Change Management speakers

Why organisations work with Thimon de Jong His Trust Pendulum framework gives leadership teams a structured account of why institutional trust has declined – and what leaders must do differently as a result His book Future Human Behaviour (Routledge) maps the behavioural shifts most likely to affect strategy over the next decade, making his frameworks referenceable long after the event As a lecturer in social psychology at Utrecht University, he brings academic grounding that makes his arguments credible to analytically rigorous leadership teams, not just receptive conference audiences His Polycrisis framing helps organisations move from crisis-by-crisis reaction to a coherent leadership posture designed to absorb the next disruption – whatever form it takes He holds together trust, generational change, technology adoption, and mental health as an integrated account of how human behaviour is shifting – not as a list of separate topics Biography highlights Founder of WHETSTON / strategic foresight, an Amsterdam-based think tank established in 2014, specialising in future human behaviour and societal change Author of Future Human Behaviour: Understanding What People Are Going To Do Next, published by Routledge Lecturer in social psychology at Utrecht University, teaching master’s-level students how to apply academic research to business strategy Master’s degree in Cultural Studies with a minor in International Business Studies Former Insights & Strategy Director at TrendsActive; researcher at FreedomLab Future Studies; Editor-in-Chief of RELOAD Magazine Clients include Morgan Stanley, Vodafone, IKEA, Google, L’Oréal, BNP Paribas, and the European Central Bank Biography Human behaviour is changing faster than most organisations’ ability to read it. The gap between how people actually think, trust, and act – and how leaders assume they do – is the problem Thimon de Jong has spent fifteen years researching. De Jong is the founder of WHETSTON / strategic foresight, an Amsterdam-based think tank focused on the implications of societal and behavioural change for leadership and business strategy. His Routledge book, Future Human Behaviour: Understanding What People Are Going To Do Next, maps the key shifts across trust, technology adoption, generational expectations, and mental health – and translates each into practical strategic implications. Routledge described it as an example of the future of publishing: part business book, part academic work, designed to be used, not shelved. His academic grounding matters. De Jong lectures in the social psychology department at Utrecht University, teaching master’s students how research applies directly to business decisions. That dual footing – practitioner and academic – gives his frameworks a rigour that is uncommon in the foresight and futures space. The organisations that work with him – Morgan Stanley, IKEA, BNP Paribas, the European Central Bank – are not looking for trend lists. They are looking for a coherent way to lead in a world where the assumptions that underpinned past decisions no longer hold. That is the territory his work occupies, and has done for over a decade. Key speaking topics Behavioural foresight and societal change Trust dynamics and institutional decline Technology adoption and human response Generational change and multigenerational leadership Leadership under polycrisis conditions Mental health and leadership responsibility Future of work and evolving workplace expectations Strategic foresight for leadership teams Ideal for Senior leadership teams preparing for medium-term strategy cycles or leadership offsites CHROs and people directors navigating generational change and shifting employee expectations Transformation leads and innovation functions applying foresight to organisational planning Board-level audiences seeking a research-grounded view of societal and behavioural risk Audience outcomes A structured framework – the Trust Pendulum – for understanding how trust is shifting and what it demands of leaders today Clearer thinking about the behavioural and societal shifts most likely to affect their organisation in the next five years Practical perspective on how emerging technologies are adopted and resisted across different generations and groups Tools for distinguishing meaningful signal from noise in an era of overlapping, compounding disruption Greater confidence in leading through sustained uncertainty – without defaulting to reactive, short-term decision-making

Why organisations work with Thomas Kolditz A research base built where it counts. His framework on in extremis leadership draws on more than 175 field interviews conducted during combat operations in Iraq, giving senior teams something more rigorous than borrowed military metaphors. A command record at scale. Twelve years leading the Department of Behavioral Sciences and Leadership at West Point, plus a flag officer career, give him a standing few academic speakers can match when addressing CEOs and boards on decision-making under pressure. A measurable model for leader development. As founding director of Rice University’s Doerr Institute, he built a programme recognised in 2019 as the top university leader development effort by the Association of Leadership Educators, with methods documented in Leadership Reckoning. Direct relevance to crisis governance. His work on dodging crisis, leading through tragedy, and building leadership capability in legacy organisations speaks to boards under live operational and reputational stress, not abstract resilience theory. A bridge between military, academic, and corporate audiences. Yale School of Management appointed him to run its Leadership Development Program; Rice trusted him to design theirs from a blank page. Both translate cleanly into how he works with executive teams. Biography highlights Founding Director, Ann and John Doerr Institute for New Leaders, Rice University. Retired Brigadier General, U.S. Army; former head of the Department of Behavioral Sciences and Leadership at West Point for twelve years. Former Professor in the Practice of Leadership and Director of the Leadership Development Program, Yale School of Management. Author, In Extremis Leadership: Leading As If Your Life Depended On It, Jossey-Bass, in the Frances Hesselbein Leadership Forum series. Co-author, Leadership Reckoning: Can Higher Education Develop the Leaders We Need?, with Libby Gill and Ryan P. Brown. Warren Bennis Award for Excellence in Leadership; Fellow of the American Psychological Association; U.S. Army Distinguished Service Medal. Biography The leaders most worth studying are not those who perform well in stable conditions. They are the ones whose followers believe their lives, careers, or institutions are genuinely at risk. That observation became the basis for one of the more rigorous bodies of research on extreme leadership, drawn from more than 175 field interviews during combat operations in Iraq and published as In Extremis Leadership. The author of that work spent twelve years running the Department of Behavioral Sciences and Leadership at West Point and retired as a Brigadier General. Yale School of Management then appointed him to lead its Leadership Development Program. Rice University asked him to build the Ann and John Doerr Institute for New Leaders from scratch, with the brief of creating the most evidence-based university leader development programme in the world. The Doerr Institute did not stay theoretical. By 2019, the Association of Leadership Educators named it the top university leader development programme in the country, and Global Gurus ranked it fourth in the world. The methodology behind that result is documented in Leadership Reckoning, co-authored with Libby Gill and Ryan P. Brown, which makes the case that most leader development efforts cannot prove they work and shows what a defensible alternative looks like. That combination of fieldwork in lethal environments, command authority, and measurable institution building is why he is invited into boardrooms where the question is not what leadership means in the abstract but what it produces under pressure. Recognition includes the Warren Bennis Award for Excellence in Leadership, fellowship of the American Psychological Association, and the U.S. Army Distinguished Service Medal. Key speaking topics In extremis, leadership and decision-making under threat Crisis leadership and avoiding institutional crisis Leader development as a measurable discipline Composure and judgement at a senior level Innovation leadership inside legacy organisations Building leadership capability across an enterprise Ideal for CEOs, boards, and executive committees facing operational, reputational, or regulatory crisis exposure Chief Human Resources Officers and Chief Learning Officers are responsible for senior leader development Military, public sector, and high-hazard industry leadership audiences University presidents, provosts, and trustees are rebuilding leadership formation on campus Audience outcomes A working model for what changes in leader behaviour when the stakes shift from comfortable to consequential A clearer view of why most leader development programmes cannot demonstrate impact, and what to require instead Specific reference points from combat, aviation, and skydiving environments were translated for commercial decision-making A framework for treating composure, presence, and judgement as trainable senior-leader capabilities Practical guidance on leading through tragedy, restructuring, or reputational shock without losing organisational coherence

Why organisations work with Tim Bradshaw His authority sits in operational tradecraft, not theory. As a Covert Human Intelligence Officer he recruited and ran foreign agents in environments where misjudging a person or a moment carried real consequences. That experience translates directly into how senior leaders read rooms, build trust quickly, and influence outcomes without formal authority. He treats resilience as a leadership system, not an individual virtue. His work focuses on how decision-making structures and cultural signals shape whether teams hold together under sustained pressure, which is the version boards actually need. He has tested his content with operationally serious clients across regulated and high-stakes sectors, including Jaguar Land Rover, Mercedes-Benz, Deloitte, Clyde & Co, Knight Frank, St James’s Place and Netflix. Through Sandstone Communications and the Sandstone Foundation he runs the same material at executive level and in schools, which keeps the language plain and the frameworks usable rather than abstract. Biography highlights Former British Army Intelligence Officer, Royal Military Academy Sandhurst graduate, served as a Covert Human Intelligence Officer. Founder and director of Sandstone Communications, an international leadership and trauma-informed training consultancy. Chief Executive of the Sandstone Foundation, delivering leadership and resilience programmes across corporate, public and education sectors. Author of Because I Can, a practical guide to personal effectiveness under pressure. Keynote client roster includes Mercedes-Benz, Jaguar Land Rover, Netflix, Deloitte, Knight Frank, Clyde & Co, St James’s Place, Fujifilm Europe, Hitachi Solutions, Taylor Wessing and Gateley. Personal endurance record includes Ironman, summit of Everest, summit of the Matterhorn, and seven triathlons in one weekend. Biography Most leadership programmes train people for clarity. The harder problem is the meeting where the information is incomplete, the timeline has collapsed, and the person in charge has to commit anyway. That is the territory Tim Bradshaw works in, and it is where his content earns its weight. His authority comes from operational practice rather than research. As a Covert Human Intelligence Officer in the British Army, a Royal Military Academy Sandhurst graduate, he recruited and handled foreign agents in environments where reading a person wrongly had immediate consequences. The discipline he brings into the room is not motivational. It is practical tradecraft: how to make decisions when the picture refuses to clarify, how to build trust at speed, how to influence outcomes when hierarchy gives you nothing to lean on. Through Sandstone Communications, the consultancy he founded, and the Sandstone Foundation, where he is chief executive, he applies that work to senior teams in regulated and operationally complex businesses. Clients include Jaguar Land Rover, Mercedes-Benz, Deloitte, Clyde & Co, Knight Frank, St James’s Place, Netflix, Fujifilm Europe and Taylor Wessing. His book Because I Can sets out the personal effectiveness framework that underpins the keynotes. What makes his work usable is the refusal to treat resilience as an individual quality. He argues that leadership behaviour, decision structures and cultural signals are what determine whether a team stays effective under sustained pressure. That reframes a topic boards often hear as a wellbeing conversation into a question about how the organisation is actually run. Key speaking topics Decision-making under pressure and uncertainty Influence and trust without formal authority Leadership in high-stakes operational environments Team resilience as a leadership system Crisis management and composure Leading change without creating fragility Ideal for CEOs and executive teams in regulated, safety-critical or operationally complex sectors Senior leadership offsites where decision-making and judgment under pressure are the headline themes Sales, advisory and client-facing teams that depend on rapid trust-building with senior counterparties Risk, security and crisis leadership functions, including CROs, CISOs and continuity leads Audience outcomes A working method for committing to a decision when the information is incomplete A specific way to build trust and influence at speed without relying on title or authority A view of resilience as something leaders engineer into teams, not something they ask of individuals Composure as a teachable behaviour, with the cues senior leaders can use to model it A clearer read on which organisational habits actively erode performance when pressure is sustained

Why organisations work with Tim Collins He has commanded under live fire. The lessons on composure, communication, and accountability are drawn from running the 1st Battalion, Royal Irish Regiment Battle Group in Iraq, not a leadership model. His eve-of-battle speech is one of the most studied pieces of leadership communication of the last twenty years, hung in the Oval Office and quoted in business schools. Few speakers can talk about leadership communication from that position. Eight years as an officer in 22 SAS, including as Operations Officer, gives him a vocabulary on small-team performance, selection, and trust that very few corporate speakers can match credibly. He builds the talk around the audience’s actual leadership tension. The military stories are evidence, not the point. Biography highlights Commanded the 1st Battalion, Royal Irish Regiment Battle Group during the 2003 invasion of Iraq. Eight years as an officer in 22 SAS, including service as Operations Officer. Appointed OBE in 2003 for service in Iraq. Author of Rules of Engagement: A Life in Conflict (Headline, 2006). Co-founder and Chairman of New Century Consulting, an intelligence-led security services firm working with government clients since 2006. Regular media commentator and columnist on defence and security, with bylines in the Telegraph and other UK national press. Biography The eve-of-battle address to the Royal Irish Regiment Battle Group, delivered in Kuwait on 19 March 2003, was extemporised and recorded in shorthand by a single journalist. President George W. Bush later had a copy hung in the Oval Office. It is now a fixture on leadership reading lists, taught for what it does in five minutes: set the moral frame, give the team something to hold onto, and accept the weight of command without flinching. The speech is not why senior leaders book Collins, but it explains what they get. He commanded a battalion in combat, with all that implies for accountability, communication, and the long shadow that command throws over a career. He came back to allegations of war crimes, cleared his name, and was promoted to colonel. That sequence, command, scrutiny, recovery, is the substance of what he teaches. Before Iraq, Collins served eight years in 22 SAS, including as Operations Officer, and led troops through Northern Ireland, the Falklands, and Cyprus. The earlier work shapes how he talks about selection, small-team trust, and what actually holds a unit together when the plan fails. His memoir Rules of Engagement (Headline, 2006) is the long-form version. Since retiring from the army in 2004 he has built New Century Consulting, an intelligence-led security firm working largely with government, and become a regular commentator on defence and security in the UK national press. The corporate keynote work draws on all of it: the command experience, the public scrutiny, the second career building a business with a payroll and contracts. Key speaking topics Command leadership under pressure Leadership communication in high-stakes moments Small-team performance and trust Decision-making with incomplete information Accountability and the weight of command Resilience after public scrutiny Lessons from operational command for civilian leaders Ideal for CEOs, executive committees, and divisional MDs preparing teams for high-stakes operational moments Leadership development programmes for newly senior leaders taking on command-level accountability Sales and operations conferences where the central leadership question is composure under pressure Board offsites focused on crisis readiness, succession, or the human side of restructure Audience outcomes A clearer picture of what leadership communication actually does in the moment that counts. Practical handles on composure, accountability, and team trust, drawn from command experience rather than theory. A more honest reading of what holds a team together when the plan changes. A reference point, the eve-of-battle speech, that audiences carry back into their own leadership conversations.

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 that boards increasingly expect their senior teams to navigate: purpose, resilience, and transformation for the longer term Biography highlights Former Chief Learning Officer and Head of Wellbeing at Unilever, responsible for leadership development and learning across a 135,000-person global workforce Former HR Vice President for Unilever UK & Ireland, a €2.5bn business unit Senior Associate, Cambridge Institute for Sustainability Leadership (CISL), University of Cambridge Partner at inchigo, a 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 game is the psychological clarity, purpose, and resilience that allows a leader to act under pressure; the outer game is 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 tested through randomised controlled trials. Those outcomes included improved psychological safety, work fulfilment, and discretionary effort. 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 as a Partner at inchigo, a leadership and culture consultancy, and as a Senior Associate at the Cambridge Institute for Sustainability Leadership, where the link between leadership capability and long-term organisational resilience is a central research concern. He brings to boards and senior leadership teams a rare combination: he has operated at CLO level inside a global organisation and has built the frameworks to explain and replicate what makes leadership development work in practice. Key speaking topics Leadership capability for disruption and transformation Leadership agility, resilience and adaptability through change The inner and outer game of leadership Human skills for leadership in the age of AI Purpose-driven culture and organisations Workplace wellbeing as a performance strategy Leadership development at enterprise scale Psychological safety and organisational agility 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 Tom Cheesewright The Intersections methodology maps incoming macro trends against the specific stress points inside an organisation or sector; producing prioritised decision-points with the analysis behind them, not a generic forecast that leadership teams have to interpret themselves. The framework is teachable and licensable. Organisations leave with a repeatable process they can run internally, not a dependency on a single advisor. His published credentials – Future-Proof Your Business (Penguin; FT business book of the month) and High Frequency Change (Business Book Awards shortlist, 2020) – mean audiences arrive already oriented to his thinking. He does not need to spend the first third of a session building the intellectual case. A decade-plus of broadcast experience across BBC, Channel 4, and national press makes him unusually effective at translating complex AI and technology change for non-technical board audiences without losing analytical precision. Named clients across sectors – Google, Barclays, NASA, HMRC, BMW, Virgin Media, Visa – give procurement teams confidence in sector-agnostic credibility. This is not a speaker whose framework only works in one industry. Biography highlights Creator of the Intersections foresight methodology, now licensed and delivered to third-party organisations Author of High Frequency Change (LID Publishing, 2019) shortlisted, Business Book Awards 2020, ‘Leadership for the Future’ category Author of Future-Proof Your Business (Penguin Business Experts, 2020), Financial Times business book of the month Clients include Google, Barclays, NASA, HMRC, BMW, Visa, HSBC, Accenture, and Virgin Media and more than 30 Global 500 companies Regular contributor and broadcaster: BBC Breakfast, BBC Radio 4, Channel 4 Sunday Brunch, The Guardian, The Times, Evening Standard, The Daily Telegraph BEng in Mechatronics, Lancaster University; established as a full-time applied futurist in 2012 Biography Most organisations know they need to anticipate change. Very few have a structured way to do it. The annual strategic planning cycle and the technology roadmap were not designed to connect incoming macro trends to the specific decisions a leadership team faces this quarter. Tom Cheesewright built the Intersections methodology to close that gap. It maps macro trends, from AI capability shifts to demographic and regulatory change, against the existing pressures inside an organisation or sector, identifying the points where disruption will hit hardest and where meaningful opportunity sits. More than 30 Global 500 companies and government bodies, including NASA, HMRC, Google, and Barclays, have put the framework to work. His two business books establish the intellectual foundation. High Frequency Change (LID Publishing, 2019; shortlisted for the Business Book Awards 2020) sets out why organisations feel overwhelmed by the pace of change and what structural responses actually work. Future-Proof Your Business (Penguin Business Experts, 2020; Financial Times business book of the month) translates the methodology into practical tools for strategy teams. His sustained media presence – BBC Breakfast, Radio 4, Channel 4, The Guardian, The Times – means he is not an unknown quantity when he walks on stage. A mechatronics engineer by training, Cheesewright spent years in technology marketing and digital business before establishing himself as a futurist in 2012. That background – engineering logic, commercial experience, years of public communication about technology – is what keeps the Intersections work grounded. The output is not prediction. It is a structured process for stress-testing an organisation’s assumptions against what is actually coming. Key speaking topics AI and automation in strategic decision-making Scenario planning and applied foresight methodology Organisational agility and adaptive strategy Technology-driven disruption and competitive positioning The future of consumer behaviour and business models Change management in high-frequency environments Long-range strategic planning under uncertainty Ideal for Executive leadership teams and boards preparing long-range or scenario-based strategy Chief Strategy Officers and Chief Technology Officers navigating AI investment decisions Industry associations and sector bodies facing structural disruption from technology or regulation Conference audiences drawn from finance, technology, retail, government, or professional services sectors Audience outcomes A working understanding of the Intersections methodology and how to apply it to their own organisation’s planning process Clarity on which AI and technology developments are commercially significant in their sector, and which can be deprioritised A revised set of strategic questions, not just better answers to the existing ones Stronger language and frameworks for briefing boards and senior stakeholders on emerging technology risk and opportunity A clearer view of where their organisation is most exposed to macro-level disruption over the next three to five years

Why organisations work with Tom Flatau He brings formal NeuroLeadership Institute accreditation into client rooms, so the brain science behind his coaching is grounded in a recognised body of research rather than self-styled commentary. His firm’s programmes are quality-assured by the Institute of Leadership and Management, which gives L and D buyers a credentialed delivery standard alongside the keynote. Two decades of repeat work with HSBC, Unilever, Siemens, Louis Vuitton, Emirates and the BBC means the material has been pressure-tested across regulated finance, consumer goods, engineering, luxury retail and broadcast. He translates neuroplasticity, threat response and bias research into specific leadership practice on negotiation, change communication and team collaboration, so audiences leave with mechanism, not metaphor. Biography highlights CEO and founder of Teamworking International, with custom leadership programmes quality-assured by the Institute of Leadership and Management. Accredited brain and behaviour specialist trained by the NeuroLeadership Institute. Master’s in Business Analysis and Systems Design; Fellow of the Institute of Leadership and Management. Long-standing client roster including HSBC, Unilever, Siemens, Louis Vuitton, Emirates, American Express, Qatar Airways, British American Tobacco and the BBC. Conference speaker for bodies including the Chartered Institute of Building and the Institute of Directors. Signature keynote portfolio covering the inner game of leadership, the neuroscience of unconscious bias, leading through change, team collaboration, sales mastery and black belt negotiation. Biography Most behaviour change in organisations fails because it stops at the conscious mind. Leaders are taught new frameworks and new vocabulary, then return to the same threat responses, biases and habits the moment a quarter goes sideways. Tom Flatau built Teamworking International around a different premise: that leadership behaviour shifts when the brain underneath it shifts. The credentials matter here. Flatau is an accredited brain and behaviour specialist trained by the NeuroLeadership Institute, holds a Master’s in Business Analysis and Systems Design, and is a Fellow of the Institute of Leadership and Management. His firm’s programmes are quality-assured by the ILM, which is unusual in a market crowded with self-styled neuroscience commentators. For more than two decades, the work has been delivered into HSBC, Unilever, Siemens, Louis Vuitton, Emirates, American Express, Qatar Airways, British American Tobacco and the BBC. Across regulated banking, consumer goods, engineering, luxury and broadcast, the same patterns surface: leaders making decisions under threat, teams misreading each other’s intent, salespeople reverting to scripts. His material translates the relevant brain research into practice for each. His keynote portfolio sits along that line. “The inner game of leadership” examines the subconscious behaviours that erode senior credibility. “The neuroscience of unconscious bias” treats bias as a wiring problem with intervention points, not a values lecture. “Black belt negotiation” and “Sales mastery: hello science, goodbye myths” apply the same lens to deal-making. The throughline is mechanism: what is happening in the brain, and what to do about it. Key speaking topics Applied neuroscience for leadership Neuroscience of unconscious bias Leading through change Executive coaching and the inner game of leadership Mindset and team collaboration Negotiation and influence Sales behaviour and buyer psychology Ideal for CEOs, executive committees and senior leadership teams are responsible for behaviour change at the top of the organisation CHROs, L and D directors and heads of leadership development, designing accredited leadership pipelines Sales and commercial leadership teams looking to upgrade negotiation and buyer engagement Diversity and inclusion leads who want a brain-science framing of bias rather than a values framing Audience outcomes A working understanding of how stress, threat and reward responses shape leadership decisions in real time Specific mechanisms for interrupting unconscious bias in hiring, promotion and day-to-day team interactions Practical communication moves for leading people through change without losing trust Sharper read on the neuroscience of negotiation and how buyer brains actually respond to influence attempts

Why organisations work with Tonje Elisabeth Aarøe She brings a perspective built from both sides of the transformation equation: having seen digital change from inside Google and Microsoft, and then spent years advising organisations on why the people side of it breaks down and what leaders can do differently. Empulse, the staff engagement diagnostic she co-developed with Professor Sut I Wong at BI Norwegian Business School, gives organisations a structured way to measure how employees are actually experiencing transformation, not how leaders think they are, and to target interventions accordingly. She runs FranklinCovey’s Norwegian business, so her advisory work applies tested behaviour-change methodologies, The 4 Disciplines of Execution and The Speed of Trust among them, to live execution problems inside client organisations. Through 2025 she led DigitalHelse Follo, a digital health transformation run jointly by five Norwegian municipalities, which means she has carried a multi-party change programme herself rather than only advising on one. Biography highlights CEO, FranklinCovey Norge since 2021, leading the Norwegian practice of the global leadership and behaviour-change firm across strategy execution, leadership capability, trust, and inclusive culture Former Industry Manager, Google Norway; prior enterprise sales and marketing roles at Microsoft Co-developer of Empulse, an employee engagement survey built with Professor Sut I Wong of BI Norwegian Business School to measure employee experience during digital transformation Programme lead for DigitalHelse Follo, a digital health transformation run jointly by five Norwegian municipalities, contracted through Nordre Follo kommune (2025) Guest lecturer at BI Norwegian Business School and Durham University Business School; contributor to PECB Insights on digital transformation topics Founder of Growthitude, a transformation and engagement consultancy; author of Ignite Your Inner Game Changer (2017); certified Prosci Change Management Practitioner and NLP Trainer Biography Most digital transformation programmes treat culture as the final phase; the communications plan, the change management appendix. Tonje Elisabeth Aarøe’s argument, built over a career inside Google and Microsoft and then sharpened through advisory work at FranklinCovey, is that this sequencing is the primary reason so many programmes fail. As CEO of FranklinCovey Norway, Aarøe advises organisations on leadership capability, execution, and employee engagement using one of the most widely deployed behaviour-change methodologies in the world. Leaders she works with use The 4 Disciplines of Execution and The Speed of Trust as a shared working language for aligning teams on a small number of goals. Alongside that sits Empulse, a staff engagement diagnostic she co-developed with Professor Sut I Wong at BI Norwegian Business School, which tracks how employees are experiencing transformation at pace rather than retrospectively, and connects it to specific leadership routines. Before moving into advisory work, she spent the better part of 15 years in corporate technology and digital sales at Microsoft and Google, working with enterprise clients across sectors on digital strategy and commercial execution. That background means she can describe transformation from inside the organisations that defined it, not only from the consulting room. She guest lectures at BI Norwegian Business School and Durham University Business School, and writes on digital transformation for PECB Insights. Through 2025 she also led DigitalHelse Follo, a digital health programme run jointly by five Norwegian municipalities and contracted through Nordre Follo kommune. Key speaking topics Employee engagement in digital transformation Culture change management Change leadership in hybrid and international environments Building high-performing teams Behavioural change at organisational scale Leadership development and execution Digital work culture Ideal for CHROs and People Directors leading culture or engagement programmes during transformation CEOs and leadership teams managing organisation-wide change initiatives Transformation and change leads in mid-to-large organisations implementing new ways of working L&D and executive education programmes looking for practitioner-led content on digital culture and execution Audience outcomes Why transformation outcomes are set by employee engagement and leadership behaviour long before the technology goes live How to sequence culture and behaviour change alongside digital implementation instead of after it, using FranklinCovey’s execution methodologies How pulse-survey diagnostics track engagement during a change programme and connect it to specific leadership practices Specific leadership behaviours and routines that sustain team performance and execution under sustained organisational pressure An account of how digital change lands inside organisations, drawn from Google and Microsoft and from a live public sector transformation across five Norwegian municipalities

Why organisations work with Tony Martignetti He gives senior leaders a working method for staying composed under chaos, the 6Cs of Grounded Leadership, drawn from coaching thousands of executives through transition and reinvention. His work draws on a finance and strategy career inside life sciences, so the conversation with a CEO or CFO is operator-to-operator, not coach-to-client. He has built one of the most listened-to long-form leadership interview shows, The Virtual Campfire, and brings 200+ executive conversations into his keynotes as material rather than anecdote. He is published by Routledge on the use of personal narrative in leadership, with a third book on integrated, multidimensional leadership due in 2026, a depth of authorship rare in the resilience and purpose category. He is equally credible with a founder team mid-scale-up and a Fortune 500 leadership group mid-restructure, because the underlying problem, leading from grounded clarity, is the same. Biography highlights Founder and Chief Inspiration Officer, Inspired Purpose Partners, after a finance and strategy career across high-tech and life sciences. TEDx speaker whose talk “Don’t Check Yourself at the Door” has passed two million views. Author of “Climbing the Right Mountain” (2021) and “Campfire Lessons for Leaders” (Routledge, 2024), with “Illuminating Hidden Brilliance” forthcoming in 2026. Host of The Virtual Campfire podcast, 200+ episodes of long-form leadership interviews. ICF Professional Certified Coach (PCC); MBA, D’Amore-McKim School of Business, Northeastern University. Writes a regular leadership column for Inc., and has appeared in Harvard Business Review, Fast Company, Forbes, CEOWORLD, and Life Science Leader; named a Top Voice in Leadership by Thinkers360. Biography Composure is now part of the senior leader’s job description. Decisions are sharper, cycles are shorter, and the people in the room read the leader for steadiness before they read the strategy. That is the territory Tony Martignetti works in. He came to it through operations, not theory. Before founding Inspired Purpose Partners, he spent a finance and strategy career across high-tech and life sciences companies, ran a financial consulting practice, and worked alongside founders and boards through capital events and reinvention. The coaching is shaped by that operator’s instinct for what actually moves a decision under pressure. His work runs on two linked ideas. The 6Cs of Grounded Leadership give senior leaders a frame for composure under sustained pressure. Multidimensional leadership, his own term, names a pattern he sees often: capable people fragment themselves to perform, and their sharpest thinking goes dormant. He developed both across two books, including “Campfire Lessons for Leaders,” published by Routledge in 2024, and more than 200 long-form interviews on his podcast, The Virtual Campfire. The audience is the senior leader who has the credentials, the team, and the strategy, and still needs a steadier internal frame to lead from. What they recognise is the substance: a clear, usable practice for leading well when conditions will not settle. That practice has travelled. He writes a regular leadership column for Inc., and his work appears in Harvard Business Review, Fast Company, and Forbes. Thinkers360 names him among its Top Voices in Leadership, and his TEDx talk “Don’t Check Yourself at the Door” has passed two million views. Key speaking topics Grounded leadership under chaos Composure and decision-making for senior leaders Multidimensional leadership Purpose and direction for executives in transition Personal narrative as a leadership instrument Reinvention for founders and senior teams Coaching culture inside leadership teams Ideal for C-suite teams working through reorganisation, integration, or strategic reset Founder and scale-up CEOs entering a new operating phase Senior leadership programmes inside life sciences, technology, and professional services Executive offsites where the brief is composure, clarity, and direction Audience outcomes A working method, the 6Cs of Grounded Leadership, that a senior leader can apply on Monday morning Sharper criteria for which decisions deserve the leader’s attention and which do not A clearer read on the leader’s own ambition, and whether the current mountain is the right one Practical use of personal story as a tool for trust, alignment, and team direction Language for steadiness that travels across the leadership team, not just the individual

Why organisations work with Tony Perzow Twenty years on the operator side of the table, buying and selling closeouts to Walmart, Amazon, and Costco, before becoming a trainer. The frame is procurement and sales floor, not classroom. Former negotiation trainer at the Karrass Organization and former VP of negotiation training at Strategic Pricing Associates, giving him a structured pedagogical lineage in the most established commercial negotiation methodologies. His “Heart of the Deal” system is built around what happens to skilled negotiators when pressure rewires their judgement, not around tactic lists. Sessions are simulation-led. Teams negotiate, then get critiqued on the specific unconscious moves that cost margin, rather than walking out with a slide deck. Trained more than 20,000 commercial professionals, with a client roster spanning Apple, Red Bull, Rolls Royce, Pfizer, Panasonic, and Daimler Trucks. Biography highlights Former negotiation trainer at the Karrass Organization and former Vice President of negotiation training at Strategic Pricing Associates. Trained more than 20,000 sales, procurement, and commercial leadership professionals. Past corporate audiences include Apple, Red Bull, Rolls Royce, Pfizer, Panasonic, Daimler Trucks, and Starz Network. Built a procurement and sales operator background negotiating closeouts with Walmart, Amazon, and Costco. Creator of the “Heart of the Deal” methodology, structured around decision-making under pressure rather than tactic playbooks. Working on a book titled “You Suck at Negotiating, But You Don’t Have to with a Mindful Negotiation Practice.” Biography Negotiation training has a credibility problem. Most of it is built on tactic lists that hold up in role play and fall apart the moment a real buyer pushes back. Tony Perzow’s work starts where that gap opens: the behavioural moment where a skilled negotiator, under pressure, makes a decision they would not have made on paper. That framing comes from a career on the operator side of the table. Before training, Perzow spent close to two decades as a procurement specialist and sales lead, buying and selling closeouts with Walmart, Amazon, and Costco. The pedagogy came later, first as a trainer at the Karrass Organization, then as Vice President of negotiation training at Strategic Pricing Associates, two of the longest-running commercial negotiation institutions in the United States. His methodology, “Heart of the Deal,” is structured around pressure-triggered decisions rather than tactical repertoire. The training uses simulations followed by critique of the specific unconscious choices that leave margin on the table. The audience is sales, procurement, and commercial leadership; the deliverable is behaviour change in the room where contracts close, not a framework to read on a flight home. More than 20,000 commercial professionals have been through his programmes, with corporate audiences including Apple, Red Bull, Rolls Royce, Pfizer, Panasonic, and Daimler Trucks. His forthcoming book, “You Suck at Negotiating, But You Don’t Have to with a Mindful Negotiation Practice,” extends the same argument: that the failure mode in negotiation is rarely ignorance and almost always the negotiator’s own state under pressure. Key speaking topics High-stakes negotiation Sales negotiation and deal-making Procurement and price negotiation Behavioural decision-making under pressure Commercial leadership and revenue strategy Persuasive communication in client relationships Ideal for Chief revenue officers, sales leaders, and commercial directors briefing teams ahead of major deal cycles Heads of procurement and supply chain managing high-value supplier contracts Account management and key account teams in industries with concentrated buyers Sales kick-offs, commercial leadership offsites, and procurement summits Audience outcomes A working vocabulary for the behavioural moves that compress margin in live negotiations The ability to diagnose, in their own deals, where pressure is driving suboptimal concessions A planning discipline that shifts power before the negotiation begins, not during it Techniques for managing hardball tactics without escalating or capitulating A framework for value creation in deals that would otherwise be priced as zero-sum

Why organisations work with Victoria Humphries A lived account of decision-making in life-threatening conditions, including falling through Arctic ice, that translates directly to how senior teams behave when the stakes are real and the recovery margin is thin. An executive track record across teaching, governance, consulting and running an EdTech business, so the resilience material lands as commercial advice, not adventure storytelling. A specific focus on the leadership behaviours that hold workforces together through repeated restructure: small steps, visible composure, recovery from setback. Co-author of Frigid Women, the published account of the 1997 first all-female North Pole expedition, which gives the keynote a documentary anchor rather than a retold anecdote. Repeat use by leadership-development and change programmes at AkzoNobel, Tarmac, Coventry Building Society, COBIS, Pfizer and ServiceNow. Biography highlights Member of the first all-female relay expedition to the North Pole, 1997. Co-author of Frigid Women, published by Eye Books, written with her mother, Sue Riches. Three-time Guinness World Record holder, as cited on her speaker profiles. 25-plus years across education, governance and commercial leadership, including managing director of an EdTech company. Keynote and workshop client list including AkzoNobel, Coventry Building Society, British Telecom, AQA Education, Tarmac Springboard, Pfizer, ServiceNow and COBIS. Biography The 1997 expedition to the North Pole was twenty women in a relay across shifting Arctic ice, in temperatures around minus 40, with rescue dependent on aircraft that could only land in a narrow weather window. Victoria Humphries was one of them. She and her mother Sue went through the ice into the Arctic Ocean at one point and got themselves out. That story sits underneath the rest of her work as a leadership speaker. The expedition is documented in Frigid Women, the book she co-wrote with her mother and published through Eye Books. It is not a motivational text. It is an account of how a non-professional team prepared for, survived and recovered from a sustained ordeal, and what each person had to manage in their own head to keep going. That makes it useful source material for organisations dealing with fatigue and repeated change, rather than a one-off shock. The commercial track record is what allows the polar story to do useful work in a corporate room. Twenty-five years of teaching, governance, consultancy and running an EdTech business gives her the language of leadership development, restructure and team performance. Programmes she has delivered for AkzoNobel, Coventry Building Society, Tarmac, Pfizer, COBIS and ServiceNow are positioned as resilience and change content, not adventure speeches. Her signature talks, Managing Change in a Changing World, One Step at a Time and Be Bold, Be Brave, Be You, take the same idea into different audiences. The argument is consistent: when conditions stay hard for a long time, what holds a team together are small, visible acts of composure from the people leading it. Key speaking topics Resilience and stress management Leading through sustained change Self-leadership under pressure Team leadership in difficult conditions Women in business and leadership Motivation and self-belief Diversity, equity and inclusion Ideal for Leadership development programmes for newly senior managers, including high-potential and emerging-leader cohorts. HR, talent and learning teams are designing resilience or change-readiness content into a wider curriculum. Conferences and town halls during or after a restructure, integration, or sustained period of operational pressure. Women’s leadership networks and inclusion programmes that want a speaker with a substantive professional record alongside the personal story. Audience outcomes A clearer view of how composure under pressure shows up as a leadership behaviour, not a personality trait. A method for breaking long, uncertain change into the next single step a team can act on. A frame for recovering from a setback at work without losing the team’s commitment to the next phase. A more honest read on personal capability, particularly for people who have under-rated their own resilience.

Why organisations work with Wael Khoury He has sat on both sides of transformation: advising as an EY and Deloitte consultant, then running HR inside Ooredoo and Al Mana. He can tell a leadership team where execution will break down, because he has owned the outcome. His delivery is built to outlast the engagement. At Dukhan Bank he built performance-management capability across more than 500 leaders. At Aspire Katara Hospitality his leadership programme reached more than 80 managers and drew 96% participant satisfaction. He convenes the room he speaks to. As founder of the GCC HR & Leadership Center, he stays connected to more than 1,000 senior HR and business leaders across the Gulf, so his examples come from the market his audience is operating in. He reads the GCC as an operating environment. Nationalisation policy and workforce capability sit inside his practice, and he has delivered transformation work across government, financial services, telecommunications, and hospitality. Biography highlights Founder and Managing Director of Lopez Khoury & Associates, a Qatar Financial Centre-licensed human capital advisory firm founded in 2024. Former Big Four consultant with EY and Deloitte, and a contributor to the Deloitte Human Capital Trends report for the Middle East. Former in-house HR leader at Ooredoo and Al Mana, with work spanning the Middle East, Europe, and North America. Founder of the GCC HR & Leadership Center, a peer network of more than 1,000 senior HR and business leaders across the Gulf. Qatar Chapter Lead for Hacking HR and Doha Lead Ambassador for Transform. Advisor, speaker, and silver sponsor of HR Forum Qatar, where he chaired sessions at the 2024 edition and has delivered keynote and panel contributions. Delivers in English and Arabic across the GCC and internationally. Biography The strategy is usually sound. Transformation programmes stall in execution, because leadership and organisational structure never move in step. Wael Khoury built his practice around closing that gap. He has watched this fail from the adviser’s chair and from inside the business. At EY and Deloitte he advised organisations across the Middle East, Europe, and North America. Then, running HR inside Ooredoo and Al Mana, he owned the outcomes he had once recommended. That dual vantage shapes how he talks to senior teams. He starts at the point where execution stalls. In 2024 he founded Lopez Khoury & Associates, a Qatar Financial Centre-licensed firm working in HR strategy, organisational design, and leadership development. Its stated measure of success is what capability remains after the advisers leave. At Dukhan Bank the work was performance management, embedded across more than 500 leaders. At Aspire Katara Hospitality it was a leadership programme for more than 80 managers. His reach now extends past client work. He founded the GCC HR & Leadership Center, a Gulf network of more than 1,000 senior HR and business leaders, and he leads Hacking HR’s Qatar chapter and Transform’s Doha chapter. Those roles keep him current on what Gulf organisations are preparing for: AI adoption, nationalisation, and workforce capability. Key speaking topics Human capital transformation Organisational design and governance Change management and execution Leadership capability building HR’s role in business strategy AI and the future of work in HR High-performing cultures Workforce planning and nationalisation in the GCC Ideal for CHROs and HR directors turning a support function into a driver of business strategy CEOs and boards midway through a restructure or operating-model change Government entities and family businesses in the GCC modernising HR and governance Gulf leadership and HR conferences needing a senior chair or keynote on transformation Audience outcomes A clear account of why transformation efforts stall, and where their own is most exposed The difference between issuing recommendations and building capability that outlives the project A regional frame for change, grounded in GCC governance norms and nationalisation policy Language to align a leadership team around governance, decision rights, and execution before restructuring begins