Corporate Culture speakers

Why organisations work with René Carayol His SPIKE framework (Strengths Positively Identified Kick-Start Excellence) gives leadership teams a diagnostic for identifying the two or three individual strengths that drive high performance, rather than a generic conversation about development areas. It changes how teams are built, not just how leaders think. His case for inclusive leadership is grounded in firsthand board experience, including appointment as a Non-Executive Director of the Inland Revenue in 2001, at a time when no diversity representation existed at that level in UK public institutions. The argument carries a credibility that cannot be borrowed from research alone. Coaching and advisory engagements with senior leaders across business and government: clients and counterparts include Ralph Hamers (former CEO, ING and UBS), Sir Richard Branson, and Sir Tony Blair His “Everybody In, Nobody Out” framing positions inclusion as a performance architecture rather than an HR compliance function, directly relevant to organisations where DEI has stalled because it has not been connected to business outcomes. His executive and governance track from Marks & Spencer, PepsiCo, and IPC Media to Inland Revenue board and Computacenter plc, means his observations on leadership culture are drawn from the inside of institutions, not from coaching their periphery. His academic teaching (Cass Business School, MSc in Management) and media fluency (BBC, Channel 4, Sky News) mean he can move between rigorous argument and compelling narrative in a single session. His events consistently produce behavioural commitments rather than inspiration that dissipates. Biography highlights Decade-long career at Marks & Spencer (Senior IT Manager); IT Systems Director, PepsiCo; CIO then Managing Director of IPC Electric, IPC Magazines, driving Europe’s largest MBO at £860m, culminating in the sale to AOL Time Warner Non-Executive Director, Inland Revenue (appointed 2001); current Independent Non-Executive Director, Computacenter plc (FTSE-listed), sitting on Audit, Nomination and Remuneration Committees Executive Vice President for ESG, Medallia; member of the Global Executive Leadership Team Visiting Professor, Cass Business School; lectured on MSc in Management programme MBE (2004), services to the business community; undergraduate degree, London School of Economics; Honorary Doctorate, University of Roehampton Author, SPIKE: What Are You Great At?; co-author, Corporate Voodoo (third edition) and My Voodoo Broadcaster and commentator: BBC Two, Channel 4, BBC Radio 4, BBC Radio 5 Live, Sky News; former Sunday Telegraph Business Reporter columnist Biography Most leadership cultures are built around a small number of star performers at the top. SPIKE, René Carayol’s published strengths framework, challenges that model directly. The argument comes from someone who has led, governed, and coached at the highest levels of British and international business. Carayol spent a decade at Marks & Spencer in senior IT roles, then moved to PepsiCo as IT Systems Director before joining IPC Magazines as CIO. He rose to Managing Director of IPC Electric, the internet business at the centre of Europe’s largest MBO, a £860 million transaction that ended with the sale to AOL Time Warner. He went on to serve as Non-Executive Director of the Inland Revenue through its merger into HMRC, and currently sits on the board of FTSE-listed Computacenter plc. SPIKE (Strengths Positively Identified Kick-Start Excellence) is the framework that emerged from this experience. Its core argument: every person carries at least one genuine strength, and organisations that build around those strengths consistently outperform those that manage around weaknesses. For Carayol, this is inseparable from the business case for inclusive leadership. His mantra, “Everybody In, Nobody Out,” frames inclusion as a performance imperative, a position he holds with authority as one of the first Black men to serve at board level in a major UK institution. As Visiting Professor at Cass Business School and a regular voice on BBC Radio 4, Sky News, and Channel 4, his thinking reaches well beyond the conference circuit. His books, SPIKE: What Are You Great At? and the co-authored Corporate Voodoo, now in its third edition, extend his frameworks to leadership teams at scale. He was awarded an MBE in 2004 for services to the business community. Key speaking topics Strengths-based leadership Inclusive leadership and culture Leadership and business transformation Collaborative leadership Corporate culture and performance Executive coaching and personal effectiveness Diversity, equity and inclusion Ideal for Senior leadership teams and C-suite executives in FTSE 100 and Fortune 500 organisations navigating culture change or post-merger integration CHROs and Chief People Officers building inclusive, high-performance leadership cultures Board directors and non-executive directors focused on governance, leadership accountability, and succession Transformation leads and executive development programmes where the shift from management to leadership is the central challenge Audience outcomes A working understanding of the SPIKE framework and how to apply it to individual development, team design, and succession planning A reframed case for inclusive leadership as a performance architecture, not a compliance exercise – with the language to make that argument inside their own organisations Practical distinctions between management and leadership behaviours, grounded in frontline C-suite and board experience Insight drawn from Carayol’s direct coaching relationships with named CEOs and institution heads; World Bank, Barclays, ING, Generali, rather than theoretical constructs Clarity on how culture and leadership interact in practice, and what leaders can do immediately to change the pattern

Why organisations work with Rene Godefroy He brings a named, ownable philosophy. The “Village Hero” frame gives leaders a vocabulary for belonging that survives the keynote and shows up in daily behaviour. His client roster is unusually concentrated in frontline, customer-facing organisations. Coca-Cola, Aflac, AT&T, Verizon Wireless, Marriott, Hyatt, the U.S. Army. He speaks to the people who actually carry the brand. The resilience material is grounded in a specific lived narrative, not borrowed research. That gives the message authority with audiences who have heard the standard motivational circuit. He writes and speaks for retention and morale outcomes, not abstract inspiration. The brief he answers best is the one that mentions turnover, change fatigue, or a workforce that has stopped believing the slogans. Biography highlights Founder and CEO of Village Hero, Inc., Atlanta. Author of Kick Your Excuses Goodbye: No Condition Is Permanent. Keynote work for Coca-Cola, AT&T, Aflac, Verizon Wireless, Marriott Hotels, Hyatt Hotels, and the U.S. Army. Speaker at the National Association for Pupil Transportation and the Michigan Assisted Living Association annual conference. Recognised by the City of Smyrna, Georgia with a dedicated “Rene Godefroy Day”; granted a key to the city by Fort Lauderdale, Florida. Runs humanitarian work supporting orphanages and health clinics in Haiti, partly funded by program fees. Biography Most workplace culture problems are not really about culture. They are about belonging. People decide to stay, contribute and look out for one another long before any engagement survey captures it, and they decide on the basis of small, daily signals from the people above them. That is the territory the “Village Hero” philosophy sits in. The frame comes from a specific origin. Godefroy grew up in a rural Haitian village, arrived in the United States as a young man with almost nothing, and worked through janitorial and service jobs before building a speaking practice. The argument he draws from that life is not biographical theatre. It is a working theory of how belonging is built one act at a time, and how leaders carry disproportionate responsibility for those acts inside an organisation. That theory has been tested against a particular kind of audience. His client list, Coca-Cola, AT&T, Aflac, Verizon Wireless, Marriott, Hyatt, the U.S. Army, is heavy on frontline and customer-facing workforces, where morale, retention and belief in the mission show up directly in operational performance. Kick Your Excuses Goodbye: No Condition Is Permanent extends the same material into individual accountability for change, particularly under pressure and constraint. He is most useful to organisations that have already tried the values posters and the engagement task force, and are now asking a more honest question. What behaviour, repeated daily by managers, would actually rebuild the social contract here. The Village Hero framework gives them a starting answer, and the City of Smyrna, Georgia, which declared a “Rene Godefroy Day” in his honour, gives a small civic indicator of the impression that practice has left. Key speaking topics Resilience and change leadership Workplace culture and belonging Employee engagement and morale Team performance under pressure Frontline leadership Purpose-driven leadership Personal accountability and mindset Ideal for HR, people and culture leaders rebuilding engagement and retention in frontline-heavy workforces Operations and customer experience leaders in retail, hospitality, telecoms, insurance, and logistics Sales kick-offs and dealer or franchisee networks that need a morale reset, not a tactics talk Defence, public sector and uniformed services audiences with high-pressure operating conditions Audience outcomes A shared vocabulary for belonging that managers can use the next day, anchored in the “Village Hero” frame A direct, personal challenge to the stories teams tell themselves about change and constraint Concrete behaviours that lift morale and retention without waiting for a new culture programme A renewed sense of purpose for workforces fatigued by repeated restructuring and uncertainty

Why organisations work with René Meulensteen He spent six years inside the Ferguson dressing room during one of the most studied winning runs in modern sport, and can describe how standards, feedback, and selection were actually managed day to day. He developed and ran the individual technical and finishing programme that Cristiano Ronaldo credits for the shift from winger to record goalscorer, a working example of how senior performers are coached, not managed. His book “United, Sir Alex and Me”, with a foreword by Ferguson, gives him a documented and endorsed account of the methodology behind a sustained elite culture. As Assistant National Team Coach to the Australia Socceroos, he has carried the same operating model into a different country, league, and squad and reached the World Cup knockout stage with it. Biography highlights First Team Coach at Manchester United from 2007 to 2013 under Sir Alex Ferguson. Three Premier League titles, one UEFA Champions League and one FIFA Club World Cup during his First Team Coach tenure. Twelve years at Manchester United in total, beginning in 2001 as Youth Technical Skills Development Coach. Author of “United, Sir Alex and Me: My Life in Football” (2023), foreword by Sir Alex Ferguson. Assistant National Team Coach to the Australia Socceroos, contributing to qualification and Round of 16 progression at the 2022 FIFA World Cup. Former Head Coach of Fulham FC in the English Premier League. Biography Manchester United won three Premier League titles, a Champions League and a FIFA Club World Cup in the years René Meulensteen spent as First Team Coach under Sir Alex Ferguson. The interesting question is not what was won. It is how a squad of senior internationals kept raising standards once they had already won everything. Meulensteen joined the club in 2001 as a youth technical skills development coach, working with academy players on the kind of detail that usually disappears once a player turns professional. By 2007 he was working with the first team, running individual development sessions with players including Cristiano Ronaldo, Wayne Rooney, Rio Ferdinand and Ryan Giggs. The Ronaldo finishing programme, run during a suspension early in the 2007-08 season, is one of the few publicly documented cases of an elite forward being rebuilt as a goalscorer by deliberate coaching design. After Ferguson’s retirement in 2013, Meulensteen took head coach roles at Anzhi Makhachkala and Fulham FC in the Premier League, then moved into international football. Since 2018 he has been Assistant National Team Coach to the Australia Socceroos under Graham Arnold, including the squad’s progression to the knockout stage of the 2022 FIFA World Cup. His book “United, Sir Alex and Me”, co-written with Wayne Barton and with a foreword by Ferguson, sets out the working methodology behind that period: how standards were set, how individuals were stretched, how a culture was held together across generations of senior players. That is the material organisations engage him to translate. Key speaking topics Building and sustaining a winning culture Coaching senior performers through individual development Leadership transition and succession in elite environments Standards, feedback and accountability inside high performance teams Translating elite sport methodology into executive teams Team cohesion across generations and personalities Ideal for Executive teams and boards seeking to maintain performance after a founder, CEO or long-tenured leader transitions out Sales leadership, partner groups and senior performer cohorts where individual development is the unlock Talent and people leaders responsible for high performance culture, succession and leadership pipeline Leadership offsites and conferences focused on team cohesion and sustained excellence Audience outcomes A working understanding of how Sir Alex Ferguson’s Manchester United actually operated day to day, told from inside the coaching staff A concrete model of how senior performers are developed individually, drawn from the Ronaldo finishing programme Specific language for the standards, feedback and accountability practices that hold an elite culture together A clearer view of the leadership behaviours that survive a change at the top, and the ones that do not

Why organisations work with Rich Karlgaard Four decades of close-range observation of Silicon Valley business models, written from the editorial chair of Forbes, give him a fluent read on how technology cycles change the rules of competition. The Soft Edge sets out a specific argument that durable advantage comes from trust, intelligence, teams, taste and story, not from strategy and execution alone, and gives boards a vocabulary for the cultural side of growth. Late Bloomers challenges the early-achievement orthodoxy in corporate hiring and promotion, useful for leaders rethinking talent pipelines, succession and the cost of writing off mid-career performers. Team Genius, co-authored with Michael S. Malone, draws on research into team size, composition and dynamics, giving operating leaders a structured way to think about how high-performing groups are actually built. Karlgaard moderates and panels at scale at events such as the Milken Institute Global Conference and the ASU+GSV Summit, comfortable in front of CEO and investor audiences and able to push beyond a prepared script. Biography highlights Editor-at-large and futurist, Forbes Media; publisher of Forbes magazine, 1998 to 2018. Author of Late Bloomers (Currency, 2019), The Soft Edge (Jossey-Bass, 2014), Team Genius (HarperBusiness, 2015, with Michael S. Malone) and Life 2.0 (2004). Long-running Forbes columnist, “Innovation Rules” (formerly “Digital Rules”); regular contributor to the Wall Street Journal opinion pages and panellist on Forbes on FOX. Co-founder of the Churchill Club, Silicon Valley’s largest public business and technology forum, and of Upside magazine and Forbes ASAP. Northern California winner, Ernst and Young Entrepreneur of the Year, 1997. Featured on NPR for Late Bloomers and a regular speaker at the Milken Institute Global Conference and the ASU+GSV Summit. Biography The companies that compound advantage over decades tend to look ordinary up close. They are not always the fastest or the most aggressive. What they share is a set of cultural conditions, trust, taste, intelligence about their own people, that competitors cannot easily copy. That is the argument running through Rich Karlgaard’s work at Forbes and in his books. Karlgaard has watched Silicon Valley from the editorial chair of a major business title for more than two decades. He was publisher of Forbes from 1998 to 2018 and is now editor-at-large and futurist for Forbes Media. He co-founded Upside magazine, Forbes ASAP, and the Churchill Club, the largest business and technology forum in Silicon Valley, work that earned him the Ernst and Young Entrepreneur of the Year award for Northern California in 1997. His books map a single problem from different angles. The Soft Edge (Jossey-Bass, 2014) argues that strategy and execution are necessary but not sufficient, and that durable competitive advantage now sits in five cultural variables led by trust. Team Genius, co-written with Michael S. Malone, applies that lens to team design, drawing on research into how size, composition and conflict actually drive performance. Late Bloomers (Currency, 2019) takes the argument into talent strategy, challenging the SAT-and-startup-founder logic that writes off the people who do their best work at forty, fifty or sixty. For a board or executive audience, Karlgaard’s value is in being a serious commercial voice for the unfashionable side of growth. He does not dispute the importance of speed or technology, he lives inside both, but he treats culture, trust and patient talent development as commercial inputs with measurable returns, not as soft virtues. That framing tends to land with senior leaders who have run the playbook of relentless execution and seen the limits. Key speaking topics Innovation and the future of business Culture as competitive advantage High-performing teams Talent, late bloomers and the corporate path Silicon Valley, technology cycles and disruption Leadership in the age of smart machines Ideal for CEO, board and senior leadership audiences setting innovation and growth strategy CHROs and talent leaders rethinking hiring, promotion and succession beyond early-career markers Investor and CFO audiences who want a fluent read on Silicon Valley business models from a long-standing editorial vantage Conference programmes that need a credible moderator or panellist for executive and investor sessions Audience outcomes A working argument for why durable advantage now sits in cultural and human variables, not just strategy and execution A sharper view of how high-performing teams are actually built, drawn from the research behind Team Genius A direct challenge to the early-achievement bias in corporate hiring, promotion and succession, with named examples A current read on which technology cycles and Silicon Valley operating models matter for the next planning horizon

Why organisations work with Richard Sennett A longitudinal sociological lens almost no other living speaker offers. Five decades on the same questions about what work does to people, running from The Hidden Injuries of Class (1972) through The Corrosion of Character (1998) to Building and Dwelling (2018). Reframes employee engagement as a question of craft. The Craftsman (2008) advanced the thesis that “making is thinking” and treats the desire to do a job well for its own sake as a workplace asset organisations either nurture or destroy. A serious framework for cooperation as a workplace skill. Together (2012) argues that cooperation is a craft learned through structured practice, and shows why short-term teams and constant reorganisation erode the conditions that make it possible. Direct involvement in shaping how cities and labour are governed. Sennett wrote the mission statement for UN Habitat III, helped organise COP26 work on cities and climate, and chaired the LSE Cities programme. Credentials at a level few corporate speakers reach: the Hegel Prize, the Spinoza Prize, the Centennial Medal from Harvard, an OBE for services to design and Fellowship of the British Academy. Biography highlights Centennial Professor of Sociology at the London School of Economics; former University Professor of the Humanities at New York University. Author of The Hidden Injuries of Class, The Fall of Public Man, The Corrosion of Character, The Craftsman, Together, Building and Dwelling and The Performer. Founding director of the New York Institute for the Humanities (with Susan Sontag and Joseph Brodsky); former President of the American Council on Work; founder and chair of Theatrum Mundi. Senior Advisor to the United Nations Council on Urban Initiatives; wrote the mission statement for UN Habitat III; helped organise COP26 work on cities and climate. OBE for services to design (2018); Fellow of the British Academy; Fellow of the Royal Society of Literature; recipient of the Hegel Prize, the Spinoza Prize and the Centennial Medal from Harvard. Senior Fellow at the Center on Capitalism and Society, Columbia University; Honorary Professor at UCL’s Bartlett School of Architecture and Institute for Innovation and Public Purpose. Biography The promise of flexible capitalism was that workers would gain real control of their own time and direction. The Corrosion of Character, published in 1998, showed in granular ethnographic detail what actually happened to dismissed IBM executives, Boston bakers and a barmaid turned advertising executive. The book established a thesis that has only sharpened with time: an economy built around “no long-term” produces people who struggle to sustain identity and craft over a working life. That argument matured over two decades into a trilogy on what Sennett calls Homo Faber, or “man the maker.” The Craftsman (2008) advanced a single thesis: making is thinking. It treated the desire to do a job well for its own sake as a workplace capacity organisations either nurture or destroy. Together (2012) extended the argument into the social. Cooperation is a craft, Sennett argued, learned through structured practice and degraded by short-term teams and constant reorganisation. Building and Dwelling (2018) carried the same lens into urbanism, distinguishing the ville (the built city) from the cité (how people actually live in it). Sennett’s intellectual lineage runs directly through David Riesman, John Rawls and Hannah Arendt at Harvard, where he took his PhD in 1969. Few living sociologists carry that depth of connection to the most serious thought of the twentieth century into corporate and policy conversations of the present. In 2024 he published The Performer: Art, Life, Politics, the opening volume of a new trilogy on performance, narration and image-making. Key speaking topics The future of work in flexible capitalism Craftsmanship and the conditions for good work Cooperation as a workplace skill Character and the personal consequences of “no long-term” employment Urbanism and the ethical city Public culture and authority in modern organisations Ideal for CHROs and senior people leaders moving past trend diagnostics into the deeper drivers of engagement and workforce design. Executive teams contending with the cultural costs of reorganisation, short-term teams and high turnover. Boards, CEOs and strategy leaders commissioning long-horizon work on the human foundations of organisational change. City leaders, urbanists and real-estate strategists working on the ethics and design of public space. Audience outcomes A vocabulary for what short-termism and perpetual reorganisation actually do to character and craft inside organisations. The “making is thinking” framework, which puts employee skill and the conditions for good work at the centre of strategic conversation. Cooperation reframed as a workplace craft, built through specific practices and degraded by structures many organisations now treat as normal. The ville/cité distinction as a tool for thinking about the human and built dimensions of any large environment, from offices to city districts. A historical lens on flexible capitalism that sets present-day workforce challenges in their actual fifty-year arc.

Why organisations work with Rikki Arundel A category-defining UK voice on trans and non-binary inclusion at work, with the rare combination of an MSc in Gender Research from the University of Hull and twenty years of lived experience as an openly trans speaker. Inaugural recipient of The Speaker Awards Lifetime Achievement Award (2024) and a PSAE Speaker Hall of Fame inductee, signals that this is a senior practitioner, not a first-person-story booking. Founder and first president of the UK and Ireland Professional Speaking Association, which means a level of platform craft that allows hard subject matter to land with executive audiences without defensiveness. Practical content for managers and ERG sponsors: what to say when someone comes out, how policy holds up under challenge, and where unconscious bias actually shows up in promotion and customer-facing decisions. A track record across police forces, NHS trusts, financial services and government, including Sussex and Surrey Police, University Hospital Birmingham NHS Trust, Fidelity International and the UK Atomic Energy Authority. Biography highlights Founder and first president, Professional Speaking Association (UK and Ireland). MSc in Gender Research, University of Hull. PSAE Speaker Hall of Fame, Professional Speaking Association. Inaugural Speaker Awards Lifetime Achievement Award, 2024. Named one of 50 LGBT Icons in the 2017 UK Pride 50th anniversary list. TEDx speaker, including “Why is Gender Identity so Important?” at TEDxFidelityInternational. Biography Most organisations have a trans inclusion policy. Far fewer have managers who know what to do when an employee comes out at work, when a customer files a complaint about pronouns, or when a journalist asks how the company will hold its position. Rikki Arundel’s work sits in that gap between policy language and operational practice. The credibility for that work is unusually layered. Rikki founded the Professional Speaking Association in the UK and Ireland and served as its first president, then publicly transitioned in 2002 and rebuilt a speaking career around gender and inclusion. An MSc in Gender Research from the University of Hull underpins the content, and a PSAE Speaker Hall of Fame induction reflects the platform craft. The substance is practical. Rikki separates sex from gender for non-specialist audiences, walks managers through the moments where inclusion is actually tested, and addresses how policy holds up when challenged externally. The aim is behavioural change inside teams, not awareness for its own sake. Recognition has tracked the work. The Speaker Awards named Rikki the inaugural Lifetime Achievement Award recipient in 2024, and Rikki was listed among 50 LGBT Icons during the 2017 UK Pride 50th anniversary. Clients include Sussex and Surrey Police, University Hospital Birmingham NHS Trust, Fidelity International, the UK Atomic Energy Authority, and Atalian Servest UK and Ireland. Key speaking topics Trans and non-binary inclusion in the workplace Sex, gender and social identity LGBTQ discrimination and harassment Unconscious bias in recruitment and promotion Inclusive leadership for managers ERG enablement for Pride and LGBT History Month Ideal for CHROs and DEI leads designing inclusion programmes that need to survive external scrutiny. ERG and Pride network sponsors planning LGBT History Month, Pride and Trans Day of Visibility events that have to do more than mark a date. Line managers and people partners in regulated sectors, including policing, healthcare, financial services and government. Boards and executive teams seeking a credible briefing on trans inclusion before a public position is required. Audience outcomes A working separation of sex, gender identity and gender expression that managers can use in real conversations. Specific scripts and behaviours for the moment a colleague comes out as trans or non-binary at work. A clearer view of where unconscious bias actually shows up in hiring, promotion and customer-facing decisions. A framework for ERG leaders to plan inclusion content that is substantive rather than performative.

Why organisations work with Risha Grant A direct, behaviour-first approach to inclusion that holds up when the political climate around DEI is hostile, because the work targets individual bias and culture, not slogans or programmes. The BiaSphere framework, drawn from her book Be Better Than Your BS, gives leaders and employees a shared vocabulary for the belief systems that shape how they hire, promote, sell, and lead. More than twenty five years operating her own diversity consulting firm, which means the perspective in the room is that of a practitioner who has rebuilt cultures, not a commentator describing them. Credibility with both senior executives and broad employee audiences, evidenced by engagements at Google, Samsung, Procter and Gamble, the US Air Force, and Harvard University. A commercial frame on inclusion, connecting culture work to talent retention and to the customer markets organisations are otherwise leaving on the table. Biography highlights Founder and CEO of Risha Grant LLC, founded in 1998 as the first diversity communications firm in Oklahoma. Author of Be Better Than Your BS: How Radical Acceptance Empowers Authenticity and Creates a Workplace Culture of Inclusion (Hay House, 2023), and of That’s BS! How Bias Synapse Disrupts Inclusive Cultures. Creator of DiversityConneX.com, a recruitment platform connecting diverse professionals to corporate roles, internships, and board seats. Named one of the Top 10 Most Powerful Women Leaders in HR (PeopleHum), NBA OKC Thunder Changemaker, and one of Real Leaders’ 40 Top Women Keynote Speakers. Featured in Forbes, Harvard Business Review, Financial Times, Bloomberg, Glamour UK, and Black Enterprise. Client engagements include Google, Levi Strauss, Samsung Electronics, Procter and Gamble, Intuit, Nestle Purina, the US Air Force, and Harvard University. Biography Most inclusion work fails for the same reason. It tries to change behaviour without ever touching the belief systems underneath it. Grant’s career has been a sustained argument that bias lives in personal stories before it lives in policies, and that organisations cannot get culture right until people are willing to examine the BS they bring to work. She built Risha Grant LLC in 1998, the first diversity communications firm in Oklahoma, and has run it ever since. That longevity matters. It means her view of what works in inclusion has been tested across more than two decades of changing political conditions, from the early diversity training era to the post 2020 acceleration and the current backlash. The framework she now teaches, the BiaSphere, came out of that long arc of practical work, not academic theory. Her 2023 book Be Better Than Your BS, published by Hay House and a Wall Street Journal bestseller per her publisher, set out the BiaSphere thesis in full: the subconscious beliefs that drive judgement of self and others, and the inner work required to dismantle them before any culture programme can stick. The book has anchored a speaking practice that reaches Google, Samsung, Procter and Gamble, the US Air Force, and Harvard University, and a media presence across Forbes, Harvard Business Review, the Financial Times, and Bloomberg. What separates her in the current climate is the refusal to soften the work or dress it in safer language. The premise is that inclusion is a behavioural and commercial capability, that organisations leave talent and customer revenue on the table when they get it wrong, and that the route to getting it right runs through individual honesty before it runs through policy. That is a harder message to sell now than it was five years ago, which is precisely why the organisations still serious about culture keep buying it. Key speaking topics Inclusive culture and belonging Unconscious bias and the BiaSphere Radical acceptance and authenticity at work Inclusive leadership behaviour Talent attraction and retention through inclusion Diverse customer markets and commercial inclusion Psychological safety in mixed teams Ideal for CHROs, chief diversity officers, and heads of talent rebuilding inclusion strategy after recent rollbacks Executive teams and boards under pressure to articulate a defensible position on culture and inclusion Senior leadership offsites where the brief is honest conversation about bias, not a training exercise All-employee and ERG audiences where credibility with both sceptics and advocates matters Audience outcomes A shared vocabulary, drawn from the BiaSphere framework, for the personal belief systems that drive bias at work A clearer view of where unconscious bias is costing the organisation in hiring, promotion, retention, and customer reach Permission and a method to have direct conversations about inclusion without defaulting to compliance language A behavioural starting point for leaders who want to model inclusive practice rather than delegate it to a function A reframing of inclusion as a commercial capability tied to talent and market access, not a values statement

Why organisations work with Rob Hosking He has made decisions in 999 response situations where the cost of a poor call is measured in lives, and he can translate that experience into language a leadership team or frontline workforce will actually listen to His own breakdown, suicide plan and PTSD diagnosis sit at the centre of his keynote, which is why men’s forums, wellbeing networks and emergency-services audiences book him to start conversations that other speakers can only describe The “What’s in Your Vest?” framework gives audiences a concrete tool, built from a real police equipment vest, for thinking about the communication, composure and curiosity they carry into pressure Chris Evans nicknamed him “The Mighty Motivator” on national radio, and that platform, alongside Channel 4, Talk TV and GB News, has built the public profile that lets him land in front of senior corporate audiences at the London Stock Exchange, Kellogg’s and Heathrow Biography highlights Former frontline Police Officer with Police Scotland TEDx speaker, “Always Choose Happiness”, TEDxUWE Author of Lessons from the Frontline – Your Unexpected Guide to True Happiness (Fisher King Publishing) Shortlisted for Best Newcomer at the 2024 Speaker Awards Featured on the Chris Evans Breakfast Show (Virgin Radio), Channel 4, Talk TV and GB News Co-founder of Rise of Happiness, Contributor to The Growth Hub, Associate Trainer for Wellity, trained mental health first aider Worked with the NHS, Kellogg’s, London Stock Exchange, Heathrow Airport, Parker Meggitt, Secret Escapes, LetterOne, NI Water and Bedfordshire Police Biography Most workplace conversations about pressure are theoretical. Rob Hosking spent his early career as a frontline officer with Police Scotland, attending 999 calls where every decision had a tight clock and a real consequence. The practical question for any leader, of how people stay clear-headed, communicate well and keep performing when the operating environment is hostile, is the question his career was built to answer. Hosking left policing after a single shift in which he witnessed a young man take his own life and a colleague die of a heart attack. Months earlier, in July 2018, he had planned to take his own life and was interrupted by his dog. He has since been diagnosed with PTSD and trained as a mental health first aider. That sequence is the substance of his keynote, not its preamble, and it is what allows him to speak to men’s networks, emergency services and leadership audiences with a credibility that policy and academic content cannot match. The work has earned a public platform. Chris Evans dubbed him “The Mighty Motivator” on Virgin Radio, and he has appeared on Channel 4, Talk TV and GB News. His TEDx talk “Always Choose Happiness” was delivered at TEDxUWE, and his book Lessons from the Frontline – Your Unexpected Guide to True Happiness was published by Fisher King Publishing. He was shortlisted for Best Newcomer at the 2024 Speaker Awards. His “What’s in Your Vest?” framework uses the contents of an officer’s equipment vest as a way of asking audiences what tools they carry into pressure, including communication, composure, clarity and curiosity. He has delivered this material for the London Stock Exchange, Kellogg’s, Heathrow Airport, the NHS, Parker Meggitt, Secret Escapes, NI Water, LetterOne and Bedfordshire Police, with men’s mental health, wellbeing, resilience and adaptability as the recurring themes. Key speaking topics Performance under pressure Adaptability and managing change Mental health in the workplace Resilience and stress management Psychologically safe leadership Decision-making in high-stakes environments Workplace wellbeing culture Ideal for HR, wellbeing and DEI leads programming mental health, resilience or men’s network events Leadership and management teams operating in high-tempo, high-consequence environments such as emergency services, healthcare, transport and infrastructure Internal conferences, all-hands and away-days where the brief is to open up the conversation on pressure and performance Wellbeing weeks, mental health awareness campaigns and employee network launches Audience outcomes A frank vocabulary for talking about pressure, trauma and mental health at work, drawn from a speaker who has lived it The “What’s in Your Vest?” model as a shared reference point teams can return to after the session A clearer view of how sustained stress degrades judgement, communication and team trust Specific habits and behaviours, taken from operational policing, for staying decisive when conditions are unstable Permission, particularly in male-heavy environments, to speak earlier when something is wrong

Why organisations work with Roger Steare His Ethicability framework was adopted by BP into its 2011 Code of Conduct after Deepwater Horizon, and the programme was later recognised by the US Department of Justice in BP’s US$20.8 billion Consent Agreement. Few decision frameworks have been stress-tested at that scale. The MoralDNA psychometric, co-designed with psychologist Pavlos Stamboulides, has profiled more than 200,000 people across 200 countries. It gives boards a measurable language for ethical culture rather than a values poster. He has built ethical leadership programmes for Barclays, BP, Citigroup, HSBC, and Nationwide, and advised the Financial Conduct Authority, the Financial Reporting Council, and the Serious Fraud Office. His client list is the regulator and the regulated, which is rare. He writes for the Financial Times and Director magazine, and reported for the Chartered Management Institute on the link between moral character and organisational performance. The argument is empirical, not aspirational. He brings the same ethical reasoning to AI governance that he applied to banking and energy. Boards confronting AI deployment get a method, not a moral panic. Biography highlights Designer of BP’s global ethical leadership programme for 4,000 leaders following Deepwater Horizon; framework cited in BP’s US Department of Justice Consent Agreement Co-designer of MoralDNA, the moral-values psychometric used by more than 200,000 people in over 200 countries Author of Ethicability, now in a new edition, and of The MoralDNA of Performance for the Chartered Management Institute Associate Professor of ethical decisions at Headspring, the Financial Times and IE Business School executive development venture in Madrid; formerly Corporate Philosopher in Residence at Bayes (formerly Cass) Business School, City, University of London Commissioner on the Institute of Directors Commission, “Business, a Force for Good?” Columnist for the Financial Times and Director magazine; Fellow of the Royal Society of Arts Biography Most ethics work in large organisations is theatre. Codes of conduct sit on intranets, e-learning modules are completed quickly, and the actual decisions get made the same way they always were. The MoralDNA work, built with psychologist Pavlos Stamboulides and now profiling over 200,000 people across 200 countries, was designed to interrupt that pattern. It measures how people actually reason about right and wrong, not what they say they value. The Ethicability framework took the same logic into operational decision-making. After Deepwater Horizon, BP incorporated it into the 2011 Code of Conduct and rolled an associated programme out to 4,000 leaders. In 2016 the US Department of Justice cited that programme as part of BP’s US$20.8 billion Consent Agreement. It is one of very few ethical decision tools stress-tested under genuine regulatory and reputational fire. The wider client list spans Barclays, BP, Citigroup, HSBC, and Nationwide, and he has advised the regulators as well: the Financial Conduct Authority, the Financial Reporting Council, and the Serious Fraud Office. As Associate Professor of ethical decisions at Headspring, the Financial Times and IE Business School venture, he teaches the same material to senior leaders, and he sat as a Commissioner on the Institute of Directors inquiry into whether business is a force for good. His columns for the Financial Times and Director magazine, and his Chartered Management Institute report The MoralDNA of Performance, argue that moral character correlates with measurable organisational outcomes. That argument now extends to AI. The questions a board faces about model deployment, accountability, and bias are not new ethical questions, they are old ones in faster machinery. The work he brings to AI governance is the same reasoning he brought to banking after 2008 and to oil after 2010: a tested method for deciding what is right when commercial, legal, and moral answers diverge. Key speaking topics Values-based leadership and ethical decision-making AI ethics and responsible technology governance Organisational culture and integrity Trust and the social contract of business Moral reasoning at board level Ethics in financial services and regulated industries Ideal for Boards and executive committees facing ethical or reputational exposure Chief Risk Officers, General Counsel and Chief Compliance Officers shaping culture beyond compliance Senior leaders in regulated sectors: financial services, energy, healthcare, defence Heads of AI, Chief Data Officers and technology leaders setting deployment standards Audience outcomes A tested method (the Ethicability framework) for making decisions when commercial, legal, and ethical pressures conflict A common language for ethical culture grounded in the MoralDNA evidence base A clearer account of why values-based leadership is correlated with organisational performance A practical framing for AI governance questions that boards can act on

Why organisations work with Rose Eskafi Combines an MSc in Mindfulness and Compassion with a BSc in Psychology, so the work is grounded in clinical evidence, not generic wellness language Brings trauma-informed practice into corporate settings, which most workplace wellbeing providers are not trained to do Has built and run wellbeing for a working organisation as Head of People and Wellbeing at gal-dem, so understands the operational reality of HR teams, not just the content Track record delivering for consumer brands including LUSH, Snapchat, and Nike, where workforce demographics, creative pressure, and identity questions all sit on the table at once Biography highlights Founder, Still Chill, a workplace wellbeing consultancy focused on mindfulness, compassion, and trauma-informed culture Former Head of People and Wellbeing, gal-dem MSc in Mindfulness and Compassion; BSc in Psychology Delivered programmes for LUSH, Snapchat, and Nike Teaches in line with the UK Network for Mindfulness-Based Teachers’ good practice guidelines Listed expert with Canvas8 Biography Most workplace wellbeing offers are pitched at the wrong layer. They sit between perk and content and rarely touch the conditions that produce burnout, disengagement, or attrition. Rose Eskafi’s work starts at that deeper layer, where stress regulation, identity, and culture meet. She is the founder of Still Chill, a consultancy that designs mindfulness, compassion, and trauma-informed programmes for corporate teams. Clients have included LUSH, Snapchat, and Nike. The approach pairs an MSc in Mindfulness and Compassion with a BSc in Psychology, so the practical tools are anchored in clinical evidence rather than wellness language. Before Still Chill, she was Head of People and Wellbeing at gal-dem, where she ran the people function for a working organisation rather than consulting from the outside. That operating background shapes the work. Programmes are designed to fit how HR and people teams actually deliver, not as set-piece talks that leave the room when the speaker does. She teaches in line with the UK Network for Mindfulness-Based Teachers’ good practice guidelines and is trained in self-compassion and racial trauma, which gives her a clearer line on the questions corporate wellbeing usually avoids: how identity, pressure, and belonging interact for the people sitting in the room. Key speaking topics Workplace mindfulness and stress regulation Self-compassion and emotional regulation Trauma-informed approaches to corporate wellbeing Authentic and mindful leadership Neuroinclusion and neurodiversity at work Imposter syndrome and the inner critic Culture, identity, and belonging in organisations Ideal for CHROs and Heads of People building or re-platforming a wellbeing programme that has lost credibility DEI and ERG leads where identity, belonging, and mental health intersect Founders and creative leadership teams in consumer, media, and design organisations Learning and development leads commissioning content for high-pressure or high-attrition functions Audience outcomes A clearer working definition of wellbeing that goes beyond perks and resilience training Practical mindfulness and self-compassion tools usable inside the working day A frame for how trauma-informed practice changes the way managers run conversations Language for talking about identity, belonging, and pressure without defaulting to compliance scripts A sharper view of where the organisation’s current wellbeing offer is doing real work and where it is not

Why organisations work with Ross Reekie He brings primary research material that most engagement speakers do not have: the Fun Jobs Project is a multi-year field experiment in which he personally took on roles from ski instructor to stand-up comedian to test where meaning actually originates at work. He treats meaning as a performance variable, not a wellbeing variable. The argument lands with operating leaders who have stopped believing engagement programmes pay back. His academic base is serious. An Engineering degree from Edinburgh, an MBA and a Master’s in Sustainable Leadership from MGSM Sydney, and PhD-track research at Macquarie give him a credible research spine to sit alongside the field work. He is built for interactive formats. His keynote uses live experiments, props and audience participation rather than slide narration, which suits internal leadership offsites and culture-launch events. He has tested the same content across two continents and across sectors, with named conference platforms including TEDxMonashUniversity, TEDxGlasgowCaledonianUniversity, and the Urban Future Global Conference. Biography highlights Founder of Rise Consulting, Sydney, working with leadership teams on meaningful work and workplace culture. TEDx speaker at TEDxMonashUniversity (2019) and TEDxGlasgowCaledonianUniversity (2019). Creator of the Fun Jobs Project, a live research experiment into the sources of meaning at work. Host of The Meaning of Work podcast, with hundreds of interviews from interns to chief executives. MBA and Master’s in Sustainable Leadership from MGSM Sydney; Engineering degree from the University of Edinburgh; Master’s in Research underway at Macquarie University. Twenty years of consulting work with leadership teams across Europe, Asia, the Middle East, and Australia. Biography Most organisations have stopped believing their own engagement data. Scores hold steady, but discretionary effort drains away, and the standard interventions of values workshops, recognition platforms and mission refreshes no longer change behaviour. The interesting question is no longer whether people are engaged. It is what they are committing to, and why. Ross Reekie has spent two decades inside that question. He founded Rise Consulting in Sydney to work with leadership teams on meaningful work and workplace culture, building on twenty years of consulting across Europe, Asia, the Middle East, and Australia. His academic base sits alongside the practice: an Engineering degree from the University of Edinburgh, an MBA and a Master’s in Sustainable Leadership from MGSM Sydney, and Master’s research at Macquarie University on what makes work matter. The Fun Jobs Project is what sets the work apart. After burning out as the meaningful-work expert who had lost meaning in his own work, Reekie ran a live experiment on himself, taking roles from ski instructor to stand-up comedian to opera extra to test where engagement actually comes from. The output is a model of meaning that starts with a playful, exploratory mindset rather than with mission statements, and that treats curiosity and connection as performance inputs. He brings the same material to TEDx stages at Monash and Glasgow Caledonian, to the Urban Future Global Conference, and to private leadership rooms. His keynote runs as a live, interactive session rather than a talk, with props and audience experiments built in. For a senior people or transformation leader trying to revive a tired culture, he gives them a research-grounded argument they can hand to an operating board. Key speaking topics Meaningful work and workplace culture Employee engagement and the social contract of work Purpose and authenticity in leadership Burnout and recovery in senior teams Belonging and team connection Fear as a performance blocker Playful curiosity as a leadership capability Ideal for CHROs and chief people officers rebuilding engagement after a period of flat scores or fatigued change programmes Heads of culture and internal communications launching or refreshing a purpose narrative Leadership teams and executive offsites looking for a working session rather than a talk Conference organisers in the future-of-work, employee experience, and urban or civic-leadership space Audience outcomes A research-grounded view of why meaning at work is a performance question, not a wellbeing question A clear distinction between engagement programmes that move behaviour and those that do not Specific language for the mindset shifts that produce more discretionary commitment at work Practical prompts for leaders to test on their own teams before changing anything organisation-wide A felt experience of a working session, not a lecture, that participants can replicate in their own offsites

Why organisations work with Russell Beck His 6C© model (Compensation, Career, Cause, Community, Culture, Company) gives people teams a structured, actionable framework for talent strategy: not a list of principles, but a diagnostic and planning tool organisations can apply directly. His career spans engineering project leadership across 25 countries, European Head of Talent at Yahoo!, MD of a £120m talent outsourcing business, and Global Head of Consulting at Impellam Group: a level of operational depth that most future-of-work commentators do not have. The World of Work to 2030 was recognised by the Financial Times as a business book to read and won the Institute of Leadership’s Book of the Year giving his frameworks independent, named validation rather than self-asserted authority. He translates megatrend analysis into specific commercial decisions. His sessions leave teams with a clear view of what the talent market will require of them by 2030, not just why it matters. Biography highlights Author of The World of Work to 2030, published by Bloomsbury Business (2024) Winner, Institute of Leadership Leadership Book of the Year 2024 Recognised by the Financial Times as a business book to read; regular interviewee in the FT Former European Head of Talent, Yahoo! – built one of the first pan-European talent functions Former Managing Director, Carlisle Managed Solutions – grew business to £120m turnover in 30 months; former Global Head of Consulting, Impellam Group Engineering project leader across 25+ countries, including a USD500m programme; co-owner and Director of Inspiration, ImagineThinkDo Biography Work is changing faster than most organisations’ talent strategies can keep up with. The labour market that defined hiring and retention practices for the last thirty years has shifted structurally, and the organisations still winning on compensation alone are discovering the limits of that approach. Russell Beck has spent three decades working through this tension as an operator running large-scale engineering programmes across 25 countries to building Yahoo!’s first pan-European talent function, to leading a £120m talent outsourcing business as Managing Director. His book, The World of Work to 2030, published by Bloomsbury Business, maps the megatrends reshaping organisations and careers and translates them into a practical action framework. It won the Institute of Leadership’s Leadership Book of the Year in 2024 and was recognised by the Financial Times as a business book to read. The book’s argument is not that change is coming, it is that most organisations are already behind, and that closing that gap requires deliberate, structured action on people strategy now. The 6C© model (Compensation, Career, Cause, Community, Culture, Company) is Beck’s proprietary framework for diagnosing and rebuilding talent strategy in a market where employees hold structural leverage. It has been deployed with organisations across sectors including Vodafone, the NHS, Cambridge University Press and the Top Employers Institute. Through ImagineThinkDo, the consultancy and development firm he co-owns with Alison Beck, he works directly with senior leadership teams on workforce transformation, leadership development and cultural change. His perspective combines the research discipline of an engineer, the strategic experience of an operator who has led at scale, and the practical tools of a practitioner who has done the work inside organisations, not just advised on it from outside. Key speaking topics Future of work and workforce strategy Talent attraction, retention and the 6C© model Organisational culture and belonging The multigenerational workforce Purpose-led leadership Leadership in uncertainty Future skills and employability Megatrends and their organisational implications Ideal for CHROs and people directors designing future-fit talent strategy Senior leadership teams navigating workforce transformation Talent, learning and organisational development functions CEOs and MDs seeking a commercially grounded view of the future labour market Audience outcomes A structured view of the megatrends reshaping work, and their specific implications for organisational and talent strategy Familiarity with the 6C© model as a practical tool for rebuilding attraction and retention approaches Clearer understanding of why belonging – not diversity alone – determines whether inclusion strategies deliver measurable outcomes Practical steps leaders can take to close the gap between current people strategy and what the labour market will require by 2030 A leadership lens for embedding purpose and meaning at work in ways that affect retention and performance