Corporate Culture speakers

Why organisations work with Tina Stowell She has run a national regulator from the inside. As Chair of the Charity Commission for three years, she rebuilt how a public body holds an entire sector to account, and can speak to regulatory pressure with the authority of someone who has applied it. She is one of the few practitioners who has led a legislative chamber through politically contested change, including the passage of equal marriage law through the House of Lords. Her current chairmanship of the Lords Communications and Digital Committee places her at the centre of UK scrutiny on generative AI, large language models and the future of news, with published committee reports cited by government and industry. She offers a working insight into how organisations earn or lose public trust, drawn from BBC corporate affairs, No. 10, the Cabinet table and a non-executive seat at Impellam Group plc. She speaks without political performance. Buyers commission her when the room contains regulators, ministers, journalists and executives who would all detect spin instantly. Biography highlights Leader of the House of Lords and Lord Privy Seal, 2014 to 2016, full Cabinet member from 2015. Chair, Charity Commission for England and Wales, 2018 to 2021. Chair, House of Lords Communications and Digital Committee, with reports on generative AI, media literacy and the future of news. Nearly a decade at the BBC, including Head of Corporate Affairs and Head of Communications for the BBC Trust. MBE in the 1996 Birthday Honours for service in the No. 10 Press Office under Prime Minister John Major. Spectator Peer of the Year, 2013 and 2024; Stonewall Politician of the Year, 2013. Non-executive director, Impellam Group plc; board member, ABTA; Social Mobility Commissioner since 2023. Biography The Charity Commission was a regulator that few outside the sector took seriously when Tina Stowell took the chair in 2018. Three years later it was setting the public conversation about how charities behave. That arc, from background body to active regulator, captures the kind of work she has built a career around: institutions under pressure, and the leadership choices that decide whether they recover authority or lose it. She came to that chairmanship through a route few in the Lords have taken. Five years in the No. 10 Press Office under John Major, recognised with an MBE in 1996. Nearly a decade at the BBC, including Head of Corporate Affairs during a period of intense scrutiny of the Corporation. Deputy chief of staff to William Hague at Conservative Party headquarters. The pattern is consistent: senior communications and governance roles inside organisations whose legitimacy was being publicly tested. In 2014 she was appointed Leader of the House of Lords and Lord Privy Seal, becoming a full member of the Cabinet after the 2015 election. The previous year she had taken the Marriage (Same Sex Couples) Bill through the Lords, work that drew Politician of the Year recognition from Stonewall and PinkNews and a first Spectator Peer of the Year award. Her current chairmanship of the Lords Communications and Digital Committee has produced some of the more substantive UK parliamentary work on large language models, generative AI and the future of news, with the 2024 report on LLMs widely cited in the policy debate on AI safety and opportunity. She also brings the texture that comes from having grown up in Beeston, Nottinghamshire, the daughter of a painter-decorator and a factory worker, with five O-levels and no university degree. That biography matters in the room. She has held cabinet rank, regulated a sector, and chaired the parliamentary committee scrutinising AI, without the credentialism that often accompanies those roles. Her Spectator Peer of the Year award was repeated in 2024 for parliamentary work on the ownership of UK newspapers. Key speaking topics Leadership and trust under public scrutiny AI governance and the UK regulatory environment Regulation as a leadership tool, not a compliance burden Decision-making in politically contested terrain Media, communications and reputational risk Public sector and charity sector governance Bridging divides across political, generational and institutional lines Ideal for Boards and executive committees facing regulatory or political exposure Senior leaders in regulated industries, charities, media and the public sector Communications, public affairs and corporate affairs leadership Policy and government relations teams in technology, financial services and consumer-facing businesses Audience outcomes A clearer view of what earns institutional trust in front of regulators, media and elected officials A practical reading of how UK and parliamentary scrutiny of AI is actually evolving Sharper instincts for spotting where leadership communication is hardening or losing the room A more honest sense of what the public sector expects of senior corporate leaders, from someone who has sat on both sides

Why organisations work with Tom Barton He has the rare combination of operator and supply chain reformer. Honest Burgers is a 39-site casual dining brand that buys whole carcasses directly from regenerative farms, a structural decision most restaurant groups have not been willing to make. His sustainability content carries weight because it is paid for. Honest absorbed the cost of switching to regenerative British beef rather than passing it to customers, a commercial decision a buyer can interrogate, not a marketing claim. He speaks credibly on building a brand from a market stall to a national footprint, with named milestones: the Brixton opening, the Cateys 2021 Restaurateur of the Year (Group) award, and the 2026 National Burger Awards win for “The Honest”. He is a useful voice for boards weighing ESG commitments against margin: the Honest Farming programme is a working example of procurement volume being directed at climate-smart agriculture, not a pledge. Biography highlights Co-founder, Honest Burgers, opened first site in Brixton Market in 2011 Honest Burgers now operates 39+ UK restaurants across London, Bristol, Cambridge, Cardiff, Brighton, Manchester, Liverpool and Reading Cateys 2021 Restaurateur of the Year (Group), with Phillip Eeles and Dorian Waite Created “The Honest”, named UK’s Best Burger at the National Burger Awards 2026 Built the first regeneratively farmed British beef supply chain in UK restaurants, in partnership with the Grass Roots Farming Cooperative Founder of the Honest Farming programme, supporting six regenerative farming families through premium pricing and whole-carcass procurement Biography A small marquee with a griddle and fryer at festivals in 2010 became one of the UK’s most respected casual dining brands. Tom Barton and Phillip Eeles ran outdoor catering for a year before raising investment with restaurant operator Dorian Waite and opening a first site in Brixton Market in 2011. The interesting story is what happened after the brand worked. Honest Burgers grew to 39 sites without selling to a private equity roll-up and without losing its product position. The Cateys 2021 award for Restaurateur of the Year (Group) recognised that scale, particularly through the pandemic. In 2026, “The Honest”, a recipe Barton created, was named UK’s Best Burger at the National Burger Awards. The more substantive contribution is a supply-chain one. Honest Burgers became the first UK restaurant group to build a regeneratively farmed British beef supply chain, buying whole carcasses directly from a small group of farming families through the Grass Roots Farming Cooperative. The company absorbed the cost rather than passing it to customers, on the argument that volume procurement is the lever climate-smart agriculture actually responds to. That is the practical content of what Barton brings to a senior audience. Casual dining is a low-margin, high-velocity category. Doing the harder thing on sourcing inside it, at scale, and paying for it out of margin, is a credible operating example for any board that has signed an ESG commitment and is now looking at the bill. Key speaking topics Brand building from start-up to national scale Regenerative agriculture in commercial supply chains Sustainability as an operating decision, not a marketing position Founder leadership through rapid growth Hospitality, food culture and consumer brand Procurement and whole-carcass sourcing Company culture under expansion Ideal for Founders and operating teams scaling consumer brands beyond their first ten sites or stores Boards and CEOs reviewing ESG commitments where supply chain is the largest source of emissions Procurement, sourcing and category leaders in food, retail and hospitality Investor and accelerator audiences interested in entrepreneurship in regulated, low-margin categories Audience outcomes A working example of a regenerative supply chain inside a competitive high-street category, with the commercial trade-offs named A first-hand account of how brand discipline is maintained as a hospitality business moves from one site to forty A clearer sense of where sustainability claims become operating substance, and where they remain marketing Specific decisions about pricing, procurement and farm partnerships that other operators can pressure-test against their own model

Why organisations work with Tom Coleman He brings clinical sleep science into operational contexts where it actually changes behaviour, including shift-working teams, elite sport and high-pressure corporate environments. His client base spans nine of the top ten pharmaceutical companies along with Coca-Cola, Pfizer, Roche, Deloitte and Samsung, demonstrating that the content lands across regulated, industrial and consumer-facing workforces. He works with institutional partners that most wellbeing speakers do not, including An Garda Siochana on officer resilience and the Royal College of Surgeons in Ireland on shift-working nurses. His framing treats burnout and recovery as biology, not motivation, which gives senior leaders a defensible language for investment decisions on workforce health. Biography highlights Honours Degree in Public Health and qualified health scientist. Resident sleep expert for Bauer Media, with regular contributions to Newstalk and Today FM. Consultant to An Garda Siochana on health and resilience strategy for serving officers. Collaborator with the Royal College of Surgeons in Ireland on educational material for shift-working healthcare staff. Corporate clients include Coca-Cola, Pfizer, Roche, Deloitte, Samsung, eBay, PayPal, AIB, Dropbox, DHL and Irish Rail. Has worked with Olympic and elite athletes on sleep analytics and recovery. Biography Most wellbeing programmes treat sleep as a personal problem. Coleman treats it as an operating risk. His work translates clinical sleep science into inputs that organisations can actually manage, including shift schedules, recovery protocols and executive workload. The grounding is academic and applied. An Honours Degree in Public Health, qualification as a health scientist, and over a decade of consulting with corporate and elite-sport clients give him a base most wellness speakers cannot match. He has worked with Olympic athletes on recovery analytics, with An Garda Siochana on officer resilience, and with the Royal College of Surgeons in Ireland on educational content for shift-working nurses. The corporate footprint is substantial. Nine of the top ten pharmaceutical companies have used his programmes, alongside Coca-Cola, Pfizer, Roche, Deloitte, Samsung, eBay, PayPal, AIB, Dropbox and Irish Rail. The work is consistent across very different operating models, which is what gives senior buyers confidence that this is a scalable intervention rather than a single-keynote topic. As Bauer Media’s resident sleep expert in Ireland, he is the voice most regularly consulted by Newstalk and Today FM on sleep and recovery. That media role keeps the content sharp, current and accessible to non-specialist audiences, which matters when the brief is a board offsite or an all-hands rather than a clinical seminar. Key speaking topics Sleep science in the workplace Burnout prevention and recovery Shift work and circadian performance Recovery for high-pressure roles Stress, fatigue and decision quality Health and longevity for executives Ideal for CHROs and heads of wellbeing redesigning health and resilience strategy Operations leaders accountable for shift-working populations in healthcare, manufacturing, logistics or emergency services Executive teams under sustained workload pressure where recovery is the bottleneck Talent and engagement leaders looking to move beyond mindfulness app procurement Audience outcomes A clear separation between fatigue, stress and burnout, with different organisational responses for each Specific behavioural inputs that improve sleep quality, applicable to executives and shift workers alike A defensible business case for recovery as a performance variable rather than a benefits line item Practical structures for managers responsible for high-pressure or round-the-clock teams

Why organisations work with Tom Fishburne His Marketoonist series has run weekly since 2002 and reaches 500,000 business readers – giving him a live, continuously updated signal on where marketing and organisational thinking is currently stuck, rather than a fixed body of research. His argument is structural, not motivational: that customer engagement fails and innovation stalls for cultural reasons, and that humour is a functional tool for surfacing those reasons – not a tone choice, not entertainment. This gives leadership teams a lever that most change programmes do not include. His Marketoonist studio has built campaigns for over 200 organisations including Google, Adobe, DBS Bank, and PwC – meaning every argument he makes on stage is backed by commercial execution, not only observation. He provides a shared visual vocabulary that allows cross-functional teams to discuss what is actually blocking performance – poor customer experience, idea killers, AI adoption gaps – without triggering defensiveness. As Stanford GSB’s Cartoonist-in-Residence for the course on humour in business, and a regular guest lecturer at Harvard Business School, his framework has academic validation alongside its commercial track record. Biography highlights Founder and CEO of Marketoonist, a cartoon-led content marketing and culture change studio; 200+ campaigns for Google, Adobe, LinkedIn, DBS Bank, PwC, and Unilever Creator of the Marketoonist weekly cartoon series, published since 2002; 500,000 weekly readers; featured by the Wall Street Journal, Fast Company, and The New York Times; weekly contributor to MarketingWeek since 2007 Harvard Business School alumnus; Cartoonist-in-Residence and Lecturer, Stanford Graduate School of Business course on humour in business; regular guest lecturer at Harvard Business School Author of Your Ad Ignored Here; illustrator of three Deloitte business books – Provoke (WSJ Bestseller), Detonate (National Bestseller), and Work Disrupted Former Interim CMO at HotelTonight (acquired by Airbnb); Marketing VP at Method Products (European brand launch named Brand Launch of the Year, The Grocer); brand management at Nestlé and General Mills Speaker at TED Salon: Unconventional, TED World Theater, New York; 200+ keynotes delivered in more than 30 countries Biography Tom Fishburne started drawing cartoons on the backs of Harvard Business School cases in 2000 and has published the Marketoonist series weekly since 2002. That series now reaches 500,000 readers a week and has been featured by the Wall Street Journal, Fast Company, and The New York Times. The reason it travels is not novelty – it is recognition. The cartoons name what people in organisations already know but rarely say aloud. His argument, developed across a marketing career at Nestlé, General Mills, Method Products, and HotelTonight, is that most marketing underperformance and most innovation failure is cultural in origin. Customer journeys break not because teams lack data, but because organisational dynamics prevent anyone from acting on it. Ideas lose momentum between brainstorm and launch not because of resource constraints, but because of unspoken idea killers that no one has named. Humour, Fishburne argues, is a functional diagnostic tool for exactly these problems – not a way to make difficult conversations comfortable, but a way to make them possible. In 2010, he expanded Marketoonist into a creative studio. The studio has since built cartoon-led content and culture change campaigns for more than 200 organisations, including Google, Adobe, DBS Bank, and PwC. He is Cartoonist-in-Residence at Stanford GSB for the course on humour in business and returns regularly to guest lecture at Harvard Business School. He illustrated three bestselling Deloitte business books – Provoke, Detonate, and Work Disrupted – and authored Your Ad Ignored Here. A senior buyer leaving his session does not leave with a framework to file. They leave with a vocabulary for conversations their team has been avoiding – and a demonstrated method for making those conversations productive. Key speaking topics Marketing effectiveness and customer engagement Innovation culture and idea management Humour as a strategic tool for culture change AI adoption and organisational readiness Visual communication and storytelling in business Challenger brand thinking Creative culture and overcoming idea killers Ideal for Chief Marketing Officers and senior marketing leadership teams Chief People Officers and culture change leads Innovation and digital transformation leads Leadership conferences where marketing, creative culture, or organisational change is on the agenda Audience outcomes A clear diagnostic framework for identifying where marketing efforts break down and why Practical understanding of the cultural conditions that allow creative ideas to survive from brainstorm to launch A shared vocabulary for discussing organisational blockers – customer experience failures, AI adoption gaps, innovation stalls – without defensiveness Insight into humour as a repeatable strategic tool for culture change, distinct from motivation or entertainment A more honest assessment of whether technology and AI initiatives are failing for technical reasons or organisational ones

Why organisations work with Tom Gimbel Twenty-six years running a staffing firm gives him unusually direct visibility into why employees actually leave: it shows up in his content as specific tactical guidance, not generalised culture theory. He treats middle managers as the operating layer where culture is either built or broken, and gives leadership teams a practical agenda for upgrading that layer. His perspective on hiring, onboarding and retention is the perspective of a CEO who has had to make payroll, not a consultant selling frameworks. Inc. 5000 recognition for twelve consecutive years and a Staffing Industry Analysts Staffing 100 listing back the credibility of his operating record on talent. Biography highlights Founder of LaSalle Network, a national staffing, recruiting and culture firm headquartered in Chicago. LaSalle Network named to the Inc. 5000 list of fastest-growing private companies for 12 consecutive years. Named to Staffing Industry Analysts’ Staffing 100 list of the most influential people in staffing, multiple years. Inducted into the Chicago Area Entrepreneurship Hall of Fame; named to Crain’s Chicago Business 40 Under 40. Regular media commentator on hiring, careers and company culture across CNBC Squawk Box, TODAY, Fox Business, The Wall Street Journal, Fortune, The New York Times and Entrepreneur. Board roles include American Staffing Association and Start Early; member of YPO, the Economic Club of Chicago and Entrepreneurs’ Organization. Biography People do not quit companies. They quit managers. That observation, which sits at the centre of Tom Gimbel’s work, sounds simple but is uncomfortable for most executive teams, because it locates the retention problem in the layer of the organisation where the least leadership development happens. Gimbel founded LaSalle Network in Chicago in 1998 and ran it as CEO for 26 years. The firm reached the Inc. 5000 list of fastest-growing private companies for 12 consecutive years and was repeatedly named to “best places to work” lists by Glassdoor, Fortune, Inc. and Crain’s Chicago Business. He was named to Staffing Industry Analysts’ Staffing 100 list of the most influential people in the industry. That operating record is what makes his content credible to senior buyers. He is a regular commentator on hiring and culture for CNBC, TODAY, Fox Business, The Wall Street Journal, Fortune, The New York Times and Entrepreneur, and his core argument is consistent across those appearances: middle-manager capability is the real engine of retention, and most companies underinvest in it. Gimbel’s keynote material focuses on the practical levers a leadership team can pull, hiring discipline, onboarding, manager development, the often-overlooked “B player” cohort, and how to build a retention-focused culture that survives growth. The audience is the CEO, COO and CHRO who already know they have a culture problem and want a sharp operator’s view on what to do about it. Key speaking topics Company culture and retention Middle-manager development Hiring, onboarding and talent strategy Employee engagement Building and protecting workplace culture through growth The labour market and the future of work Ideal for CEOs, COOs and CHROs leading high-growth or post-acquisition organisations facing retention pressure. Executive teams looking to upgrade their middle-manager population as a strategic priority. HR and talent leadership communities at industry conferences and association events. Audience outcomes A clear-eyed view of why retention numbers move and which decisions actually shift them. A specific agenda for upgrading middle managers from individual contributors to people leaders. Tactical guidance on hiring and onboarding processes that protect culture as headcount scales. An operator’s perspective on company culture, distinct from consulting frameworks.

Why organisations work with Vishen Lakhiani He has built and run a multi-country, multi-nationality workforce at Mindvalley, so the cultural practices he teaches are tested inside a company he has scaled, not theorised from a consulting seat. His two books, The Code of the Extraordinary Mind and The Buddha and the Badass, give corporate audiences a shared vocabulary that connects personal development to operating performance. He is a credible bridge between the personal-growth audience and serious corporate buyers, which matters for organisations whose employees already consume this content privately and want it brought inside the company on terms leadership can stand behind. Mindvalley’s recognition for workplace design and culture, including coverage by Inc. for its Kuala Lumpur office, gives the practical workplace argument visible proof points beyond the keynote. Biography highlights Founder and CEO of Mindvalley, the personal growth and education company he started in 2002. Author of The Code of the Extraordinary Mind (Rodale, 2016), a New York Times bestseller translated into more than twenty languages. Author of The Buddha and the Badass (Penguin Random House, 2020), a No. 1 Wall Street Journal Business bestseller and New York Times bestseller. Member of the Transformational Leadership Council and the XPRIZE Foundation Innovation Board. Founder of A-Fest, an invite-only conference series for entrepreneurs working on consciousness, education, and human performance. Bachelor’s degree in computer engineering from the University of Michigan, with early career time at Microsoft before founding Mindvalley. Biography Mindvalley began as a small meditation website in 2002 and now operates as a global learning platform with students in nearly every country. Its founder, Vishen Lakhiani, built it on a single working hypothesis: adults learn faster, and stay longer, when development inside the workplace is treated with the seriousness organisations usually reserve for strategy and finance. That hypothesis sits behind two New York Times bestsellers. The Code of the Extraordinary Mind argues that most of what people accept as adult life is inherited rules they have never tested. The Buddha and the Badass applies the same lens to work, taking the unusual position that compassion and ambition are operating partners rather than opposites. Both books made the bestseller lists, and the second debuted at No. 1 on the Wall Street Journal Business Hardcover list. The corporate relevance comes from Mindvalley itself. Lakhiani has run a workforce drawn from more than fifty nationalities, building cultural practices that survived contact with hiring at scale, remote operations, and a global audience. His memberships of the Transformational Leadership Council and the XPRIZE Foundation Innovation Board place him alongside figures driving long-range thinking on human development and applied innovation. For senior teams, he is the speaker who can make a culture-of-learning conversation feel concrete. He has translated personal-development language into operating practice inside his own company, then sold the result to twenty million people. That gives him a footing in the room that few personal-growth authors hold. Key speaking topics Workplace culture and human development Learning innovation and corporate education design Personal transformation as an operating practice Mindfulness and performance under pressure Goal-setting and motivation systems Entrepreneurship and scale-up culture Future of work and the meaning question Ideal for Chief People Officers and CHROs rebuilding corporate learning around behavioural change. Founders and CEOs of high-growth companies designing culture for a multi-country, multi-generational workforce. Leadership offsites where the brief is to combine commercial ambition with employee meaning. Conferences on the future of work, learning, and human performance. Audience outcomes A working language for connecting personal development to commercial outcomes that senior leaders can use without wincing. A clearer view of why current corporate learning programmes generate completion rates without behavioural change. Practical Mindvalley-tested approaches to onboarding, ritual, and cultural cohesion at scale. A specific frame for talking about meaning at work that does not slide into wellness clichés. Confidence that the personal-growth content employees already consume can be channelled into something the organisation owns.

Why organisations work with Wema Hoover She ran global DEI inside four of the most scrutinised employers in the world: Google, Pfizer, Sanofi and Bristol-Myers Squibb. The advice is shaped by what survives in regulated, multinational environments. She separates the politics of DEI from the operating substance, which lets boards keep the practice going without the labels that now invite litigation and activist pressure. Her work covers the full stack: hiring, promotion, belonging, manager capability, and how leadership teams behave under public scrutiny. Not awareness training. She writes for Fast Company on the structural questions, gender investment, leadership double standards, beyond the DEI backlash, which means buyers get a thinker, not a workshop facilitator. Coqual Hidden Brain Drain Task Force membership signals she works alongside the most serious researchers in this field, not adjacent to them. Biography highlights Former Global Head of Diversity, Equity and Inclusion at Google Former Chief Diversity Officer / Global Head of DEI at Pfizer, Sanofi and Bristol-Myers Squibb Published contributor at Fast Company, Inc. and Diversity Magazine Member, Coqual Hidden Brain Drain Task Force Board member, Ten By Three MSc Human Resource Management and Master’s Certificate in Organizational Change Management, The New School; BA Psychology, Rutgers; GPHR certified Biography The DEI conversation has fractured. Court rulings, shareholder activism and political pressure have made the language toxic in some markets, while the underlying organisational questions, who gets hired, who gets promoted, who feels they belong, are now more commercially material than they have been in a decade. Wema Hoover spent the last fifteen years running that practice inside large, regulated, global employers. As Global Head of DEI at Google, and in equivalent senior roles at Pfizer, Sanofi and Bristol-Myers Squibb, she designed and operated inclusion programmes in the kinds of environments where the work has to clear legal, board, regulator and workforce scrutiny. That operator background is what makes her useful now. She is not arguing for DEI as a value; she is showing leadership teams how to keep the operating substance, hiring discipline, manager capability, advancement pipelines, belonging metrics, without the rhetorical scaffolding that has become a liability. Her Fast Company writing and her “Beyond the DEI Backlash” work track the same argument in public. She holds an MSc in Human Resource Management and a Master’s-level Certificate in Organizational Change Management from The New School, a BA in Psychology from Rutgers, and a Global Professional in Human Resources certification. She sits on Coqual’s Hidden Brain Drain Task Force, the working group most senior corporate DEI heads consult on talent equity research. Key speaking topics Inclusion strategy after the DEI backlash Belonging and culture inside global, regulated employers Women’s advancement, sponsorship and the leadership double standard Manager capability for inclusive teams Cross-cultural leadership in multinational workforces Executive coaching for senior leaders navigating cultural change Ideal for CHROs and Chief People Officers managing inclusion programmes through political and legal headwinds Boards and ExCos that need to reset their position on DEI without abandoning the substance Global employers with regulated workforces (pharma, tech, financial services) where inclusion is tied to talent risk Senior leadership development programmes for newly promoted women and underrepresented executives Audience outcomes A clear read on what has changed in the DEI landscape, in the US and globally, and what that means for their own programme design A working distinction between inclusion as compliance theatre and inclusion as operating capability Practical decisions on which existing initiatives to keep, which to retire and which to rename Confidence in how to brief their board on DEI in the current environment without overpromising or retreating A sharper view of where sponsorship and advocacy, not training, actually move the dial on women’s advancement

Why organisations work with Will Greenwood His book World Class is built on interviews with more than 100 elite performers across sport and business, including Sir Clive Woodward, Rio Ferdinand, and Dame Carolyn McCall, giving his framework (celebrating difference, forging togetherness, accelerating growth) a research depth that distinguishes it from speaker anecdote. He was joint-top try scorer in the 2003 World Cup and central to the squad’s performance, not an observer of a winning culture but a direct participant in building one, which gives his account of accountability and standards an authority that is hard to replicate. His role as Chief Customer Officer at Afiniti means his thinking extends into live commercial application; AI-driven customer experience strategy, giving him credibility with boards and executive teams beyond sport. His named concept TCUP (Think Correctly Under Pressure) gives leaders a transferable mental model for individual and collective performance under stress: a specific takeaway rather than an inspirational experience. An Economics degree from Durham, a career as a City trader before turning professional, and more than 15 years as a Sky Sports analyst add analytical credibility that supports board-level conversations on performance, leadership, and organisational change. Biography highlights 55 England caps, 31 international tries: England’s third-highest international try scorer; joint-top scorer at the 2003 Rugby World Cup Three British & Irish Lions tours: South Africa (1997), Australia (2001), New Zealand (2005) Co-author of World Class: How to Lead, Learn and Grow like a Champion (Penguin/Ebury Edge, 2021), with Ben Fennell, former CEO of Bartle Bogle Hegarty; built from interviews with 100+ elite performers across sport and business Long-standing rugby analyst and presenter, Sky Sports; weekly rugby columnist, The Daily Telegraph Chief Customer Officer (UK), Afiniti: an AI company focused on customer experience optimisation, since 2020; earlier career as a financial trader at Midland Global Markets (HSBC) MBE; Doctor of Civil Law honoris causa, Durham University; BA in Economics, Durham University Biography England’s 2003 Rugby World Cup squad produced one of the most studied high-performance environments in sport. Will Greenwood was not a bystander: he was joint-top try scorer at the tournament, central to the team’s culture and to the trust structures that drove its performance. That first-hand experience of what a winning team actually looks and feels like from the inside is the foundation of everything he brings to organisations. Greenwood developed that thinking further in World Class: How to Lead, Learn and Grow like a Champion, co-authored with Ben Fennell, former CEO of Bartle Bogle Hegarty, and published by Penguin in 2021. The book is built on interviews with more than 100 elite performers, from Sir Clive Woodward and Rio Ferdinand to Dame Carolyn McCall, and identifies three organising principles: celebrating difference, forging togetherness, and accelerating growth. It is a framework, not a memoir. His credibility in the room is reinforced by a career that has never stayed still. He read Economics at Durham, traded at Midland Global Markets in the City before turning professional, and has held a C-suite role at AI company Afiniti since 2020. More than 15 years as a Sky Sports analyst, and a long-running column in The Daily Telegraph, have built a discipline of translating elite performance into clear, repeatable language. His concept TCUP (Think Correctly Under Pressure) sits at the centre of his speaking framework: the idea that in the critical moments, individual responsibility and mental clarity are the things that separate teams who deliver from teams who don’t. It is the kind of practical, named concept that organisations can take back into the room and use. Key speaking topics High-performance team leadership Standards and accountability culture Trust and cohesion under pressure Peak performance and mental discipline Learning, growth and continuous improvement Change management and mindset shift Leadership lessons from elite sport environments Ideal for Senior leadership and executive teams building or re-setting high-performance culture Chief People Officers and HR Directors leading culture transformation programmes Sales and commercial leadership audiences where team dynamics directly affect performance Boards and C-suite audiences on sustained organisational performance and resilience under pressure Audience outcomes A named, research-based framework (celebrating difference, forging togetherness, accelerating growth) drawn from 100+ interviews with elite performers across sport and business Practical understanding of the specific behaviours, standards and trust structures that distinguish high-performing teams from merely capable ones The TCUP model (Think Correctly Under Pressure), a transferable tool for individual and collective performance in high-stakes situations A reframed perspective on how organisations respond to setback, injury to performance, and the change of pace that comes with transition – grounded in lived experience, not theory Language and reference points that leadership teams can take back into internal conversations on culture, accountability and performance

Why organisations work with Willie Kirk He has done the work that most leadership speakers describe. Four head-coach appointments across the women’s professional game, each with a different brief: build, promote, contend, restructure. He speaks from inside the professionalisation of women’s football, one of the fastest organisational transitions in modern sport. The lessons on growth without losing coherence are first-hand, not theoretical. He won a domestic cup in his first full season at Hibernian and was named Scottish Women’s Football Manager of the Year in 2013, which is a useful early signal that the results travel with him. He took Everton Women to a 2020 FA Cup Final from a position outside the elite tier, the kind of overperformance that buyers want to understand mechanically, not anecdotally. Biography highlights UEFA Pro Licence coach with over 15 years in senior management Former head coach of Hibernian, Bristol City, Everton and Leicester City Women Scottish Cup winner and Scottish Women’s Premier League Cup winner with Hibernian Scottish Women’s Football Manager of the Year, 2013 FA Women’s Super League Manager of the Month, November 2019 (Everton) 2020 FA Cup finalist as Everton head coach Current head coach, Djurgardens IF Women, Swedish Damallsvenskan Biography Bristol City Women had just been relegated from the Women’s Super League when Willie Kirk took the job in 2015. A year later they were promoted back. That sequence, inheriting a side at its lowest point and returning it to the top flight, is the pattern that has defined the rest of his career. He is a turnaround manager who arrives where the standards have slipped and the dressing room has stopped believing in itself. He had done it earlier at Hibernian Women, where his first season produced a Scottish Cup and where he was later named Scottish Women’s Football Manager of the Year. He did it again at Everton, reaching the 2020 FA Cup Final with a club that had been a long way off that conversation, and picking up a WSL Manager of the Month award in the process. The work is repeatable because the method is repeatable. What organisations get from him is the operating detail of that method. How to read a room of senior performers who have stopped trusting each other. How to set standards that hold under pressure rather than collapse on the first hard week. How to grow a function quickly without losing the discipline that made it work in the first place, which is the live problem facing any business scaling a high-performing team. His career has run alongside the most rapid professionalisation any sport has seen in a generation. Women’s football has gone from semi-professional to broadcast asset inside his coaching lifetime. He speaks from inside that change, with the credibility of someone who has had to manage talent, expectations and infrastructure all at once. Key speaking topics Turnaround leadership in underperforming teams Building team culture under scrutiny High performance and accountability Talent development in fast-growing organisations Resilience and composure for senior leaders Standards-setting and behaviour in elite environments Ideal for CEOs and executive teams inheriting underperforming functions HR and talent leaders responsible for performance culture Sales leadership and commercial teams under quota pressure Leadership development programmes for mid-to-senior managers Audience outcomes A clear picture of what high-performance culture actually requires in practice, not in slogan The specific behaviours a leader uses to reset standards without losing the team A working sense of how elite coaches manage performance, recovery and pressure across a season Permission to lead with clarity in environments where ambiguity has become the default

Why organisations work with Wolfgang Ischinger Direct, first-person reading of the security order from someone who chaired the world’s leading security forum for fourteen years and ran German embassies in Washington and London. Operational mediation experience, including the 2007 EU Troika on Kosovo, that distinguishes him from commentators whose authority is only analytical. A published strategic argument, set out in “World in Danger” (Brookings, 2021), about Germany’s responsibility, European leadership, and the transatlantic link. Boards get a structured thesis, not a tour of the headlines. Convening credibility at the most senior level: heads of state, defence ministers, NATO leadership, and Fortune 500 chairs are part of the network he has worked with for decades. Bilingual fluency in the Washington and Berlin policy systems, which is rare among speakers offering geopolitical perspective to European and US executive audiences. Biography highlights Chairman of the Munich Security Conference, 2008 to 2022. Now President of the MSC Foundation Council. German Ambassador to the United States, 2001 to 2006. Ambassador to the United Kingdom, 2006 to 2008. Deputy Foreign Minister of Germany, 1998 to 2001. EU representative on the 2007 Troika negotiations on the status of Kosovo. Author, “World in Danger: Germany and Europe in an Uncertain Time”, Brookings Institution Press, 2021. Professor Emeritus at the Hertie School, Berlin, and Founding Director of its Centre for International Security. Recipient of the Grand Cross with Star of the Order of Merit of Germany, the French Legion of Honour (Commander), and the Nunn-Lugar Award. Biography The Munich Security Conference grew under Wolfgang Ischinger from a small annual gathering into the West’s most important strategic forum, with a year-round policy operation and a budget over 30 million euros. He chaired it from 2008 to 2022, the years in which the assumptions underpinning European security were dismantled in public. Before that he was Germany’s senior diplomatic figure in the two capitals that matter most to the transatlantic system. He served as Ambassador to the United States from 2001 to 2006, then as Ambassador to the United Kingdom until 2008. As Deputy Foreign Minister from 1998 to 2001 he was inside the policy machinery during the Kosovo intervention and NATO’s eastward enlargement. In 2007 he led the EU side of the Troika negotiations on Kosovo’s status. His book “World in Danger” (Brookings, 2021) sets out the argument he brings to executive audiences: the eclipse of an unchallenged American order, the re-emergence of great-power competition, and the case for a more capable Europe inside a renewed transatlantic alliance. The argument is structural, not topical, which is why it travels into boardroom conversations about exposure to China, energy security, and the credibility of NATO commitments. He now teaches at the Hertie School in Berlin, where he is Professor Emeritus of Security Policy and Diplomatic Practice and founding director of the Centre for International Security. He holds the Grand Cross with Star of the German Order of Merit, the rank of Commander in the French Legion of Honour, and the Nunn-Lugar Award for promoting nuclear security. Key speaking topics Transatlantic relations and the future of the Western alliance European security and defence policy Geopolitical risk for boards and senior executives Russia, Ukraine, and the European security order Germany’s strategic role in Europe US foreign policy and its implications for European business Multilateral institutions and the rules-based order Ideal for Boards and executive committees of multinationals with material exposure to Europe, the United States, China, or Russia Chief strategy officers, heads of government affairs, and risk leaders setting geopolitical scenarios Leadership and partner conferences in financial services, energy, defence, and industrials Closed-door briefings for chairs and CEOs preparing for European or transatlantic policy shifts Audience outcomes A clearer view of where the transatlantic relationship is heading and what it means for cross-border strategy A working framework for thinking about European security and the credibility of NATO commitments A better-calibrated read on Russia, Ukraine, and the wider security order in Europe An informed perspective on Germany’s strategic posture and its implications for European business Direct exposure to how senior diplomatic figures actually think about risk, signalling, and negotiation

Why organisations work with Yogi Roth Co-authorship with Pete Carroll of Win Forever, a New York Times bestseller, gives him direct authority on the “Always Compete” philosophy now used widely in sport and corporate culture programmes. Two decades inside elite football locker rooms, first as a USC quarterbacks coach, then as a Big Ten, Pac-12, ESPN and Fox analyst, gives him a first-hand evidence base most culture speakers do not have. He brings a filmmaker’s command of narrative into the room. As producer and narrator of The Drive on the Pac-12 Networks since 2013, he has spent his career studying what actually makes high-performing cultures cohere on camera. Track record speaking for Nike, World Surf League, Capital One, Dignity Health and JCPenney, alongside major college athletic programmes, means he reads both commercial audiences and team-led organisations without recalibration. Biography highlights Co-author with Pete Carroll of Win Forever: Live, Work, and Play Like a Champion, which reached number seven on the New York Times bestseller list. Los Angeles Emmy winner in 2020 for Fight On: A Jackson Family, produced for the Pac-12 Networks. College football analyst across the Big Ten Network, Pac-12 Networks, Fox, ESPN and NFL Network, joining Big Ten Network in 2024. USC football quarterbacks coach under Pete Carroll, 2005 to 2009, following a playing career as a wide receiver at the University of Pittsburgh. Master’s degree in Communication Management from the USC Annenberg School for Communication and Journalism, graduating magna cum laude. Elite 11 quarterback coach and host since 2009; producer and narrator of the documentary series The Drive on Pac-12 Networks since 2013. Biography Pete Carroll’s Win Forever philosophy did not stay inside USC’s football programme. The book that codified it, co-written with Yogi Roth in 2010, reached number seven on the New York Times bestseller list and has since travelled through corporate culture programmes, athletic departments and leadership offsites. Roth is the storyteller who shaped how that philosophy reads on the page and how its central idea, “Always Compete,” lands in a room. His route to that work was unusual. He walked on as a wide receiver at the University of Pittsburgh, earned a full athletic scholarship, then moved into coaching at USC under Carroll from 2005 to 2009. He studied alongside that work, completing a master’s in Communication Management at the USC Annenberg School. Coaching gave him the inside view of how an elite competitive culture actually behaves. Annenberg gave him the craft to translate it. The translation has been a 20-year career across broadcast and film. He has been an on-air college football analyst for the Big Ten Network, Pac-12 Networks, Fox, ESPN and NFL Network, and has produced and narrated The Drive since 2013, the long-running documentary series on the Pac-12 Networks. In 2020 he won a Los Angeles Emmy for Fight On: A Jackson Family. He also coaches and hosts the Elite 11, the country’s premier high school quarterback competition. That body of work is the substance behind his keynote practice. He has spoken for Nike, World Surf League, Capital One, Dignity Health and JCPenney, applying the same idea: organisations perform when leaders make what matters specific, repeat it relentlessly, and reward the behaviours that show people are competing for it together. The Latin root of compete, he points out, is “to strive together.” Most culture programmes forget that part. Key speaking topics Culture and the “Always Compete” philosophy Storytelling as a leadership tool High-performance team dynamics Personal brand and authentic communication Coaching and feedback in competitive cultures Purpose, clarity and discipline in winning organisations Ideal for Sales leaders and commercial teams running culture or kickoff events HR and people leaders building engagement programmes around purpose and team behaviour Athletic departments, sports organisations and performance-led businesses Marketing leaders and brand teams working on internal storytelling and identity Audience outcomes A working definition of what their team is actually competing for, beyond the stated mission Specific stories they can carry back into their own teams to make values concrete A clearer sense of where culture is real in their organisation and where it is decoration Renewed conviction that the behaviours leaders model in small moments are what shape a winning culture

Why organisations work with Zara Janjua She brings broadcast-grade interviewing into corporate rooms, drawing on more than 500 live hours of television and national news across BBC, ITV and STV. She is the host NatWest chose for its Women in Business podcast, its skills development series, and its internal What’s The Chat? podcast, which makes her a credible anchor for organisations building long-running internal communications platforms, not one-off events. She has chaired the Financial Alliance for Women Summit and the EBRD Conference on Skills Development in Central Asia, and has led onstage conversations with Karren Brady and Steven Bartlett, so she is trusted to handle senior figures and senior delegates at international level. She is an appointed member of NatWest’s Ethnicity Advisory Council, which gives her a working view of how a major institution actually moves on inclusion, not just how it speaks about it. She speaks on portfolio careers and reinvention as someone who has actually built one, from national news to comedy, television writing and documentary film, which reaches audiences facing their own career uncertainty in a way a career theorist cannot. Biography highlights BAFTA, NTA and RTS award-winning broadcaster; presents on BBC Radio Scotland and has fronted national news, daytime and comedy across BBC, ITV and STV. Delivered a keynote to an audience of around 16,000 in Melbourne for Rotary International. Led onstage conversations with Karren Brady and Steven Bartlett at the Women in Business and Tech Expo. Reporter for the New York Times Climate Hub at COP26, interviewing John Kerry and Al Gore. Host of NatWest’s Women in Business podcast and its internal What’s The Chat? podcast, and a member of its Ethnicity Advisory Council. Highly Commended finalist, Women of the Future Awards, sponsored by Oxford University and the Financial Times. Biography One career rarely runs from national news to stand-up comedy, television writing, and documentary film. Zara Janjua’s has, and each strand carries recognition: a BAFTA, NTA and RTS across her television work, a place in the BBC Comedy Writersroom won from more than four thousand applicants, and a Technical Award for her first documentary. That range is what makes her effective on a corporate stage. She interviews senior leaders without flattening them and holds a panel to its actual argument, drawing on more than 500 live hours of television and national news. She reported for the New York Times Climate Hub at COP26, securing interviews with John Kerry and Al Gore, and now presents on BBC Radio Scotland. NatWest shows how that translates inside an organisation. Janjua hosts the bank’s Women in Business podcast and its internal What’s The Chat? podcast, and sits on its Ethnicity Advisory Council. On larger stages she has led onstage conversations with Karren Brady and Steven Bartlett at the Women in Business and Tech Expo, and delivered a keynote to an audience of around 16,000 in Melbourne for Rotary International. Her keynote work has moved with her. The recurring subject is now the shape of a modern working life: portfolio careers, reinvention, resilience, and aligning work with purpose. The Women of the Future Awards, sponsored by Oxford University and the Financial Times, named her a Highly Commended finalist for building exactly that. The documentaries she produces in Nepal, Tanzania, and Guatemala for charitable partners are its clearest expression, and the reason a Rotary International president has publicly credited her fundraising impact. Key speaking topics Event hosting and moderation Panel chairing and interviewing Portfolio and multi-hyphen careers Career reinvention and resilience Future of work and careers Diversity, equity and inclusion Mental health in the workplace Storytelling and business communication Ideal for CHROs, internal communications leads and DEI directors anchoring long-running internal channels. Boards, summit organisers and awards committees commissioning a host for inclusion, women in business or skills conferences. Talent and early-careers leaders programming events on career reinvention, portfolio working and retention. Financial services, professional services and public-sector organisations briefing a moderator on senior international panels. Audience outcomes A panel or summit that lands its argument rather than drifting between speakers. An internal communications moment that employees actually listen to, anchored by a broadcaster they recognise as credible. Senior speakers drawn out on substance, not left to recite prepared lines. Sensitive subject matter on inclusion, mental health or women’s progression handled with editorial care. Audiences leave rethinking what a viable career can look like, prompted by someone who built one across news, comedy and film.