Change Management

Why organisations work with Dean Leak A working language for productive disagreement at the top of the house, captured in his “3 A’s” method (Absorb, Acknowledge, Ask), that teams can use the day after the session Direct operating experience inside Olympic gold-medal environments at Great Britain Taekwondo, British Canoeing, and British Shooting, not theory borrowed from sport A mentorship lineage to Professor Steve Peters and the Chimp Management model, applied with discipline to executive behaviour rather than repackaged as motivation Comfort moving between board rooms, military commanders, and elite athletes, which translates into a sharper read of how senior leaders actually behave under load Biography highlights Worked directly with Olympic gold medallists including Jade Jones and Joe Clarke Held senior leadership roles at Great Britain Taekwondo, British Canoeing, and British Shooting Mentored by Professor Steve Peters, author of The Chimp Paradox, over a five-year period Graduate of UK Sport’s leadership programme Corporate clients include L’Oreal, IBM, Microsoft, LinkedIn, PwC, Baker McKenzie, Specsavers, Mars Group, Air New Zealand, the BBC, and the British Government Author of the “3 A’s” disagreement framework and the “Human iOS” model of behaviour change Member, Association for Coaching Biography Gold medals are not won by teams that agree with each other. They are won by teams that can disagree, in the room, on the day, without the relationship breaking. That observation is the foundation of Dean Leak’s work with senior leadership teams. Leak spent more than a decade inside Olympic programmes, in roles that combined psychological skills coaching with operational leadership. He worked under Professor Steve Peters using the Chimp Management model, then took senior positions at Great Britain Taekwondo, British Canoeing, and British Shooting. The athletes he supported include Olympic gold medallists Jade Jones and Joe Clarke. The corporate work followed the same logic. Boards and executive teams behave like elite squads under pressure: they need composure, role clarity, and a way to surface friction without retreating into politeness. Leak’s “3 A’s” method (Absorb, Acknowledge, Ask) gives teams a reusable structure for disagreeing well. His “Human iOS” framework treats change as a problem of biology and attention, not slogans, which is why his sessions tend to stick with operators who have already heard the standard transformation script. Clients include L’Oreal, IBM, Microsoft, LinkedIn, PwC, Baker McKenzie, Mars Group, Air New Zealand, the BBC, and the British Government. He is a member of the Association for Coaching and a graduate of UK Sport’s leadership programme. Key speaking topics High-performance culture Productive disagreement and healthy conflict Leadership under pressure Change leadership Team performance Psychological safety Imposter syndrome at senior levels Ideal for Executive teams and boards working through restructure, integration, or strategic disagreement CHROs and chief people officers redesigning culture around performance, not engagement scores Leadership development directors briefing partner-track or senior management cohorts High-pressure operational environments (legal, professional services, elite teams) where stakes are personal and decisions are time-bound Audience outcomes A shared vocabulary for naming and routing disagreement instead of avoiding it A clearer read on the behaviours that distinguish gold-medal teams from competent ones The 3 A’s method as a portable practice for senior conversations the next week A sharper view of where the team’s culture rewards comfort over accuracy Practical handles for managing personal composure under sustained pressure

Why organisations work with David Siegel He led the carve-out of Meetup from WeWork to AlleyCorp in March 2020, a transaction completed inside the first weeks of the pandemic, and can speak from inside the deal rather than around it. He took Investopedia through a near-fivefold valuation increase and the sale to Dotdash, which gives him operator authority on building a category-leading consumer brand and exiting it. His book, “Decide and Conquer,” published by HarperCollins Leadership, gives audiences a structured 44-decision framework written from the chair, not the seminar room. As Founder and Chairman of Israel Tech Mission, he convenes exited founders and senior operators in Israel’s technology market, so his read on how companies scale and sell stays current. His “Keep Connected” podcast has turned community-building into a measurable commercial discipline, useful for organisations rebuilding internal engagement or customer affinity. Biography highlights Former CEO of Meetup; led the company through the WeWork-to-AlleyCorp acquisition in March 2020. Former CEO of Investopedia; led the sale to Dotdash after tripling revenue and driving a near-fivefold valuation increase. Author of “Decide and Conquer: 44 Decisions that will Make or Break All Leaders” (HarperCollins Leadership). Founder and Chairman of Israel Tech Mission, which has brought more than 350 tech executives to Israel and channelled tens of millions of dollars into Israeli companies; also invests in Israeli real estate through TID. Teaches strategy and scaling at Tel Aviv University; previously taught strategic planning and entrepreneurship at Columbia University. Bylines in Harvard Business Review, MIT Sloan Management Review, CNBC, Business Insider, and Entrepreneur. Biography Meetup was a difficult business when David Siegel inherited it. It had been bought by WeWork, was burning cash, and was about to face a pandemic that emptied the rooms where its product lived. Inside eighteen months he had made it profitable for the first time in its history, and in March 2020 he led its carve-out to a consortium led by AlleyCorp. That arc, distressed asset to functioning standalone business under pandemic conditions, is what gives his speaking work its weight. Before Meetup he was CEO of Investopedia, where he tripled revenue and led the sale to Dotdash at a near-fivefold valuation. Before that, President of Seeking Alpha and an SVP at 1-800-Flowers, with an early-career chapter at DoubleClick. His book, “Decide and Conquer,” published by HarperCollins Leadership, is organised around the 44 decisions he argues a new chief executive will face. It is a working playbook, not a memoir, and it draws on the specific judgement calls, hiring, pricing, communications, board management, that he made in seat. He now lives in Israel, where he teaches strategy and scaling at Tel Aviv University, having taught at Columbia before, and continues to advise chief executives and sit on company boards. Israel Tech Mission, the non-profit he founded and chairs, has brought more than 350 tech executives to the country and moved tens of millions of dollars into Israeli companies. Key speaking topics Decision-making for chief executives and founders Community as a commercial growth engine Carve-outs, turnarounds, and post-acquisition leadership Scaling consumer internet businesses Building and selling category-leading brands Entrepreneurial leadership through crisis Ideal for Founders and CEOs of scaling businesses, particularly those facing a financing event, carve-out, or sale Boards and executive teams working through restructure, integration, or post-acquisition leadership questions Senior commercial and product leaders rebuilding customer community or engagement at scale Audience outcomes A working set of decision frames drawn from a real CEO seat, not a consulting model A clear view of how community translates into commercial outcomes, with examples from a platform business Specific lessons from a pandemic-era carve-out, applicable to current restructure and divestment conversations A sharper read on what to do in the first ninety days of a new chief executive role

Why organisations work with Neil West First-hand operator perspective from inside Apple Music, the App Store, Apple TV+ and iTunes during the period the company shifted a billion-dollar services business across Europe. A specific thesis on simplicity as competitive advantage, set out in It Just Works (Macmillan Business, 2026) and structured as nine rules leaders can apply to their own products and teams. Useful for the meeting after the strategy offsite: he speaks to the practical work of cutting features, killing projects, and protecting customer experience from internal politics. Co-founded the iTunes Festival and curated Apple’s relationship with artists from Beyonce to Bono, which gives the talks the texture of a content business, not a generic technology keynote. Translates Steve Jobs era principles into language that lands with commercial and product leaders who have to ship, not theorise. Biography highlights Head of Services, Apple Southern Europe, with responsibility for App Store, Apple Music, Apple TV+, iCloud, Books, Podcasts, Arcade and Fitness+ across the region. Head of Music, Apple UK and Europe, for ten years, including the period iTunes became the world’s largest music retailer. Co-founder and curator of the iTunes Festival. Author of It Just Works: The Nine Simple Rules of Apple’s Success, Macmillan Business, September 2026. TEDx speaker on The Beatles, Steve Jobs, and Team Management. Earlier career: European Editor-in-Chief at Rhapsody, the first music streaming subscription service, Creative Director at Garageband.com (founded with Jerry Harrison of Talking Heads and Sir George Martin), and Editor-in-Chief of NEXT Generation magazine. Biography iTunes was a record store before it was a streaming service, and the App Store was a developer experiment before it was a platform. The hard part of running those businesses across Europe was not adding features. It was deciding what not to build, what to pull, and which artist or partner relationship was worth defending against internal pressure to standardise. West did that work for sixteen years. As Head of Music for Apple in the UK and Europe, he led the team through the period iTunes became the world’s biggest music retailer, and co-founded the iTunes Festival as a way of binding the catalogue to a live cultural moment. He then ran Services for Apple Southern Europe, a billion-dollar portfolio covering App Store, Apple Music, TV+, iCloud, Books, Podcasts, Arcade and Fitness+, through the shift from downloads to subscription. His argument now, set out in It Just Works (Macmillan Business, 2026), is that Apple’s edge has always been a discipline for removing complexity rather than a talent for adding features. The book offers nine rules drawn from inside the business, on simplifying products, reducing friction in customer journeys, and protecting focus when an organisation grows. His TEDx talk on The Beatles and Steve Jobs makes the team-design version of the same case. For audiences in product, marketing, services and digital businesses, the value is the operator detail. He talks about specific decisions, named launches, and the politics of holding a line on customer experience when commercial pressure points the other way. Key speaking topics Simplicity as commercial operating discipline Customer experience in subscription and platform businesses The shift from downloads to streaming and what it taught the wider content economy Product and service launches at scale Building and managing creative teams Lessons from inside Apple’s services business Ideal for Product, services and platform leaders running multi-product portfolios CMOs and customer experience leaders in subscription, media and consumer businesses Innovation and transformation directors looking for an operator voice rather than a consultant frame Leadership teams resetting after a period of feature accumulation or proposition drift Audience outcomes A working definition of simplicity that can be applied to a roadmap, not just a brand line. Specific tests for deciding what to cut from a product, service or process. A view of Apple’s services business from inside the European operation, including how artist and partner relationships were handled. Language for protecting customer experience against internal pressure to add complexity. A team-design lens drawn from how Apple, and before it The Beatles, structured small creative groups for output.

Why organisations work with Dumi Senda He runs inclusion inside a 3,000-person operation at BBC England, so his method has been tested against the same scale and politics the audience is wrestling with, not built in a classroom. His LinkedIn Learning course “Make Belonging Real in the Workplace” gives organisations a shared curriculum to anchor manager conversations after the keynote, which most DEI speakers cannot offer. As President of the Oxford Black Alumni Network and ICF-accredited coach, he brings institutional credibility with senior audiences alongside coaching craft that works one-to-one with leaders. His lived arc from a decade of UK factory work to an Oxford MSc is the proof point that disarms the most sceptical rooms, including leadership teams that have sat through several DEI sessions already. He has delivered programmes inside the BBC, the UN, the House of Commons, the Bank of England, Google and Goldman Sachs, so references translate across public sector, finance and technology briefs. Biography highlights Diversity and Inclusion Portfolio Lead, BBC England (six regions, 3,000+ staff). Oxford University MSc graduate; sitting President of the Oxford Black Alumni Network (OxBAN). LinkedIn Learning instructor, “Make Belonging Real in the Workplace”; 2024 LinkedIn Top Voice, Teambuilding. International Coaching Federation (ICF) accredited coach. Founder of Titese, an EDI consultancy working with clients including the UN, House of Commons, Bank of England, Google and Goldman Sachs. Featured in “Everyday Ubuntu” (Mungi Ngomane, Penguin), foreworded by Archbishop Desmond Tutu. Biography The gap in most inclusion programmes is not ambition, it is operational credibility. Statements of intent are easy to write. Changing how three thousand managers actually speak to each other on a Tuesday morning is harder, and that is the work Senda does every day inside BBC England, where he leads the Diversity and Inclusion portfolio across six regions. That operational grounding is the reason his keynotes do not sound like generic DEI content. He is running the same programme internally that he is recommending to the audience, with the same budget pressures and the same sceptical middle managers. His LinkedIn Learning course, “Make Belonging Real in the Workplace”, distils that method into a curriculum organisations can deploy after he has left the stage. The personal story is well known and deliberately useful. Ten years as a labourer in the UK, a Master’s from Oxford, and now President of the Oxford Black Alumni Network. Senda uses it not as inspiration, but as evidence: inclusion is decided by the everyday behaviour of people already inside the room, and that behaviour can change. Clients include BBC, the UN, House of Commons, Bank of England, Google and Goldman Sachs. What they book him for is rarely a talk on diversity as a topic. They book him to shift the conversation from what the organisation says about inclusion to what its managers actually do on Monday. Key speaking topics Inclusive leadership and manager behaviour Belonging at work Bias and everyday conduct Culture change inside large organisations Authenticity and bringing your whole self to work Career development and professional identity Transformational change and taking the organisation with you Ideal for CHROs and heads of DEI designing the next phase of an inclusion programme that has stalled at policy level. Executive and senior leadership teams ahead of a culture change, restructure or “digital first” transformation. People managers across regionally dispersed organisations who carry the practical load of inclusion. Employee resource group leads and internal DEI networks looking for an external voice with operational authority. Audience outcomes A sharper read of where their own inclusion programme is losing traction between executive intent and manager behaviour. Specific language for describing belonging, bias and conduct that holds up in difficult day-to-day conversations. A framework for connecting personal values to professional contribution that coaches and managers can reuse. Practical prompts from Senda’s LinkedIn Learning curriculum that can be taken back into team sessions. Renewed confidence among sceptical managers that this work is a leadership skill, not a compliance task.

Why organisations work with Robin Speculand Direct, exclusive access to the inside story of DBS Bank’s transformation from “best bank in Singapore” to repeated “World’s Best Bank” winner, captured through C-suite interviews and translated into a method other organisations can apply. Proprietary implementation assessments and tools, including the Implementation Compass and the Ticking Clock model, that give leadership teams a structured way to diagnose where their strategy is breaking down. Co-author with Antonio Nieto-Rodriguez of the Strategy Implementation Playbook, the most current step-by-step reference work in a field most consultancies still treat as adjacent to strategy. Two and a half decades specialising solely in the implementation problem at Bridges Business Consultancy, with foundational client engagements at Singapore Airlines and a global luxury group, and current work extending the same discipline into AI and digital transformation. Biography highlights Founder and CEO, Bridges Business Consultancy Int; co-founder, Strategy Implementation Institute; co-founder, Digital Leadership Specialists. Author of nine books, including World’s Best Bank (Amazon #1 bestseller, over 100,000 copies sold, translated into seven languages) and Excellence in Execution. Co-nominated for the Thinkers50 Ideas into Practice Award (2021) with DBS CEO Piyush Gupta. Educator for Duke CE and IMD; adjunct faculty at Singapore Management University and the National University of Singapore. Speaker at the Global Peter Drucker Forum (2023); featured on BBC, CNBC, Channel News Asia, and Forbes. Author of three Harvard-listed case studies on DBS Bank’s digital transformation. Biography DBS Bank was, for years, an unremarkable regional player. A decade later, it had been named World’s Best Bank by Euromoney, Global Finance, and The Banker in successive years, and Harvard had filed it among the most significant digital transformations of the era. Robin Speculand had direct access to the C-suite throughout. World’s Best Bank: A Strategic Guide to Digital Transformation is the published account of how the change was actually executed, not a retrospective tribute. That access matters because most strategy literature stops at the decision. Speculand founded Bridges Business Consultancy in 2000 specifically because he saw executives talking about strategy with almost no operating language for implementation. Twenty-five years later, the field he helped name has its own institute, of which he is co-founder, and a body of work that includes nine books, six Harvard-listed case studies, and the Strategy Implementation Playbook co-authored with Antonio Nieto-Rodriguez. His 2024 book Implement: Doing it Right in a Digital World extends the same discipline into AI-era transformation. His proprietary tools, the Implementation Compass and the Ticking Clock model, give boards a way to locate where execution is breaking down: governance, pace, capability, behaviour, or measurement. Singapore Airlines was an early client. A global luxury group used the work to anchor its first digital programme. The teaching footprint, Duke CE, IMD, Singapore Management University, NUS, reflects how seriously serious institutions now take implementation as a discrete competence. He was co-nominated with then-DBS CEO Piyush Gupta for the Thinkers50 Ideas into Practice Award in 2021, the practitioner counterpart to the main Thinkers50 ranking. The point is not the recognition. It is what the nomination signals: that the lessons of one of the decade’s most-studied transformations have been codified in a form other organisations can use. Key speaking topics Transformation in an AI-driven world Strategy implementation Digital transformation Execution and operating discipline Lessons from the DBS Bank transformation Leadership in change programmes Organizational Agility Ideal for CEOs, COOs, and chief strategy officers leading enterprise-wide transformation Boards governing multi-year digital or operating-model change Banking and financial services leadership teams benchmarking against DBS Senior teams preparing strategy off-sites where implementation, not formulation, is the constraint Audience outcomes A clear language for diagnosing where their own strategy is breaking down in implementation The DBS playbook is a comparable, not a case study, with the levers their own organisation can pull A structured view of transformation as governance and capability work, not a technology purchase Specific instruments (Implementation Compass, Ticking Clock), leaders can take back into their next strategy review

Why organisations work with Scott Burrows A first-person account of recovery from a C6-C7 spinal cord injury that translates directly into how individuals make decisions when their assumptions collapse, not a generic resilience metaphor. Vision, Mindset, Grit, the framework behind his book of the same name, gives sales and leadership teams a simple shared language for goal-setting, response to rejection and persistence through downturn. Rare combination of elite-athlete background (Florida State football under Bobby Bowden, ESPN-broadcast kickboxing) and elite commercial performance (Million Dollar Round Table as a Northwestern Mutual advisor), which gives the talk credibility with sales and financial services audiences specifically. Track record with Fortune 500 buyers including Prudential, JPMorgan Chase, SAP, Thermo Fisher, Walgreens and Coca-Cola, and with national association audiences across healthcare, insurance and financial services. Biography highlights Walk-on wide receiver at Florida State University under head coach Bobby Bowden. Black-belt kickboxing champion whose final fight was broadcast on ESPN. Survived a car accident on 3 November 1984 that fractured the C6 and C7 vertebrae and left him paralysed from the chest down at age 19. Returned to higher education and graduated with a Bachelor of Science in Finance from the University of South Florida. Qualified for the Million Dollar Round Table as a financial advisor at Northwestern Mutual, a top-producer benchmark in life insurance and financial services. Author of Vision, Mindset, Grit: How to Stand Up When Life Paralyzes You; co-founder of a golf course fertiliser business operating in Southeast Asia. Biography Elite athletes are taught to hold their composure under physical pressure. What they are rarely taught is what happens when the body itself becomes the constraint. On 3 November 1984, a car accident left Scott Burrows, then a Florida State University walk-on wide receiver under Bobby Bowden and a black-belt kickboxing champion whose last fight had been broadcast on ESPN, with two broken vertebrae in his neck and a quadriplegia diagnosis at 19. The interest for senior audiences is not the diagnosis. It is what he did with the years after it. He returned to higher education, graduated with a Bachelor of Science in Finance from the University of South Florida, and competed in wheelchair rugby, the Paralympic discipline known as Murderball. He then became a financial advisor at Northwestern Mutual, where he qualified for the Million Dollar Round Table, the production standard reserved for the top tier of life insurance and financial services producers. That commercial record matters because it is what makes the keynote land in front of revenue-carrying teams. Vision, Mindset, Grit, the title of his bestselling book and the spine of his talks, is a personal-leadership framework that names the three things he had to rebuild deliberately: a goal worth pursuing, a way of thinking that could absorb setbacks, and the daily discipline to keep moving when the original plan was no longer available. He has used that material with audiences at Prudential, JPMorgan Chase, SAP, Thermo Fisher, Walgreens, Coca-Cola and a long list of national associations across healthcare, insurance and financial services. The talk is most useful for organisations going through a period in which the previous playbook has stopped working and leaders need their people to keep performing while a new one is being written. Key speaking topics Resilience and recovery after setback Peak performance under pressure Sales performance and overcoming rejection Goal-setting and personal leadership Adapting to industry change Mindset and motivation for commercial teams Ideal for Sales kick-offs, top-producer summits and incentive events, particularly in insurance, financial services and healthcare Leadership offsites where senior teams are navigating restructure, market shift or sustained pressure National association annual conferences seeking a credible opening or closing keynote on resilience and performance All-hands and town-hall settings during periods of significant organisational change Audience outcomes A shared language, Vision, Mindset, Grit, that teams can carry back into pipeline reviews, goal-setting and one-to-ones A reset on how individuals respond to rejection, missed targets and unexpected setback Specific examples of how to hold composure and decision quality when external conditions deteriorate Renewed energy and commitment heading into a sales cycle, fiscal year or strategic reset

Why organisations work with Ben Whiting He converts a 20-year corporate mentalism career into a working communication toolkit, the same techniques magicians use to read a room, build rapport quickly, and hold attention under pressure. The Limitless Culture keynote pairs entertainment with practical tools, so the ideas land in a way that reduces the usual gap between conference-room inspiration and Monday-morning behaviour. A track record across Apple, Google, Amazon, American Express, Schlumberger, and UNiDAYS, organisations that already have access to most leadership content and still book him for culture and connection work. A delivery style designed for audiences fatigued by another panel and another slide deck, which gives internal sponsors a memorable centrepiece for offsites, sales kickoffs, and culture days. Biography highlights Twenty-plus years as a corporate magician and mentalist with performances in over 30 countries. TEDx speaker, TEDxTraverseCity: “Connect Like a Mind Reader”. Featured in The New York Times and Entrepreneur Magazine. Named clients include Apple, Google, Amazon, American Express, Schlumberger, UNiDAYS, Crystal Cruises, HARPO Studios, and Facebook. Signature keynote: Creating a Limitless Culture. Hired by an international leadership development firm to design and deliver corporate content globally after his TEDx talk. Biography Most workplace communication problems are not information problems. People have the data, the slides, and the strategy document. What they lack is the attention, trust, and connection that make the message stick. Ben Whiting’s career sits exactly at that gap. For two decades he worked as a corporate magician and mentalist in more than 30 countries, performing for audiences from Crystal Cruises and HARPO Studios to Facebook. The craft was reading rooms quickly, holding attention without props beyond the human voice, and creating moments people remembered long after they had left. That is the same skill set most leaders are trying to learn in a different vocabulary. After his TEDx talk “Connect Like a Mind Reader” in 2017, an international leadership development firm hired him to translate the mechanics of mentalism into corporate content. The result became Creating a Limitless Culture, a keynote built around three competency areas: clearer communication, more connected teams, and a shared mindset for navigating change. Apple, Google, Amazon, American Express, Schlumberger, and UNiDAYS have all booked the work. What makes the offer commercially interesting is the format. Whiting delivers serious content about culture and communication through a performance that audiences remember, which solves a recurring problem for internal sponsors: how to put substantive ideas in a room without losing the room. Coverage in The New York Times and Entrepreneur Magazine reflects an audience response that is closer to entertainment economics than to standard conference programming. Key speaking topics Workplace culture and connection Communication under pressure Change management and team adaptability Employee engagement Hybrid and remote team connection Innovation mindset Leadership communication Ideal for CHROs and people leaders running culture, engagement, or change programmes Sales and revenue leaders planning kickoffs where energy and message retention both matter Internal communications and L&D teams designing leadership offsites Conference organisers who need a keynote that resets a fatigued audience without sacrificing substance Audience outcomes Communication techniques drawn from mentalism that read attention, build rapport, and shift a room A working language for connection inside teams, particularly across hybrid and remote setups A reframing of change that treats new conditions as an opening rather than a threat A memorable shared reference point the audience can carry back into the workplace Practical prompts for leaders on how to model the culture they want their teams to adopt

Why organisations work with Phil Olley He gives leadership groups a working method for personal composure under pressure, not a generic resilience talk. The NEXUS Code is his own framework, refined over more than two decades of client work. His credibility rests on operating experience: six years as a Royal Navy officer, a sales and financial planning career, and a coaching practice founded in 1999. He speaks to commercial audiences as a peer, not an academic. He has a documented recovery story, a near-death incident in March 1999, which anchors his material on adversity and decision-making in something specific rather than rhetorical. He has been retained by Shell, PepsiCo, Mars, Kellogg’s, The Wood Group and IOSH, which signals that operating businesses, not just conferences, find the material useful. He has authored three books, including RESULT! published by Pearson, giving him a body of written work that buyers can read before commissioning. Biography highlights Former Royal Navy officer, six years’ service. Founded his performance coaching practice in 1999. Author of three books: Counting Chickens, RESULT! Think Decisively, Take Action and Get Results (Pearson, 2013), and Reflections from the White Tunnel (FCM Publishing, 2017). Creator of The NEXUS Code framework. Named corporate clients include Shell, PepsiCo, Mars (Masterfoods), Kellogg’s, The Wood Group, IOSH and Blevins Franks International. Media appearances include The Richard and Judy Show, BBC Radio 4 and The Times. Biography Most leadership advice on resilience starts from a model. Olley starts from an event. On 18 March 1999 he collapsed on a pavement and was revived by paramedics. The same year, he closed his sales and financial planning career and built a coaching practice around a single question: what actually holds people steady when the ground moves. That question became The NEXUS Code, a working framework on self-leadership, focus and execution that he has refined over more than two decades of client engagements. It is not a research model. It is a practitioner’s method, built and tested in front of sales teams, leadership groups and business owners under real commercial pressure. The body of written work backs the speaking. RESULT! Think Decisively, Take Action and Get Results was published by Pearson in 2013. Counting Chickens preceded it. Reflections from the White Tunnel, his most personal book, was published by FCM Publishing in 2017 and ties the recovery story directly to the framework. Three books give a buyer something concrete to read before commissioning a session. The career arc behind all of this matters for credibility with commercial audiences. Six years as a Royal Navy officer, then a sales and financial planning career, then his own business. Clients have included Shell, PepsiCo, Mars, Kellogg’s, The Wood Group and IOSH. He talks to leaders as someone who has carried a number and led a team, not as someone observing from a faculty position. Key speaking topics Self-leadership under pressure Mental toughness and resilience Goal setting and execution Performance coaching for leaders and teams Leading through change and adversity Employee engagement in difficult conditions Ideal for Sales leadership conferences and annual kick-offs. Leadership offsites for senior teams under restructuring or pressure. Owner-managed businesses and senior commercial functions in larger organisations. Professional services and financial services audiences working to lift execution and accountability. Audience outcomes A working method for holding composure and focus when conditions are difficult. A clearer view of where personal performance is being lost to noise rather than effort. Specific language and habits for converting goals into delivered results. A reset on how to lead a team through repeated change without losing momentum.

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 Nick Fry He ran the management buyout of Honda’s F1 team for a nominal sum in 2009, then won both the Drivers’ and Constructors’ Championships that same season. There are very few executives anywhere who can speak from inside a turnaround that extreme. He has led at two distinct scales of performance organisation: a 700-person independent team operating on survival economics, and Mercedes AMG Petronas F1 as a global OEM works operation. Most senior teams need both lenses. His career predates F1 by 24 years at Ford Motor Company, including running Aston Martin Lagonda through the DB7 launch. He speaks credibly to industrial leaders, not only to motorsport audiences. He served roughly five years as a UK Business Ambassador under Prime Ministers Brown and Cameron, giving him a working view of how British engineering competes globally. His book “Survive. Drive. Win.” (Atlantic Books, 2019), with a foreword by Bernie Ecclestone, sets out the Brawn GP year in operational detail rather than as motorsport nostalgia. Biography highlights CEO of Brawn GP, the team that won the 2009 Formula One Drivers’ and Constructors’ World Championships in its only season. CEO of Mercedes AMG Petronas F1 from 2010 to 2013, following Mercedes’ acquisition of Brawn GP. Co-author of “Survive. Drive. Win.” (Atlantic Books, 2019), foreword by Bernie Ecclestone. UK Business Ambassador appointed by Prime Ministers Gordon Brown and David Cameron. Non-Executive Chairman of McLaren Applied, appointed October 2021. 24 years at Ford Motor Company, including Managing Director of Aston Martin Lagonda during the DB7 programme. Biography In late 2008, Honda withdrew from Formula One with almost no notice. The team based in Brackley had weeks to find a buyer or close. The CEO, with technical director Ross Brawn, negotiated a management buyout for a nominal sum, secured an interim engine supply from Mercedes, and ran the operation through the winter on a fraction of its previous budget. The team won both World Championships the following season, with Jenson Button taking the Drivers’ title. Brawn GP existed for one year, and won everything available to it. That season is the central case Nick Fry now teaches. He set it out in “Survive. Drive. Win.” (Atlantic Books, 2019), co-written with Ed Gorman and with a foreword by Bernie Ecclestone. The book is a working account of how leadership decisions are made when the organisation has no margin, not a victory memoir. Mercedes acquired the team in 2010 and Fry stayed on as CEO of Mercedes AMG Petronas F1 until 2013, taking a 700-person independent operation into integration with a global OEM works programme. Before Formula One, he spent 24 years at Ford Motor Company. Roles included product planning on the Ford Escort RS Cosworth and the RS200, and Managing Director of Aston Martin Lagonda during the DB7 launch and the move from handbuilt-only production at Newport Pagnell to higher-volume manufacturing at Bloxham. He then ran Prodrive as Managing Director from 2001, before joining BAR and Honda in Formula One. He served roughly five years as a UK Business Ambassador, appointed by Prime Ministers Gordon Brown and David Cameron. He is currently Non-Executive Chairman of McLaren Applied, the company awarded the FIA contract for the 2026 Formula One engine control system, and Chairman of the esports organisation Fnatic. Key speaking topics Leadership under existential pressure Turnaround and restructure in high-performance organisations Decision-making with incomplete information Integration of a small operation into a global parent British engineering and high-performance manufacturing Formula One as an operating model Ideal for CEOs and senior executives facing a forced restructure, funding shock, or major integration Boards weighing the leadership profile required for a turnaround Industrial, engineering, and manufacturing leadership teams Operating committees in performance-driven cultures, including motorsport, aerospace, and elite engineering Audience outcomes A working account of how a senior team made decisions during a survival period in which conventional planning was not possible. A clear view of how leadership behaviours need to change between a small independent organisation and an integrated works operation inside a global OEM. Specific examples of which Brawn GP decisions worked, which did not, and what the CEO would do differently with hindsight. A more honest reading of what Formula One actually demonstrates about high-performance management, separated from the marketing version.

Why organisations work with Nicholas Jeffery Four ISP CEO and COO seats across Hostmark, Worldport, PSINet Europe and Uniserve Communications, giving him a working view of what actually happens inside a telecoms or managed service business when the model shifts. A second career on the investor side as Head of Investment Planning and Strategy for the TMT Group at the European Bank for Reconstruction and Development, where capital allocation decisions in technology and media were made across EMEA. Direct operating experience of digital transformation as a SaaS COO at VIMtrek and Vizerra, in Building Information Management and 3D virtualisation, and as the executive behind Digital Realty’s EMEA sales and marketing strategy. Co-creator of Buzzmetrics, the social media intelligence business acquired by Reed, with a forty-year line of sight across branding from 1980s corporate identity work to the current AI reset. A geopolitical voice on Central Europe through his “Danube Dispatches” column at WBN News, which gives boards with Hungary, EU or CEE exposure a senior commercial reader of the political terrain. Biography highlights CEO of Uniserve Communications Corporation from March 2017; led the listed share price from CND$0.04 to CND$0.67 within nine months of joining. European MD/COO and CEO of internet service providers including Hostmark, Worldport, PSINet Europe and Uniserve. Head of Investment Planning and Strategy, TMT Group, European Bank for Reconstruction and Development (EBRD). COO of VIMtrek and Vizerra, SaaS firms in architectural 3D virtualisation and Building Information Management software. Co-creator of Buzzmetrics, the social media measurement business acquired by Reed. Founding and Managing Partner of Impresario Partners International; Chairman of Ventree Innovations Inc.; author of the Danube Dispatches column at WBN News. Biography PSINet Europe was in administration when its European operations had to be rebuilt as a managed services business. Nicholas Jeffery was one of the executives who ran that kind of work across four internet service providers, including Hostmark, Worldport and, later, Uniserve Communications, where as CEO from March 2017 the listed share price moved from CND$0.04 to CND$0.67 within nine months. The unusual part of his career is that the operating CEO work sits alongside an investor seat. As Head of Investment Planning and Strategy for the TMT Group at the European Bank for Reconstruction and Development, he was inside the capital allocation conversations on telecoms, media and technology investments across EMEA. Boards rarely meet a single adviser who has been both buyer and operator on the same kinds of assets. The second strand of his work is brand and customer. He co-created Buzzmetrics, the social media intelligence business later acquired by Reed, ran sales and marketing strategy for Digital Realty across EMEA, and has now turned his forty-year branding line into a commentary on how AI is reshaping the discipline. The talk “Teaching an Old Dog New Tricks: A 40-Year Branding Veteran Embraces AI,” delivered at WINK 2025, sits in this strand. He works between Vancouver, Budapest, London and Kampala as Founding and Managing Partner of Impresario Partners International and Chairman of Ventree Innovations Inc. From Budapest he writes the Danube Dispatches column at WBN News, a serious commercial reader’s account of Hungarian politics and Central European risk in the run-up to the 2026 Hungarian election. He was nominated for the Global Business and Authors’ Award UK 2024. Key speaking topics Digital transformation in telecoms, media and technology businesses Branding strategy under AI Scaling, restructuring and turning around technology companies Investment strategy in TMT Building Information Management and SaaS commercialisation Central European political and commercial risk Ideal for TMT, telecoms and media company boards and executive teams running through transformation or restructuring Private equity, venture and infrastructure investors with TMT or CEE exposure CMOs and brand leaders rethinking marketing operations under generative AI Boards with Hungary, EU accession state or wider Central European commercial exposure Audience outcomes A working operator’s account of what changes inside a telecoms or SaaS business when a transformation plan meets the P&L An investor-side perspective on how TMT capital allocation decisions get made and where they fail A practical view on how the branding discipline is being reorganised by AI, drawn from four decades inside the function A senior commercial reading of Central European political risk for boards exposed to Hungary and the wider region

Why organisations work with Simon Keith A lived case study in decision-making when the cost of failure is absolute, drawn from two heart transplants, a kidney transplant and a return to professional sport. Member of the Order of Canada, awarded in 2022 for organ donation advocacy, signalling national-level credibility well beyond the speaker circuit. A second-act career as an operator who has built and sold companies and led turnarounds, which means the room hears the sporting story through a business lens. Author of Heart For The Game, with a foreword by Steve Nash, giving conference organisers a tangible artefact to put in delegates’ hands. A speaker who has addressed the White House Organ Summit, the Canadian Parliament and the British Parliament, which sets the calibre of the rooms he is comfortable holding. Biography highlights First professional athlete in the world to play after a heart transplant, following his 1986 surgery at Papworth Hospital under Sir Terence English. No. 1 overall pick in the Major Indoor Soccer League draft, selected by the Cleveland Crunch in 1989. Member of the Order of Canada (2022), for advocacy of organ donation and support for transplant recipients. Founder and CEO of the Simon Keith Foundation, supporting young transplant recipients returning to active life. Author of Heart For The Game: The Incredible Saga of Simon Keith (2012), co-written with Jason Cole and Don Yaeger, foreword by Steve Nash. Speaker at the inaugural White House Organ Summit (2016), and at both the Canadian and British Parliaments. Biography Most leaders will never face the moment Simon Keith faced at twenty-one. In July 1986, at Papworth Hospital outside London, he received the heart of a seventeen-year-old donor named Jonathan Edward. Three years later he was the No. 1 overall pick in the Major Indoor Soccer League draft, the first athlete in the world to play professional sport after a heart transplant. That single fact tends to dominate the room. What gives it commercial weight is what he did with the thirty-five years that followed. He played in the MISL with the Cleveland Crunch, retired into business, and built and sold companies across multiple industries. He has led turnarounds and run operating roles in healthcare and organ procurement, which is the world that gave him his life back. In March 2019, his body rejected the 1986 heart. He received a second heart transplant and a kidney transplant in San Diego, and returned to work. In December 2022, Governor General Mary Simon appointed him a Member of the Order of Canada for his advocacy of organ donation and for his support of transplant recipients through the Simon Keith Foundation, which he founded to fund young organ recipients returning to active life. On stage, the story carries the credentials. He is direct, unsentimental, and more interested in what an audience does on Monday morning than in how they felt on Friday afternoon. He works in two registers: the close, personal account of decision-making under existential pressure, and the operating perspective of someone who has run companies and knows what a leadership team is actually asking for when they ask for resilience. Key speaking topics Self-leadership under existential pressure Resilience and recovery after personal or professional shock High-performance leadership Team trust and culture Organ donation, transplantation and patient advocacy Business turnaround leadership Ideal for Executive leadership teams and senior leaders facing prolonged pressure or restructure High-performance sales, operations and field leadership conferences Healthcare, life sciences and medical device audiences Annual all-company kickoffs where the organisation is asking for composure, not just energy Audience outcomes A frame of reference for the difference between coping with pressure and leading through it A clearer view of what self-belief looks like as an operational discipline, not a slogan Renewed willingness to make decisions when the conditions are not yet stable A specific account of how a leader rebuilds after a setback the team has watched in real time