Change Management

Meet Janine Hamner Holman Janine Hamner Holman is an internationally recognized speaker, bestselling author, and expert on what it takes to attract and retain world-class talent, organizational culture change and development, conscious leadership, leading in a virtual workplace, diversity equity inclusion & belonging (DEI&B), psychological safety at work, and emotional intelligence. As CEO of the J & J Consulting Group, Janine brings more than 30 years’ experience to the stage for her consulting, workshops, keynote speaking, and trainings. Janine uses scientifically validated strategies and tools to build high performance teams, enhance organizational functioning, and develop organizations and leaders with whom everyone wants to work. Janine spent 20 years in nonprofit leadership and then almost another decade working for a Fortune 200 company, where she had an opportunity to work closely with the public sector. This combination of nonprofit, for profit and public sector work conferred Janine with unique insights into how to effectively motivate people, their teams, and organizational leaders. After completing school at NYU where she double majored in English and Political Science, Janine has gone on to earn a Certification from Cornell University in the Psychology of Leadership, is a SHRM-CP and SHRM certified in Inclusive Cultures, is a Certified Partnership Practitioner, a Certified Practitioner in Emotional Intelligence, a Certified Coach, and a Certified Partner with Culture Talk. She is the author of the newly released book, Mind the Gap: Lessons in 21st Century Conscious Leadership, as well as a contributing author to the bestselling books Mission Matters: World’s Leading Entrepreneurs Reveal Their Top Tips To Success (Business Leaders Vol. 8, Edition 7) and On the Shoulders of Mighty Women. She is also host of the podcast, The Cost of Not Paying Attention.

Why organisations work with Mark Noon He has built leadership benches inside two of the most accountability-driven environments in American working life: the U.S. Air Force medical system and Studer Group’s healthcare client base. Senior teams get someone who has run the work, not described it. His signature framework, Set Up To Step In, gives organisations a concrete method for preparing successors before the seat opens, drawn from his book Set Up: Timeless Leadership Skills for Your Success. He has coached and presented inside more than 300 organisations across 43 states and several countries, which means the playbook has been pressure-tested across hospital systems, military units, and civilian operating environments. He treats employee engagement as a discipline rather than a sentiment, anchored in structured one-on-one rounding practices that frontline managers can repeat weekly. He pairs Studer Group’s service excellence lineage with first-hand command experience, a combination that lands credibly with clinical leaders who are sceptical of theory imported from outside healthcare. Biography highlights Retired U.S. Air Force Major after roughly 20 years of service, including 12 years as a commissioned officer and clinical lab director. Career path moved from enlisted laboratory technician to officer with immediate appointment to a lab management role. Served across nine assignments in seven U.S. states and a tour of duty in the Middle East. Spent approximately eight years as a coach with Studer Group, working with healthcare systems on operational and service excellence. Currently a Professional Speaker, Executive Coach and Developer of Leaders with LeadershipTen. Author of Set Up: Timeless Leadership Skills for Your Success (T.H.E. Studer Group, 2018). Biography The hardest moment in any organisation is the one nobody schedules: a seat opens, and the person expected to fill it is not ready. That gap is rarely a hiring problem. It is the cumulative result of small leadership habits that were never made routine. Mark Noon spent 20 years inside the U.S. Air Force watching that pattern up close, then nearly a decade at Studer Group helping healthcare leaders fix it. He retired as a Major after 12 years as a commissioned officer and clinical lab director, with assignments across seven states and a tour in the Middle East. The path from enlisted lab technician to officer running a lab gave him a working theory of leadership grounded in operational reality rather than abstraction. That theory became Set Up: Timeless Leadership Skills for Your Success, published by T.H.E. Studer Group in 2018. The book and its companion keynote, Set Up To Step In, treat succession as a daily discipline, not an annual planning exercise. Leaders are not chosen, they are prepared, through repeatable habits that show up in how meetings are run, how feedback is given, and how one-on-one rounding is conducted with the people closest to the work. His client work now runs through LeadershipTen, where he coaches and speaks inside hospital systems, military units, and operationally demanding civilian organisations. The footprint covers more than 300 organisations across 43 states and several countries, which gives senior teams something useful: a coach who has seen which engagement and culture practices survive contact with a stretched workforce, and which do not. Key speaking topics Leader development and succession readiness Employee engagement and one-on-one rounding Culture aligned to strategy Healthcare leadership and service excellence Managing up and team reliability Lessons from military command for civilian leaders Ideal for Healthcare CEOs, COOs, and chief nursing officers building leader benches across hospital systems Heads of leadership development and learning leaders responsible for succession and frontline manager capability Senior military and veteran-serving organisations translating command experience into civilian operating practice Operationally complex organisations where frontline leadership turnover threatens service quality Audience outcomes A clear, named set of habits that distinguish leaders who are setting up successors from those who are not A working method for one-on-one rounding that frontline managers can run inside their existing week Language for talking about engagement as an operational discipline, not a survey result A frame for connecting daily leader behaviours to the strategy and culture senior teams have already committed to Confidence that the practices have been tested across military, healthcare, and civilian operating environments

Why organisations work with Thom Mayer He has commanded medical operations during three of the defining crises of the modern era: the Pentagon on 9/11, the 2001 US Capitol anthrax attacks, and the early months of the war in Ukraine. The lessons are not theoretical. As NFLPA Medical Director, he authored the concussion protocols now used across professional football, demonstrating how to rebuild a safety system inside an institution that did not want it rebuilt. His book “Leadership Is Worthless…But Leading Is Priceless” is built on eleven principles drawn directly from those crises, including the distinction between holding the title and doing the work. He won the 2018 James D. Mills Award, ACEP’s highest honour, and has been recognised three times with the College’s “Over-the-Top” award. The clinical community considers him a peer, not a celebrity. He runs a working executive role at LogixHealth alongside his speaking calendar, which keeps the case studies current rather than retrospective. Biography highlights Medical Director, NFL Players Association, appointed by Gene Upshaw in 2002 Command Physician, Pentagon Rescue Operation, 11 September 2001 Founder, BestPractices, Inc.; Executive Vice President of Leadership, LogixHealth Clinical Professor of Emergency Medicine, George Washington University; Senior Lecturing Fellow, Duke University School of Medicine Author, “Leadership Is Worthless…But Leading Is Priceless” (Berrett-Koehler, 2023); co-author of “Battling Healthcare Burnout” and “Hardwiring Flow” 2018 James D. Mills Outstanding Contribution to Emergency Medicine Award (ACEP’s highest honour); USA Today “100 Most Important People in the NFL”; Pro Football Hall of Fame nominee for sports medicine safety reform Biography The Pentagon was struck at 09:37 on 11 September 2001. By the time the rescue operation was running, Mayer was the command physician on site, coordinating medical assets across federal, military, and civilian teams that had never trained together. Three weeks later, with anthrax-laced letters circulating through the US Capitol, his BestPractices physicians at Inova Fairfax became the first in the country to successfully diagnose and treat inhalational anthrax. The pattern holds across his career. Gene Upshaw appointed him Medical Director of the NFL Players Association on the day Korey Stringer died of heat stroke in 2002, asking him to build a safety function the league did not yet have. Mayer wrote the original NFL Concussion Guidelines, which reshaped diagnosis and management of head injuries in professional football and, through that, across global contact sport. USA Today later named him among the 100 most important people in the NFL. His clinical and academic standing sits behind all of it. He holds the 2018 James D. Mills Award, ACEP’s highest honour for contribution to emergency medicine, alongside Clinical Professor and Senior Lecturing Fellow appointments at George Washington University and Duke University School of Medicine. He has served on Department of Defense Science Board Task Forces covering bioterrorism, homeland security, and weapons of mass destruction. His 2023 book “Leadership Is Worthless…But Leading Is Priceless” frames the argument that runs through the speaking work: eleven principles drawn from the Pentagon, the NFL, the anthrax crisis, and a mobile emergency mission into Ukraine in 2022. The thesis is that titles and frameworks do not survive contact with a real crisis, but a small set of disciplines does. Boards and executive teams hire him because the source material is not borrowed. Key speaking topics Crisis leadership and command decision-making Servant leadership in high-stakes environments Burnout and resilience for clinical and corporate teams Building safety culture inside resistant institutions Operational flow and frontline performance Innovation and trust under pressure Ideal for CEOs, COOs, and executive committees preparing for crisis response, business continuity, or major change Healthcare leadership: CMOs, CNOs, hospital executives, clinical directors Boards reviewing safety, risk, or duty-of-care frameworks Senior leadership development programmes that need a credible voice on decision-making under pressure Audience outcomes A set of leadership principles tested in conditions most executives will never face, made transferable to commercial settings A clearer model of the difference between holding a leadership role and performing the work of leading Specific decision-making heuristics for moments when information is incomplete and the cost of waiting is high A practical view of how safety culture is rebuilt inside organisations that resist the work

Why organisations work with Kevin Ahmaad Jenkins He grounds inclusion work in peer-reviewed research on bias and clinical outcomes, not in opinion or training-industry frameworks, which gives senior teams a defensible footing when DEI is contested. The RETINA Framework, his own intervention model, gives healthcare and high-regulation organisations a structured way to address how bias affects decisions, processes and outcomes. His Penn lectureship in Medical Ethics and Health Policy means he can hold a room of clinicians, executives and policy leaders with equal credibility. He has worked across more than 35 hospital associations and health systems, so the material is tested against operational reality, not just conference audiences. His delivery is calibrated for high-stakes rooms where the topic is uncomfortable, which is where most inclusion conversations now sit. Biography highlights Lecturer, Department of Medical Ethics and Health Policy, Perelman School of Medicine, University of Pennsylvania. Developed the Racism-Focused Trauma Informed Care (RETINA) Framework, used in patient-provider settings. Fellow, Veterans Health Administration Office of Minority Health. Member, National Academies of Science, Engineering, and Medicine Roundtable on Health Equity. National Minority Quality Forum 40 Under 40 Leader in Health, 2017. Robert Wood Johnson Foundation New Connections Award recipient. Biography Most inclusion content in circulation is built on values and training language, not on evidence about how bias actually shapes outcomes. That is the gap Jenkins’s work occupies. As a lecturer in Medical Ethics and Health Policy at the University of Pennsylvania’s Perelman School of Medicine, he studies how racism functions inside clinical processes, from algorithmic decisions to the quality of patient-provider interactions, and translates the findings into something organisations can act on. The RETINA Framework, which he developed, is a patient-provider intervention that treats racism as a measurable variable in care delivery rather than a cultural sentiment. It has informed equity work across more than 35 hospital associations and health systems. His standing as a Fellow within the Veterans Health Administration’s Office of Minority Health and as a member of the National Academies’ Roundtable on Health Equity puts him inside the institutions that set the national agenda on this question. For non-healthcare audiences, the value is the operating model. Jenkins treats inclusion the way a clinician treats a diagnostic problem: define the mechanism, measure the effect, intervene with something specific. That posture is recognisable to executives in banking, insurance and consumer-facing organisations that need an inclusion conversation grounded in evidence rather than in slogans. The National Minority Quality Forum named him a 40 Under 40 Leader in Health in 2017; the Robert Wood Johnson Foundation backed his early research through its New Connections Award. What organisations get when they put him in front of a senior audience is a researcher who can hold the room on a topic most speakers reduce to platitudes. He is fluent in the politics of the current moment, but his authority is not political. It is built on what the data actually shows about how organisations include or exclude their people and customers. Key speaking topics Inclusion as an operating discipline Bias in decision-making and clinical processes Health equity and the business of healthcare Inclusive management practice Culture change in high-regulation organisations Difficult conversations in the workplace Algorithmic bias and equity in service design Ideal for CHROs and Chief Diversity Officers rebuilding inclusion strategy after political backlash. Healthcare boards, hospital association leadership, and clinical executives addressing equity in care delivery. Banking, insurance and consumer-services leadership teams needing an evidence-based inclusion conversation. Senior-team offsites and leadership development programmes where the brief is to raise the standard of internal dialogue on race and bias. Audience outcomes A working definition of inclusion that can be operationalised inside an existing management system. A view of where bias sits inside specific organisational processes, not as an abstract cultural risk. Language and structure for conducting hard conversations on race without producing defensive responses. A clearer line between equity work that is defensible to a board and work that is performative. For healthcare audiences, exposure to the RETINA Framework and its application to patient-provider interactions.

Why organisations work with Dr Ted James His concurrent roles – co-directing a Harvard Medical School executive programme and leading enterprise transformation across an 8-hospital health system – mean the frameworks he delivers are being tested in live operational conditions, not drawn from retrospective case studies. He holds a Master of Science in Healthcare Management from Harvard T.H. Chan School of Public Health alongside a surgical oncology career, which means he translates between clinical and executive registers without simplifying either. His advisory work with biotech and medical device companies, including a fractional CMO role at Perimeter Medical Imaging AI guiding FDA strategy for AI-enabled surgical technology, gives him a vendor-facing perspective that most health system speakers cannot offer. He built an NIH-funded research portfolio while simultaneously holding senior clinical governance roles at a Harvard-affiliated academic medical centre. His Harvard Global Health Care Leaders Program draws participants from more than 200 countries, which means his analysis of healthcare leadership is genuinely comparative rather than US-centric. Biography highlights System Physician Executive, Endeavor Health Cancer Institute, leading clinical strategy and care transformation across an 8-hospital integrated health system Co-Director, Global Health Care Leaders Program, Harvard Medical School Executive Education which draws participants from more than 200 countries Faculty, Harvard Medical School; former Associate Professor of Surgery Former Chief of Breast Surgical Oncology, Vice Chair of Academic Affairs in Surgery, and Medical Director of the Breast Center, Beth Israel Deaconess Medical Center Fractional Chief Medical Officer, Perimeter Medical Imaging AI, guiding medical and regulatory strategy for AI-enabled breast cancer surgery technology Master of Science in Healthcare Management, Harvard T.H. Chan School of Public Health Co-author, The OAS CAHPS Compendium: A Guidebook for Improving Patient Experience and Outcomes Across the Ambulatory Surgery Continuum Biography Ted James spent the first part of his executive career doing something most physician leaders are never asked to do at the same time: running a nationally accredited multidisciplinary breast programme, leading academic affairs for a surgery department, and building an NIH-funded research portfolio – all within a Harvard-affiliated academic health system. That compression of roles at Beth Israel Deaconess Medical Center is the biographical fact most relevant to why health organisations bring him in. He has worked the intersection of clinical governance, academic leadership, and service-line management from the inside. He is now System Physician Executive for the Endeavor Health Cancer Institute, responsible for clinical strategy and enterprise-wide care transformation across eight hospitals. Alongside that operational role, he co-directs the Global Health Care Leaders Program at Harvard Medical School: a flagship executive education programme with a global participant base spanning more than 200 countries. His Harvard-based work focuses on the mechanics of how healthcare leaders design care models, adopt digital health technology, and lead transformation in systems that resist it. His commercial advisory work adds a third register. As fractional Chief Medical Officer at Perimeter Medical Imaging AI, he is helping advance AI-enabled surgical imaging technology toward FDA approval; work that gives him first-hand knowledge of how healthcare technology moves from clinical concept to operational deployment. It is a vantage point most hospital executives simply do not have. His co-authored book, The OAS CAHPS Compendium, anchors the academic dimension of his work in something measurable: patient experience and outcomes in ambulatory surgery. The through-line across all three roles is the same question: how do you build organisations in which clinical excellence and operational performance reinforce each other rather than compete? Key speaking topics Healthcare transformation and system leadership Physician and clinical leadership development Organisational culture in complex health systems Digital health strategy and technology adoption Cancer care innovation and oncology strategy Patient experience and quality improvement Clinician resilience and workforce performance Ideal for Hospital and health system CEOs, CMOs, and boards navigating transformation programmes Physician and clinical leaders developing executive capability Biotech, medical device, and digital health organisations seeking clinical strategic credibility Academic medical centre leadership teams managing the tension between research, education, and care delivery Audience outcomes A diagnostic framework for identifying where clinical culture is enabling or blocking organisational change Practical tools for developing physician leaders within complex, resource-constrained systems Clarity on evaluating and deploying digital health and AI-enabled technology against real clinical workflows An understanding of how academic, operational, and innovation goals can be aligned within a single leadership approach Approaches for addressing clinician burnout while maintaining performance standards

Why organisations work with Ben Hines A signature programme, Know the Score, delivered with the Royal Philharmonic Orchestra and other professional ensembles, that puts senior leaders in the room with a world-class team operating in real time. Faculty appointments at Henley Business School and Korn Ferry International, anchoring the experiential work in a credible leadership development frame. Eighteen years in financial and legal services, including strategic marketing leadership at Barclays PLC, which keeps the corporate translation grounded rather than theatrical. A coaching credential (ACC, International Coach Federation) and a music degree from the University of York, sitting behind a method that other speakers cannot replicate. Biography highlights Founder of Moving Performance (2009), a leadership development firm using music and live musicians as the medium for senior team work. Creator of Know the Score, the first leadership programme to be developed in partnership with the Royal Philharmonic Orchestra. Senior Associate faculty at Henley Business School, Korn Ferry International, and Altitude Leadership Partners. Associate Certified Coach, International Coach Federation. BA (Hons) Music, University of York. Earlier career as a strategic marketer at Barclays PLC and advisor to CPA Global. Biography A high-performing orchestra and a high-performing executive team face the same problem. Many specialists, one shared outcome, no rehearsal time. Most leadership development programmes describe that problem in abstract terms. Ben Hines puts it on a stage and lets leaders watch it solved in front of them. Moving Performance, the firm he founded in 2009, places professional musicians inside leadership sessions for serious organisations. The signature programme, Know the Score, runs in partnership with the Royal Philharmonic Orchestra and was the first leadership format developed with that orchestra. Senior teams observe how a group of experts coordinates without verbal instruction, then translate what they have seen into their own decision rhythms, listening habits, and roles under pressure. The credibility of the work rests on the corporate spine behind it. Eighteen years inside financial and legal services, including strategic marketing leadership at Barclays PLC across multiple international markets and an advisory role at CPA Global, sit underneath the musical method. Senior Associate faculty appointments at Henley Business School and Korn Ferry International, and an ACC coaching credential from the International Coach Federation, place the practice inside recognised leadership development infrastructure. Clients to date include Accenture, BP, Cisco, Coca-Cola, Deutsche Borse, Jaguar Land Rover, PwC, Telekom Austria, Thames Water, and Wise. Key speaking topics High-performing teams Leadership and team development Change leadership Emotional intelligence in senior teams Communication and listening Executive presence Ideal for Chief Executives and executive committees running team off-sites and leadership conferences Heads of Leadership Development and CHROs commissioning senior team programmes Transformation leads using a leadership intervention to reset team behaviour during change Conference organisers needing a substantive keynote that doubles as a shared experience for the room Audience outcomes A common reference point for how an expert team coordinates without hierarchy interrupting the work Specific behavioural cues from professional musicians that translate into meeting and decision rhythms Sharper attention to listening, non-verbal signals, and timing in senior team interaction A shared experience the group keeps referring back to long after the session

Why organisations work with Chad Foster He pairs a personal resilience story with a Fortune 500 sales record, which means he lands with revenue leaders, not only HR and culture audiences. The Blind Ambition Framework gives sales and operating leaders a structured five-step model rather than an inspirational set piece, and it has been delivered to 175,000+ attendees across six continents. He is credible on technology and commercial execution because he built the first CRM software for visually impaired users, a project Oracle had judged impossible. His Harvard Business School leadership credential, the first awarded to a blind executive, gives buyers cover when programming a resilience speaker for senior commercial audiences. Named client list includes Google, Salesforce, IBM, Microsoft, GE, Caterpillar and Nestle Purina, which signals comfort with the standards of large enterprise commercial events. Biography highlights First blind executive to graduate Harvard Business School’s leadership program. Author of Blind Ambition: How to Go from Victim to Visionary, HarperCollins Leadership, 2021. Creator of the Blind Ambition Framework, a five-step methodology applied across sales, leadership and culture programmes. Fortune 500 finance and sales executive credited with directing strategies tied to $45 billion in technology contracts. Built the first CRM software for visually impaired users. Keynote clients include Google, Salesforce, IBM, Microsoft, GE, Caterpillar, Nestle Purina and Amgen. Biography Resilience as a commercial topic has a credibility problem. Most speakers in the category sit on the personal side of the stage, helpful for a culture day, harder to programme into a sales kickoff or a senior leadership offsite. Chad Foster sits on the other side of that line. Foster lost his eyesight at twenty-one and went on to become the first blind executive to graduate from Harvard Business School’s leadership program. He then spent his career inside Fortune 500 technology companies, directing financial and sales strategies tied to $45 billion in contracts and building the first CRM software designed for visually impaired users, a project Oracle had said was not feasible. His book, Blind Ambition: How to Go from Victim to Visionary, was published by HarperCollins Leadership in 2021 and sets out the Blind Ambition Framework, a five-step methodology now used inside Google, Salesforce, IBM, Microsoft, GE, Caterpillar and Nestle Purina. He has delivered it more than 200 times to over 175,000 attendees across six continents. The reason buyers programme him into senior commercial settings is that the framework is presented as an operating discipline for performance under pressure, not a story about overcoming adversity. The personal account is the proof. The argument is about how leaders sustain judgement and revenue when the conditions stay hard for longer than the playbook assumes. Key speaking topics Resilience as a commercial leadership capability Performance under sustained pressure Sales leadership and revenue under disruption Mindset and decision-making for senior teams Inclusion and diversity as competitive advantage Change leadership and culture under strain Ideal for Sales kickoffs and CRO-led revenue events Senior leadership offsites and executive development programmes Culture, inclusion and people leadership conferences with a commercial audience Technology and financial services firms running multi-year transformation Audience outcomes A structured five-step framework for sustaining performance through disruption. A clearer language for resilience that travels into a sales and commercial setting. Specific tools for reframing setbacks into operating decisions. Renewed conviction at senior level on the link between mindset and revenue performance.

Why organisations work with Jim Davidson Two decades inside a regulated, risk-driven scientific career sit behind the climbing stories, so the language of preparation, hazard analysis and recovery lands with operational, safety and engineering audiences who usually distrust adventure speakers. Two named, public disasters on his record, the 1992 Mount Rainier crevasse fall and the 2015 Everest earthquake at base camp, give him specific case material to teach from rather than generic survivor framing. Co-authored The Ledge won the 2012 National Outdoor Book Award for Outdoor Literature, and The Next Everest is a published St. Martin’s Press title, so the underlying material is editorially vetted, not bureau copy. Twice recognised by the U.S. National Park Service for volunteer high-altitude rescues, which gives him a credible voice on team trust, mutual reliance and judgement at altitude that is hard to manufacture. Books to senior corporate audiences with a track record of named clients, including Marriott, National Geographic, UPS, Nationwide Insurance and the U.S. Army, so the room calibration is already proven across sectors. Biography highlights Co-author, The Ledge: An Inspirational Story of Friendship and Survival (Ballantine / Penguin Random House), with journalist Kevin Vaughan. Author, The Next Everest: Surviving the Mountain’s Deadliest Day and Finding the Resilience to Climb Again (St. Martin’s Press). Winner, 2012 National Outdoor Book Award for Outdoor Literature, for The Ledge. B.S. and M.S. in environmental geology; roughly 20 years as a practising environmental geologist before full-time speaking. Summited Mount Everest in 2017, two years after surviving the April 2015 Nepal earthquake at base camp. Recognised twice by the U.S. National Park Service for volunteer high-altitude rescue work in Colorado and Alaska. Biography A snowbridge collapsed under Jim Davidson on Mount Rainier in June 1992. He fell roughly 80 feet into a glacial crevasse with his climbing partner, Mike Price. Price did not come out. Davidson did, and spent the next 20 years working as an environmental geologist while quietly building the body of climbing experience that would later put him on Everest. That two-track career is the point. Davidson is not a climber who picked up a corporate vocabulary, he is a working scientist who spent two decades on industrial sites assessing oil and gasoline contamination, writing remediation plans and answering to regulators. The risk language he uses with executive audiences, hazard recognition, contingency design, post-incident learning comes from that work as much as from the mountains. The mountains supplied the case studies. Co-authored with journalist Kevin Vaughan, The Ledge took the Rainier accident through judgment, friendship and recovery and won the 2012 National Outdoor Book Award for Outdoor Literature. The Next Everest, published by St. Martin’s Press, covers the 2015 Nepal earthquake, which struck while Davidson was on Everest, and his return to the summit in 2017. Both books are written, not ghosted around a brand. For corporate audiences, the value is specific. He has briefed Marriott, National Geographic, UPS, Nationwide Insurance and the U.S. Army on what disciplined teams actually do when the plan stops matching the terrain, drawn from rescues he has been part of and the U.S. National Park Service has formally recognised, twice. The talks work because the material is real, the science is honest about luck, and the decisions get named. Key speaking topics Resilience under pressure Decision-making in high-consequence environments Risk recognition and hazard preparation Team trust and mutual reliance Recovery after setback Leadership in crisis conditions Change and uncertainty Ideal for Senior leadership offsites where the agenda is preparation, recovery and judgment, not motivational storytelling. Safety, risk, engineering and operations functions in industries where consequence is physical, including energy, construction, utilities, life sciences and defence. Annual sales kickoffs and field-leader gatherings that need a credible non-business voice on resilience. HR and learning leaders are building a leadership programme around decision-making under uncertainty. Audience outcomes A working vocabulary for talking about hazard, judgement and recovery that doesn’t collapse into platitude. Two specific case studies, Mount Rainier 1992 and Everest 2015, are used as decision artefacts that the audience can argue with. A clearer separation between things a team can prepare for and things it can only respond to. Practical questions to take back into post-incident reviews, planning sessions and team debriefs. A sharper view of what trust between teammates is actually built from when the consequences are real.

Why organisations work with Heather Moyse She has competed at Olympic level in three sports she did not start as a child, including learning bobsleigh from scratch and winning gold in her first Games. That gives her a credible voice on rapid capability acquisition under high stakes. Her occupational therapy training (Master’s, University of Toronto) gives her a clinical frame for human performance rather than the standard motivational-athlete narrative. She talks about the mechanics of resilience, not the feeling of it. She is the first Canadian woman inducted into the World Rugby Hall of Fame and one of only two Canadians inducted. The credential is rare enough to anchor a senior audience that has heard many Olympic stories. She has worked with senior corporate audiences including CIBC, BMW, Sun Life Financial, Fidelity Investments, the Royal Canadian Mint, and the Canadian Armed Forces, so the translation from sport to commercial leadership is already calibrated. Biography highlights Two-time Olympic gold medallist in women’s bobsleigh (Vancouver 2010, Sochi 2014, pilot Kaillie Humphries). Four-time Olympian. World Rugby Hall of Fame, inducted 2016. First Canadian woman, second Canadian overall. Master’s in Occupational Therapy, University of Toronto. BSc (Honours Kinesiology), University of Waterloo. Author, Redefining ‘Realistic’ (2017), with foreword by John C. Maxwell. Order of Prince Edward Island (2014); inaugural Randy Starkman Olympian Humanitarian Award (2014). Biography Bobsleigh is not a sport you take up casually. Heather Moyse was recruited into the Canadian programme as an adult, learned the discipline from a standing start, and won Olympic gold in Vancouver in 2010 with pilot Kaillie Humphries. Four years later, in Sochi, the same pair defended the title. She is also a World Rugby Hall of Famer, one of two Canadians ever inducted, and competed internationally in track cycling after taking up the sport during a rugby injury recovery. Three sports, all picked up later than the orthodox path allows, all carried to international level. The story is not about innate talent. It is about how a person decides what is realistic. That decision sits at the centre of her work with organisations. Her keynote and coaching content draws on a Master’s in Occupational Therapy from the University of Toronto, which gives her a clinical vocabulary for performance most athletes do not have. She talks about how leaders narrow their own range of options under pressure, how recovery is engineered rather than waited for, and how the gap between current capability and the next required capability is closed in practice. Her book Redefining ‘Realistic’ sets out the argument in long form, with a foreword by John C. Maxwell. The corporate work, with audiences at CIBC, BMW, Sun Life Financial, Fidelity Investments, the Royal Canadian Mint, the Canadian Armed Forces and others, applies it to leaders who are being asked to recalibrate their assumptions about what their teams can do, and how quickly. Key speaking topics Self-leadership under pressure High-performance mindset and recovery Resilience as an operational discipline Goal-setting and capability acquisition Leading through uncertainty and setback Personal accountability and authentic leadership Ideal for Executive leadership teams facing prolonged change or post-restructure recovery Sales and commercial leadership audiences where sustained performance under pressure is the central question Senior women’s leadership programmes and high-potential development cohorts Conferences where the closing keynote needs an authority voice on composure and reinvention Audience outcomes A direct account of how elite performers manage themselves before, during, and after high-stakes moments A working definition of what counts as “realistic” and how that judgment limits or extends what teams attempt Specific tools for breaking large objectives into the next executable step under time pressure A clearer view of how recovery and preparation interact, drawn from Olympic-level practice rather than metaphor

Why organisations work with Paul de Gelder He has lived the full arc of catastrophic shock and operational return, from the moment of injury through six months of rehabilitation back to instructing Navy divers. Few speakers can describe recovery from inside the experience with this specificity. His military discipline gives the talk operational substance. The framework is the Australian Defence Force mantra Improvise, Adapt, Overcome, applied to the practical question of how a leader makes decisions when the original capability is gone. He has built a second career advocating for the species that nearly killed him, hosting more than 20 Discovery Channel Shark Week documentaries since 2013. The choice itself is the lesson: fear converted into purpose, on camera, repeatedly. He has been trusted to coach Will Smith, Ronda Rousey, and Mike Tyson through shark dives. Audiences see a speaker who teaches composure to people who already perform under pressure. He has addressed the United Nations and Fortune 500 leadership audiences across the US, China, the UK, Vietnam, and New Zealand, with a message that travels across cultures and sectors. Biography highlights Australian Army paratrooper, then Australian Navy clearance diver, specialising in bomb disposal and counter-terrorism diving operations. Survived a bull shark attack in Sydney Harbour in February 2009 that took his right hand and right leg, returning to full-time Navy service after six months. Continued instructing Australian Navy divers for three years post-injury before leaving full-time service in August 2012. Host of more than 20 Discovery Channel Shark Week documentaries since 2013. Author of Uncaged (autobiography), Tough AF (training and mindset), and Shark: Why we need to save the world’s most misunderstood predator (HarperCollins, 2022). Speaking platforms include the United Nations and Fortune 500 corporate audiences across five continents. Biography A bull shark closed on a Navy diver in Sydney Harbour in February 2009. The diver was Paul de Gelder, on a counter-terrorism exercise. He lost his right hand and right leg. Six months later he was back in uniform. That return is the substance of the work. De Gelder served as an Australian Army paratrooper, then qualified as a Navy clearance diver in bomb disposal, before the attack. After it, he continued instructing Navy divers for three years and left full-time service in August 2012. The discipline that carried him through rehabilitation is the same discipline he now translates for leaders facing forced reinvention: improvise, adapt, overcome, applied to capability that has actually changed. His second act is the more unusual proof of the argument. Since 2013 de Gelder has hosted more than 20 Discovery Channel Shark Week documentaries and written Shark: Why we need to save the world’s most misunderstood predator, published by HarperCollins in 2022. He has guided Will Smith, Ronda Rousey, and Mike Tyson through dives with the same species that nearly killed him. Fear, in his account, is not something a leader masters once. It is something a leader keeps walking toward. The work resonates because it refuses metaphor. He addresses leadership audiences from the United Nations to Fortune 500 boardrooms with a single, operational claim: composure under shock is a trainable capacity, and the people you lead will calibrate their response to yours. Key speaking topics Resilience after catastrophic shock Self-leadership under extreme pressure Fear, risk, and decision-making Adaptation and operational return Mental fortitude and recovery Purpose and reinvention Ocean conservation and shark advocacy Ideal for Senior leadership teams navigating restructure, market shock, or capability loss Sales, operations, and frontline teams facing high-stakes decisions under pressure Wellbeing and mental health audiences focused on substantive recovery, not soft motivation Conferences seeking a credible keynote on resilience with a verifiable lived foundation Audience outcomes A direct account of recovery and return from someone who has lived it, not theorised it The Improvise, Adapt, Overcome framework as a usable decision discipline under pressure A reframing of fear as a signal to engage with, not suppress A credible argument that capability change is not capability loss Renewed conviction that composure is a learned, repeatable practice

Why organisations work with Damon Hill His championship was not won from a position of privilege or natural advantage. Hill self-financed his junior career, started F1 with a team that folded mid-season, and was dismissed by Williams on the day he became World Champion. The argument for persistence and composure under adversity is the literal story of his career, not a theme applied to it afterwards. Across three consecutive seasons his primary rival was Michael Schumacher. In two of them, the championship was settled at the final race. That direct, tested experience of executing under maximum competitive scrutiny, when everything is at stake and a better-resourced rival is closing, is specific to him and cannot be replicated by other speakers in this topic area. As one of only two sons of an F1 World Champion to win the title themselves, Hill brings a distinctive perspective on performing under inherited expectation, legacy pressure, and public scrutiny; a dynamic immediately recognisable to second-generation business leaders, acquired organisations, and teams carrying institutional reputations. His autobiography, Watching the Wheels (Pan Macmillan, 2016), disclosed post-retirement depression with unusual candour for an elite sportsperson of his generation. That frankness about the psychological cost of sustained high performance gives him credibility in discussions about mental resilience that most athlete speakers avoid. His tenure as BRDC President (2006-2011) required institutional leadership in a complex stakeholder environment, including negotiating the 17-year contract that secured the British Grand Prix at Silverstone. It is a demonstrable leadership record beyond the cockpit, relevant to audiences dealing with governance, stakeholder management, and long-term institutional decisions. Biography highlights 1996 FIA F1 World Drivers’ Champion with Williams; 22 Grand Prix victories across eight seasons One of only two sons of an F1 World Champion to win the title themselves Twice named BBC Sports Personality of the Year (1994 and 1996) BRDC President (2006-2011), succeeding Sir Jackie Stewart; negotiated the 17-year contract securing the British Grand Prix at Silverstone Author of Watching the Wheels (Pan Macmillan, 2016), a candid account of elite performance, grief, and post-career depression Sky Sports F1 pundit for 13 seasons (2012-2024); appointed Williams F1 Ambassador in February 2026 Biography The 1996 Formula One Drivers’ Championship was not won by the most naturally gifted driver on the grid. Hill self-financed his junior career, started F1 with a team that folded mid-season, and was told his services were no longer required by Williams on the day he became champion. The title was built through persistence, technical precision, and composure under conditions designed to break both. What gives Hill’s perspective organisational value is the specificity of those conditions. Across three consecutive seasons, his primary rival was Michael Schumacher. In two of them the championship was decided at the final race, including the notorious 1994 finale in Adelaide. Maintaining judgment and execution quality when pressure is at its most extreme is the argument his career makes, and it maps directly to what organisations face in genuinely competitive markets. After retirement, Hill served as President of the British Racing Drivers’ Club from 2006 to 2011, succeeding Sir Jackie Stewart. He negotiated the 17-year contract that secured the British Grand Prix at Silverstone and oversaw the circuit’s major redevelopment. It was institutional leadership in a complex stakeholder environment – a different dimension to the individual performance story, and a credible one. Hill’s autobiography, Watching the Wheels (Pan Macmillan, 2016), disclosed post-retirement depression with unusual candour for an elite sportsperson of his generation. That frankness about the psychological cost of sustained performance gives him a credibility that statistics alone cannot. And as one of only two sons of an F1 World Champion to have won the title, his perspective on legacy, expectation, and self-determination is specific to him. Key speaking topics High performance under competitive pressure Leadership and decision-making in extreme conditions Resilience and recovery from sustained adversity Team performance and composure under scrutiny Risk management in high-stakes environments Performance culture in elite sport Institutional leadership and stakeholder negotiation Ideal for Senior leadership and C-suite teams preparing for periods of intense competitive pressure or strategic inflection Sales, trading, and performance-led organisations benchmarking mindset and execution against elite standards HR, talent, and organisational development leaders working on resilience, psychological safety, and sustained performance Financial services, professional services, and corporate conference audiences seeking leadership insight grounded in direct competitive experience Audience outcomes A clear framework for understanding how composure and judgment quality, not raw capability, determine outcomes when competitive pressure is highest Practical insight into how elite performers and teams sustain execution quality through adversity, loss, and periods of institutional change A model for distinguishing between risk aversion and disciplined risk management, drawn from direct competitive experience in an unforgiving environment Greater awareness of the psychological dimensions of peak performance and the personal cost of sustained high achievement Specific lessons applicable to performance culture, team alignment, and decision-making under pressure in corporate contexts

Why organisations work with Scott Lesnick He has spent 24 years inside Shaw Industries, a Berkshire Hathaway Fortune 500 business, before moving into speaking, so the change, retention and communication material is delivered from operating experience, not a consultancy framework. His multigenerational workplace content draws on a five-year practitioner survey and converts it into seven concrete strategies for recruiting, retaining and integrating Millennials, Gen Z and the incoming Generation Alpha. The Certified Speaking Professional (CSP) designation from the National Speakers Association, plus a term as Dean of the NSA Academy for Professional Speakers, is a credential of speaking craft, not of subject expertise, and it shows up in the quality of room-handling for plenary keynotes. The Kidjacked story (recovering his two children after international abduction) gives him a non-negotiable platform for keynotes on resilience and persistence under sustained pressure, used by clients including UPS Freight, US Bank, 7-Eleven and SHRM. Biography highlights 24 years in sales and management leadership at Shaw Industries, a Berkshire Hathaway Fortune 500 company. Certified Speaking Professional (CSP), National Speakers Association. Former Dean of the Academy for Professional Speakers, National Speakers Association. TEDx speaker, TEDx Oshkosh: “Limited Resources or Unlimited Resourcefulness”. Author of Kidjacked: A Father’s Story and Lifejacked: Life Lessons on Leadership. Named client list includes UPS Freight, US Bank, 7-Eleven, SHRM, the Financial Planning Association and the American Association of Orthodontists. Biography For the first time in working memory, five generations are sharing the same office, the same Slack channel and the same performance review system. Traditionalists are exiting, Generation Alpha is starting to arrive, and managers in between are running engagement playbooks built for a workforce that no longer exists. Scott Lesnick built his speaking practice on that problem. After 24 years leading sales and management teams at Shaw Industries, a Berkshire Hathaway Fortune 500 business, he moved into keynote work full time and built a multigenerational workplace programme around a five-year practitioner survey. The output is a set of seven concrete strategies for recruiting, retaining and integrating workers across Millennials, Gen Z and the incoming cohorts. The resilience material runs alongside it. Lesnick’s memoir Kidjacked tells the story of locating and recovering his two young children after they were abducted to the Middle East, and his second book, Lifejacked, collects interviews with people who came through serious adversity and went on to lead. Both feed into the change, burnout and persistence content he is most often booked for. He holds the Certified Speaking Professional (CSP) designation from the National Speakers Association, served as Dean of the NSA Academy for Professional Speakers, and delivered a TEDx talk on doing more with less at TEDx Oshkosh. Named clients include UPS Freight, US Bank, 7-Eleven, SHRM, the Financial Planning Association and the American Association of Orthodontists. Key speaking topics Multigenerational workplace strategy Leading through organisational change Employee engagement and retention Resilience and burnout Communication across generational cohorts Hybrid workplace dynamics Ideal for CHROs, talent and people leaders rebuilding engagement across a five-generation workforce. Sales and commercial leaders managing teams through restructure or market change. Healthcare, financial services and trade associations running practitioner conferences with mixed-cohort audiences. Internal leadership development programmes for newly promoted managers leading older and younger reports. Audience outcomes Seven practitioner strategies for blending and retaining multiple generations on the same team. A clearer read on what Millennials, Gen Z and Generation Alpha actually respond to in recruitment and engagement design. Specific tools for reducing burnout and protecting decision quality during periods of sustained change. A working vocabulary for inclusion and communication that is portable across the organisation.