychology, biology, culture and meaning. He shows how the unconscious traits leaders repress become the behaviours that most undermine the cultures they are trying to build – and how to surface and redirect them. The trilogy draws on Gestalt psychology, Theory U, Adaptive Leadership and Eastern and Western wisdom traditions. That blend is not incidental – it is what separates D’Souza’s framework from leadership development built around models and process tools. The approach asks executives to examine how their identity as leaders shapes what they can see and do in genuinely complex situations. The practitioner credibility that anchors that philosophy is substantial. Steven was formerly a Senior Client Partner at Korn Ferry in London and Riyadh, speaking to C-suite audiences across consumer, energy, industrial and technology sectors. As Global Head of Leadership and Executive Development at Philip Morris International, he worked with the company’s top 200 leaders through a major industry transformation. As VP of Leadership and Talent Management at Merrill Lynch and Head of Diversity at Santander UK, he worked on the kind of complex, people-facing challenges that most leadership theorists observe at a distance. His academic record spans the Drucker School of Management where he is currently a Senior Fellow and Executive in Residence, Oxford’s Saïd Business School, INSEAD, IE Business School, and guest faculty status at the Harvard Kennedy School’s Adaptive Leadership programme. Thinkers50 named D’Souza among the management thinkers most likely to change the future of leadership thinking. HR Magazine included him in its Top 30 Most Influential Thinkers. His work has appeared in the Harvard Business Review, Bloomberg, the BBC, The Guardian and The Sunday Times. Key speaking topics Leadership under uncertainty and complexity The «Not Knowing» framework: turning ambiguity into organisational advantage Sustainable leadership and the discipline of effortless action Identity, self-transformation and leadership renewal Diversity, inclusion and social capital Leadership capability design for senior executives Contemplative and philosophy-based approaches to organisational development The leader’s shadow: unconscious behaviour, derailers and organisational culture Ideal for CHROs and Chief People Officers designing senior leadership development programmes Boards and C-suite teams navigating transformation, major strategic pivots or cultural change Executive education and MBA programme directors at business schools Learning and development leaders investing in long-term leadership capability at global organisations Audience outcomes A reframed relationship with uncertainty – from a condition to be managed to a resource to be developed as a leadership capacity A clear distinction between problems that respond to expertise and those that require adaptive, inquiry-led approaches – and practical tools for each Awareness of how leadership identity built on authority and answers can become a liability in genuinely ambiguous situations Practical techniques – drawn from philosophy, Gestalt psychology and organisational development – for leading with more presence, less reactivity and greater sustainability A framework for individual and team reflection on where current leadership practice is serving the organisation and where it is reinforcing defensive patterns

Why organisations work with Stuart Rose He has run a defensive takeover at the highest level in British retail. M&S beat Sir Philip Green’s bid in 2004 with Rose as chief executive, three weeks into the job. He turned Arcadia around and sold it for over £800m, then took on the M&S turnaround the same decade. Two CEO-led recoveries in adjacent businesses, a year apart. He authored the 2015 Better Leadership for Tomorrow review for the Department of Health, the standing reference document on why NHS hospital leadership underperforms and what to do about it. Plan A at M&S was the first time a FTSE retailer treated sustainability as a board strategy with capital attached, not a CSR report. Rose committed £200m and signed his top suppliers in private before launch. Sits in the House of Lords as Baron Rose of Monewden and chaired Ocado Group from 2013 to 2021. Buyers get a perspective shaped by both governance and operating accountability. Biography highlights Former Chief Executive (2004 to 2008) and Executive Chairman (2008 to 2011) of Marks & Spencer. Former Chairman of Ocado Group (2013 to 2021) and Chairman of Asda (2021 to 2024), with day-to-day executive leadership at Asda from September 2024. Former Chief Executive of Arcadia Group, Argos, Booker plc and Burton Group. Author of the 2015 NHS leadership review commissioned by the Secretary of State for Health, Better Leadership for Tomorrow. Knighted in the 2008 New Year Honours for services to retail and corporate social responsibility. Conservative life peer: Baron Rose of Monewden, created 2014. Biography Marks & Spencer was three weeks into a hostile bid from Sir Philip Green when Stuart Rose was appointed chief executive in May 2004. The defence held. What followed was a six-year programme that restored profit, rebuilt the supply base, and put sustainability at the centre of the operating plan rather than the CSR report. Plan A launched in 2007 with 100 commitments across climate, waste, raw materials, fair partnership and health. The framing was deliberately blunt: there is no Plan B. £200m of capital was committed up front, and the largest M&S suppliers were briefed privately before launch so the public commitment was already operationally backed. The retail track record runs deeper than M&S. As chief executive of Arcadia from 2000, he led the turnaround that culminated in the £800m sale of the group in 2002. Earlier, he ran Argos, Booker plc, where he engineered the merger with Iceland to form the Big Food Group and the Burton Group. The 2015 NHS leadership review for the Department of Health applied the same operating discipline to a non-commercial setting, with 19 recommendations on talent, accountability and visible frontline leadership. He chaired Ocado Group from 2013 to 2021 and took the chair at Asda in November 2021, stepping into executive responsibilities in September 2024 to stabilise the business. He sits in the House of Lords as Baron Rose of Monewden. Key speaking topics Turnaround leadership in large consumer businesses Defended takeover bids and board response Sustainability as an operating strategy Public sector reform and NHS leadership Corporate governance and the chair role UK retail and the future of the high street Ideal for Boards and chairs of large consumer or retail businesses are going through performance recovery Public sector leadership audiences responsible for hospital, trust or system reform CEO and CFO offsites where the agenda is restoring investor and workforce confidence Sustainability and ESG forums where the audience is past narrative and into capital allocation Audience outcomes A working account of how a defended takeover changes board behaviour and the CEO calendar in the first 90 days. The decisions behind Plan A, including how Rose secured supplier alignment before public launch. A clear view of why NHS leadership underperforms and which of the 2015 review recommendations still apply. The chair’s perspective on when to intervene executively and when to hold back, drawn from the Ocado and Asda chairmanships.

Why organisations work with Dr Sue Mitchell Her PEP framework gives leaders a portable and memorable model for navigating uncertainty – field-tested across sectors from global pharma to policing, and consistently recalled by participants months after delivery. Her background in evolutionary ecology – studying adaptive strategies across complex, dynamic systems – informs an analytical approach to leadership that goes beyond behavioural coaching, connecting individual mindset to systemic structures. She completed training with Peter Senge in Compassionate Systems Leadership, giving her work a rigorous intellectual foundation that distinguishes her from practitioners working from applied psychology or HR frameworks alone. Her concept of “inner sustainability” reframes resilience as a proactive leadership capacity rather than a reactive stress-management tool – a distinction that senior leaders in high-change environments find practically useful. Biography highlights PhD in evolutionary ecology; post-doctoral research at the University of Edinburgh and a Max Planck Institute, Germany Trained in Compassionate Systems Leadership with Peter Senge, author of The Fifth Discipline Author, The Authority Guide to Engaging Your People (SRA Books) Founder and Director, Aeona Ltd; clients include EY, Lloyds Banking Group, Bayer, Gilead Sciences, Scottish Enterprise, and Police Scotland Fellow and former Regional President (Scotland, 2019–2020), Professional Speaking Association UK & Ireland Co-founder, IDG Edinburgh Resilience Hub – applying the Inner Development Goals framework to leadership and organisational change Biography When engagement falls and burnout rises, the root cause is rarely individual. It is usually a leadership culture that was built for stability and has not been redesigned for permanent disruption. Dr Sue Mitchell has spent two decades helping organisations close that gap. Her starting point is unusual. Before moving into coaching and leadership development, she was an evolutionary ecologist, with post-doctoral research at the University of Edinburgh and a Max Planck Institute in Germany. The discipline – studying how organisms sustain effective strategies across dynamic, interconnected systems – gave her a framework for understanding organisations that is structurally different from standard behavioural models. She later trained with Peter Senge in Compassionate Systems Leadership, deepening that foundation. That systems perspective runs through her proprietary PEP framework: a practical model for helping leaders maintain clarity, commitment and adaptability under pressure. It has been delivered across a client base that includes EY, Lloyds Banking Group, Gilead Sciences, Bayer, Scottish Enterprise, and Police Scotland. More recently, she co-founded the IDG Edinburgh Resilience Hub, bringing the Inner Development Goals framework – developed as a companion to the UN Sustainable Development Goals – into leadership and organisational practice. She is the author of The Authority Guide to Engaging Your People (SRA Books) and a Fellow of the Professional Speaking Association UK & Ireland, where she served as Regional President for Scotland. Through Aeona, her Edinburgh-based consultancy, she works across keynote speaking, executive coaching, and multiday leadership development programmes. Key speaking topics Adaptable leadership Navigating change and uncertainty Employee engagement and sustainable performance Systems thinking in organisations Organisational resilience Inner sustainability and mindset Diversity, decision-making and team dynamics Ideal for Senior leadership teams navigating restructure, sustained organisational change, or rapid growth HR directors and heads of OD commissioning leadership development programmes or all-staff development events Organisations in professional services, financial services, life sciences, or public sector seeking structured leadership development programmes Mid-to-senior management cohorts where engagement, performance, and wellbeing are competing tensions Audience outcomes A portable framework (PEP) for managing their own mindset and their team’s behaviour through uncertainty and change Clearer understanding of how unconscious mental models shape decision-making under pressure – and how to intervene A common language for discussing change, resilience and engagement across a leadership group Practical tools for sustaining performance without trading off wellbeing Greater awareness of how organisational systems and structures – not just individual behaviour – drive or undermine engagement

Why organisations work with Susan David She is the named originator of Emotional Agility, a peer-reviewed psychological framework that Harvard Business Review designated a Management Idea of the Year and Thinkers50 awarded its Breakthrough Idea Award. Her authority sits at Harvard Medical School and the Institute of Coaching at McLean Hospital, which means leadership teams get clinical psychology, not motivational content dressed as science. She gives senior leaders a usable method for operating under pressure: working with hard emotions as signal rather than noise, and translating values into decisions when stakes are high. Her research base spans more than two decades of work on emotion, resilience and change, and her writing in HBR, the New York Times, Washington Post and the Wall Street Journal puts her in front of the same readership a board does. She is South African, trained at Yale, and brings a register that travels across global executive audiences without the wellness-industry tone that often blunts this material. Biography highlights Faculty psychologist, Harvard Medical School. Cofounder and co-director, Institute of Coaching at McLean Hospital, a Harvard Medical School affiliate. CEO, Evidence Based Psychology. Author of the #1 Wall Street Journal bestseller Emotional Agility, translated into more than 30 languages. Winner of the Thinkers50 Breakthrough Idea Award; named to the Thinkers50 ranking of the world’s most influential management thinkers. TED Talk “The Gift and Power of Emotional Courage” delivered at TEDWomen 2017, with more than 11 million views on TED.com. Biography Most leadership advice asks senior people to stay positive under pressure. The clinical evidence says the opposite. Suppressing difficult emotion narrows judgement, erodes decision quality and corrodes trust over time. That gap, between the slogan and the science, is where Susan David built her work. She is a faculty psychologist at Harvard Medical School and cofounder of the Institute of Coaching at McLean Hospital, a Harvard Medical School affiliate. Her framework, Emotional Agility, was named a Management Idea of the Year by Harvard Business Review and won the Thinkers50 Breakthrough Idea Award. The book of the same title was a #1 Wall Street Journal bestseller and has been translated into more than 30 languages. The framework treats emotions as data on values, not as performance problems. It gives leaders a way to notice what they are feeling, label it accurately, separate the feeling from the impulse to act on it, and then make a values-based choice. It is a discipline, not a mood, and it scales from individual executive judgement to how cultures handle hard conversations, conflict and change. Her work has reached management readers through HBR, the New York Times, Washington Post and the Wall Street Journal, and a wider audience through her TEDWomen 2017 talk. The audiences that book her are usually executive teams under sustained pressure: leadership groups mid-restructure, partner cohorts in professional services, and senior teams trying to rebuild trust after shock. They leave with a method, not a mood-lift. Key speaking topics Emotional agility Self-leadership under pressure Resilience and change Decision-making under stress Values-based leadership Workplace mental health and wellbeing Culture and emotional honesty at work Ideal for CEOs, C-suite teams and boards leading through restructure, integration or sustained pressure. CHROs and senior people leaders rebuilding engagement and trust after change. Partner groups and senior cohorts in professional services, finance and law. Executive development and high-potential leadership programmes. Audience outcomes A working definition of emotional agility, with the four steps that turn it from idea into practice. A way to read difficult emotions as data on values rather than as problems to suppress. Language to lead hard conversations without retreating into positivity or performance. A method for staying decisive under pressure, including in moments of public scrutiny or internal conflict. A clearer link between personal values and the day-to-day choices a leadership role demands.

Why organisations work with Susie Wolff She is the only executive who has both experienced structural exclusion at the top of global motorsport as a competitor and then returned to redesign those structures, giving her an argument that runs deeper than advocacy. F1 Academy under her leadership secured the backing of all ten Formula 1 teams, partnerships with Charlotte Tilbury, American Express, TAG Heuer and The LEGO Group, and grew to become the second-most followed motorsport series after Formula 1 – these are not diversity metrics, they are commercial outcomes. Her work addresses a specific organisational failure that most DEI programmes miss: talent exclusion is not primarily a selection problem, it is a pipeline and development problem. She has built the operational case study. Her track record spans the full leadership arc – elite competitor, team principal, CEO, series director – giving her credibility in conversations about performance culture, high-pressure decision-making, and building organisations that win under scrutiny. Driven, her memoir, was an instant Sunday Times bestseller on UK publication by Hodder & Stoughton, and was released in the US by Henry Holt in April 2026 with a Booklist Starred Review and Lewis Hamilton endorsement, extending her reach beyond motorsport audiences into mainstream leadership conversations. Biography highlights Managing Director, F1 Academy (Formula 1’s all-female development series), appointed March 2023; reports directly to Formula 1 CEO Stefano Domenicali First woman to participate in a Formula One race weekend since 1992 – four FP1 sessions with the Williams F1 team, 2014–2015 Seven seasons in the Deutsche Tourenwagen Masters (DTM) with Mercedes-Benz, 2006-2012 Team Principal then CEO, Venturi Formula E team, 2018-2022; took the team from the back of the grid to Formula E Vice-World Champions and oversaw its sale to Maserati on departure Founder, Dare To Be Different initiative (2016); merged with FIA Girls on Track (2019) Author, Driven (Hodder & Stoughton / Henry Holt) – instant Sunday Times bestseller; executive producer of Netflix docuseries F1: The Academy (2025) MBE (2017) for services to women in sport; Honorary Fellowship, University of Edinburgh (2013); CNBC Changemaker (2026) Biography Motorsport has long had a pipeline problem, not of talent, but of access. The structures that determined who made it to the top were built for a specific kind of competitor, and they were rarely questioned. Susie Wolff sat inside that system for over two decades: as a driver who pushed further into Formula One than any woman had in a generation, and then as the executive who went back to rebuild it. Her driving career ran from karting to the Deutsche Tourenwagen Masters with Mercedes-Benz, then to Williams F1, where she became the first woman to participate in a Formula One race weekend since 1992 across four practice sessions in 2014 and 2015. When she retired from driving, she turned to the leadership side of the sport: first as Team Principal, then CEO, of the Venturi Formula E team. Over four seasons she took the team from the back of the grid to a Formula E Vice-World Championship finish, then oversaw its sale to Maserati before joining F1 Academy in March 2023. At F1 Academy, Wolff has built something that did not exist before: a commercially viable, Formula 1-integrated development series for female talent, which now carries the liveries of all ten F1 teams, holds partnerships with brands including Charlotte Tilbury, American Express, TAG Heuer and The LEGO Group, and has grown to become the second-most followed motorsport series after Formula 1. She executive produced the 2025 Netflix docuseries F1: The Academy alongside Reese Witherspoon’s Hello Sunshine. Her memoir Driven was an instant Sunday Times bestseller on UK publication by Hodder & Stoughton, and was released in the US by Henry Holt in April 2026 to a Booklist Starred Review. What Wolff offers corporate audiences is not a motivational narrative with a motorsport backdrop. It is a specific and replicable argument: that inclusive talent pipelines are not built by changing who you select, but by redesigning the conditions in which talent is identified and developed. She has built that case inside one of the world’s most commercially demanding sports, and has the results to prove it. Key speaking topics Inclusive talent pipeline design Leadership and performance under competitive pressure Organisational culture change in structurally resistant industries Executive leadership in high-performance sport Building commercial frameworks for underrepresented talent Resilience and ambition in elite environments Diversity as a strategic performance lever Ideal for C-suite and senior leadership teams working on talent strategy, diversity, or cultural transformation CHROs and People directors designing inclusive talent development programmes Leadership and strategy teams in automotive, engineering, technology, and financial services Sports business, sponsorship, and commercial leadership audiences Audience outcomes A clear framework for distinguishing between diversity as selection (reactive) and diversity as pipeline design (structural) with a real-world organisational example Understanding of how to build commercial buy-in for inclusion initiatives, grounded in F1 Academy’s partnership and broadcast growth Insight into high-performance decision-making and the leadership qualities required to build organisations under public scrutiny A more specific vocabulary for talking about talent exclusion as a performance problem rather than a compliance issue First-hand perspective on what resilience, ambition, and goal-setting look like at the elite level, and how these translate into organisational contexts

Why organisations work with Tahl Raz The frameworks Raz presents aren’t drawn from his interpretation of others’ research. Rather, he co-constructed them, working directly with the FBI hostage negotiator, the CEO performance researchers, and the business practitioners behind three of the most widely read business books of the past two decades. The CEO Next Door, which Raz co-authored based on analysis of more than 17,000 CEO and C-suite assessments, gives boards and senior leadership teams a data-validated model for identifying and developing executive talent, not one built on anecdote or convention. Never Split the Difference has sold more than five million copies and been translated into over 40 languages, which reflects genuine market validation of the negotiation system Raz helped shape. It is now embedded in corporate training programmes globally. Never Eat Alone is used as a textbook in MBA programmes worldwide, making Raz a source-level contributor to how the next generation of executives is taught to build professional relationships and organisational influence. His background as an award-winning business journalist gives him an ability to take complex behavioural research and make it immediately actionable in a room – a skill that is structurally different from the researchers and practitioners who generated the underlying work. Biography highlights Co-author of Never Split the Difference with former FBI lead hostage negotiator Chris Voss, New York Times and Wall Street Journal bestseller, 5 million+ copies sold, translated into 40+ languages Co-author of Never Eat Alone with Keith Ferrazzi, New York Times bestseller, adopted as an MBA textbook in business schools worldwide Co-author of The CEO Next Door with Elena Botelho and Kim Powell, New York Times and Wall Street Journal bestseller; CMI Management Book of the Year 2019; based on analysis of more than 17,000 CEO and C-suite assessments; research published as an HBR cover story Award-winning journalist published in Inc., GQ, Harvard Business Review, and the Jerusalem Post Former CEO of MyGreenLight (online education), Chief Content Officer, and founder and editor-in-chief of Jewcy Media Degree in Philosophy, Vassar College Biography The prevailing models for negotiation and leadership development share a common flaw: they were built on theory, intuition, and case studies drawn from a narrow slice of experience. What changes the conversation is evidence. Evidence from 20 years of hostage negotiation under life-or-death conditions, from a decade of performance data on 17,000 executives, from the social science of how professional relationships actually generate career capital. Tahl Raz has spent his career working at the intersection of that evidence and the people who need to act on it. Raz co-authored Never Split the Difference with Chris Voss, former lead international kidnapping negotiator for the FBI, translating a field-tested system developed in extreme-pressure environments into a framework that business leaders and sales teams now use worldwide. The book has sold more than five million copies and been translated into over 40 languages – a scale of adoption that reflects the practical utility of what the negotiation system actually delivers, not just the appeal of the source material. His work on The CEO Next Door, developed with researchers Elena Botelho and Kim Powell, draws on analysis of more than 17,000 CEO and C-suite assessments to identify the four behaviours that statistically separate executives who reach and sustain top performance from those who plateau. The research – published as a cover article in the May-June 2017 issue of Harvard Business Review – overturns widely held assumptions about pedigree, charisma, and the shape of a successful executive career. The book won CMI Management Book of the Year 2019. Before these collaborations, Raz co-authored Never Eat Alone with Keith Ferrazzi, a study of professional networking and relationship capital that remains in use as an MBA textbook in business programmes globally. His journalism has appeared in Inc., GQ, Harvard Business Review, and the Jerusalem Post. That background – knowing how to extract what is genuinely new in a body of research and make it land for a senior audience – is what distinguishes his platform: he is not interpreting these frameworks from the outside, he helped build them. Key speaking topics Negotiation strategy and behavioural influence Executive leadership behaviours and CEO performance Professional relationship capital and network strategy Storytelling and leadership communication Organisational decision-making under pressure Career development and leadership advancement The future of work and professional influence Ideal for C-suite and senior executive audiences in leadership development or strategic offsites CHROs and talent leaders building executive assessment or succession frameworks Sales leadership and commercial teams focused on high-stakes negotiation Boards and governance teams examining executive performance and leadership pipeline Audience outcomes A working understanding of the negotiation tactics developed in FBI hostage situations and how they apply in commercial and leadership contexts Clarity on the four behaviours; decisiveness, engaging for impact, relentless reliability, bold adaptation which CEO performance data identifies as the genuine predictors of executive success A reframed view of professional networking as a deliberate, structured strategic practice rather than a social variable Practical approaches for improving persuasion, communication, and influence in high-pressure conversations Sharper criteria for evaluating leadership potential – their own or others’ – against evidence rather than convention

Why organisations work with Terence Mauri He gives leadership teams a defined decision framework, DARE (Data, Agility, Risk, Evolution), drawn from his Wiley and Thinkers50 book, that turns “respond to disruption” from a slogan into a working method. His vantage point sits across operating roles, not commentary alone: founder of Hack Future Lab, Entrepreneur Mentor in Residence at MIT, visiting professor at IE Business School. Senior audiences can tell the difference. The content is built for the AI era without becoming a technology lecture. The argument is about how executives think, choose, and govern when technology cycles are shorter than planning cycles. He writes for a senior business readership through a monthly Inc.com column, “Future Proof,” which means the room hears arguments that have already been pressure-tested in print. Biography highlights Founder of Hack Future Lab, a global management think tank focused on leadership, AI, and disruption. Author of The Upside of Disruption (Wiley, in partnership with Thinkers50, 2024), centred on his DARE framework. Earlier books include The Leader’s Mindset and The 3D Leader. Entrepreneur Mentor in Residence at MIT and visiting professor at IE Business School. Inc.com columnist, author of the “Future Proof” column. Described by Thinkers50 as “an influential and outspoken thinker on the future of leadership.” Biography The hardest part of leading through disruption is not recognising that the environment has changed. It is changing the way a senior team decides while the business still has to deliver this quarter. That gap, between awareness and operating practice, is the question Terence Mauri has spent his work addressing. His most recent book, The Upside of Disruption, was published by Wiley in 2024 in partnership with Thinkers50. It introduces the DARE framework, Data, Agility, Risk, Evolution, as a way of organising executive decisions when conditions will not stabilise. Earlier books, The Leader’s Mindset and The 3D Leader, traced the same thread through the language of mindset and leadership behaviour. The institutional ground underneath the work matters. Mauri founded Hack Future Lab as a global management think tank, and holds active posts as Entrepreneur Mentor in Residence at MIT and visiting professor at IE Business School. He writes the “Future Proof” column for Inc.com, which is where many of the arguments arrive in public before they appear in a keynote. Thinkers50, the management ranking authority, has called him “an influential and outspoken thinker on the future of leadership.” For a senior team weighing whether to put a speaker in front of their own leadership, the practical question is sharper: he gives them a structured way to talk about decisions in conditions of uncertainty, drawn from a published framework rather than a slide deck. Key speaking topics Leadership in the age of AI Decision-making under uncertainty Future readiness and organisational agility Disruption as a strategic input, not a threat Executive mindset and unlearning Innovation and growth in fast-changing markets Ideal for CEOs and executive committees setting strategy in conditions where AI and market shifts have shortened planning horizons. CHROs and chief learning officers redesigning leadership development for senior cohorts. Boards and transformation leads asking how the organisation should make decisions, not just which technology to adopt. Audience outcomes A working vocabulary for how senior leaders make decisions when the operating context is actively changing. The DARE framework as a structure for diagnosing where the leadership team is strong and where it is exposed. A sharper read on the difference between adopting AI and leading through the AI era. A set of named behaviours, around unlearning, calculated risk, and trust, that senior teams can return to after the keynote.

Why organisations work with Terry Lundgren He executed one of the largest retail mergers in US history and rebranded more than 400 regional stores under a single national brand inside twelve months, a case study in integration that boards rarely get to hear from the person who ran it. He led a Fortune 100 retailer through the early omnichannel transition, making capital and organisational decisions that other CEOs were still debating. He sits on the board of Procter and Gamble and chairs its Compensation and Leadership Development Committee, which gives him a current view of how blue-chip boards are thinking about CEO succession and operating performance. His Deming Cup citation from Columbia Business School recognises sustained continuous improvement at scale, not a single transformation moment, which is the harder leadership question for most enterprises. Biography highlights Chairman and CEO of Macy’s, Inc. from 2003 to 2017; executive chairman until January 2018. Led the 2005 Federated/May acquisition, the largest US retail transaction at the time, creating a single national Macy’s brand from more than 400 regional stores. Director of The Procter & Gamble Company since 2013; chair of the Compensation and Leadership Development Committee. Executive in Residence, Columbia Business School; namesake of the Terry J. Lundgren Center for Retailing at the University of Arizona. Recipient of the National Retail Federation Gold Medal Award (2008) and the Columbia Business School Deming Cup (2012). Named one of Barron’s Top 30 CEOs in the World (2015) and WWD Newsmaker of the Year (2014). Biography Federated’s USD 11 billion acquisition of The May Department Stores Company in 2005 was, at the time, the largest retail transaction in US history. Inside a year, more than 400 regional department stores across the country had been rebranded under the Macy’s name. Terry Lundgren was the CEO who ran that integration. He had joined Federated in 1975, run Bullocks Wilshire at 35, served as Chairman and CEO of Neiman Marcus, and returned to Federated in 1994. By the time he became CEO of Macy’s, Inc. in 2003, he had spent almost three decades inside the operating layer of American retail. The fourteen years that followed are the substance of his speaking work. He launched the “My Macy’s” localisation programme in 2008, an early answer to the question of how a national chain competes with category specialists. He made the capital and organisational decisions that pulled Macy’s into omnichannel before most peers had committed. By his final year as CEO in fiscal 2016, the company was running sales of roughly USD 26 billion with about 140,000 employees. Since stepping down he has sat on the board of Procter and Gamble, chairing its Compensation and Leadership Development Committee, and served as an Executive in Residence at Columbia Business School. The Deming Cup citation from Columbia, awarded for continuous improvement at scale, is the credential that distinguishes him from CEOs known for a single defining moment. Key speaking topics Large-scale merger integration CEO leadership through structural change Omnichannel and the reinvention of retail Continuous improvement at enterprise scale Brand strategy and national brand building CEO succession and board-level talent decisions Ideal for CEO and board audiences working through merger integration or major restructuring. CHROs and Chief Talent Officers focused on CEO succession, executive development, and operating discipline. Retail, consumer, and consumer-adjacent leadership teams navigating channel transitions and brand consolidation. Senior leadership programmes inside large enterprises where the case studies need to come from someone who ran the company. Audience outcomes A first-hand account of what merger integration costs an organisation operationally, culturally, and in customer experience. A clearer view of the decisions a CEO actually faces when committing capital to a channel transition. Reference points from a fourteen-year tenure for how continuous improvement is institutionalised, not just announced. A board-level perspective on what compensation, succession, and leadership development look like inside a current Fortune 50 company.