Customer Experience & Marketing

Why organisations work with Christophe Fox Headline entertainment that doubles as a content vehicle. The mentalism set is built for a corporate room, with company branding, brief framing and a takeaway message that ties back to the event theme. Emcee craft for high-stakes internal events. Fox holds the room across a multi-session agenda, manages energy between speakers and reduces the load on internal hosts at sales kickoffs, anniversaries and client gatherings. A motivational keynote anchored in a personal arc. “Performing Under Pressure” uses Fox’s stage-fright-to-stage transformation as the spine, paired with live demonstrations rather than slides. A reception product, not just a stage product. Mix-and-mingle mentalism gives organisations a way to make networking sessions and hospitality moments deliberately memorable rather than incidental. A client list that signals corporate-grade reliability. Deloitte, JP Morgan, Boston Scientific, Wells Fargo and Amazon have all booked Fox, alongside named work for PBS and the Jordan Royal Family. Biography highlights Corporate clients include Deloitte, JP Morgan, Boston Scientific, Wells Fargo and Amazon. Television appearances on CBS, ABC, Fox and MSNBC, plus a TEDx appearance. Featured in Modern Luxury Magazine and Yahoo News. Social audience of more than one million followers and over 100 million views of his work. Performs in English and French. Named client testimonial from Princess Ghida Talal of the Jordanian Royal Family. Biography Most corporate events are built around content the audience will forget. The harder design problem is the moment in the room that people retell on Monday morning, and that still carries the message leadership wanted to land. Christophe Fox builds that moment as a product. Fox is a corporate mentalist and emcee who works almost exclusively in the Fortune-100 event circuit. His headline set uses mind reading, suggestion and audience participation to put the audience inside the demonstration rather than in front of it. The same craft scales down to mix-and-mingle receptions and up to multi-session emcee work across sales kickoffs, anniversaries, product launches and client appreciation events. His keynote, “Performing Under Pressure,” runs a different lane. The content draws on his own transition from paralysing stage fright to full-time performer for clients including Deloitte, JP Morgan, Boston Scientific, Wells Fargo and Amazon. Mentalism demonstrations carry the message rather than slide decks, which is why the talk lands with audiences that have sat through a long agenda of conventional speakers. The body of public work sits on television (CBS, ABC, Fox, MSNBC), a TEDx appearance, features in Modern Luxury Magazine and Yahoo News, and a social audience above one million followers with 100 million plus views. For a senior buyer, the relevant signal is reliability at scale: a performer who can hold the room at a Fortune-100 sales kickoff, brand the set to the event, and leave the audience with a shared moment that reinforces, rather than competes with, the leadership message. Key speaking topics Corporate mentalism and interactive entertainment Event emcee and hosting Mix-and-mingle reception performance Performing under pressure Mindset and overcoming stage fright Customer experience as a designed moment Audience engagement at large internal events Ideal for Heads of internal communications and event leads planning sales kickoffs, all-hands, anniversaries and client appreciation events. Chief marketing officers and brand teams designing customer events, product launches and hospitality experiences. Conference organisers booking an emcee who can hold a multi-session agenda and absorb load from internal hosts. Audience outcomes A shared, retold moment from the event that ties back to the message leadership wanted to land. Higher energy and attention through the second half of the agenda when audiences typically fade. A reception or networking session that feels deliberate and branded, not incidental. For keynote bookings: a personal narrative about composure and stage fright that audiences relate to without it feeling like a lecture.

Why organisations work with Rohit Bhargava He brings a decade of annual trend research, distilled into the Non-Obvious and Megatrends book series, into a board or strategy off-site as a working method, not a slide deck. The SIFT framework gives marketing, innovation and strategy teams a shared language for separating durable shifts from passing noise, which most trend keynotes leave unresolved. His client list (NASA, Disney, World Bank, Intel, American Express) signals a track record with organisations that have to make capital decisions on long horizons, not just generate quarterly campaigns. Beyond Diversity, co-authored with Jennifer Brown, gives him a credible second register on inclusion as a commercial and cultural question, useful when a single keynote needs to cover both growth strategy and people. He works as a trained marketer (15 years at Ogilvy and Leo Burnett), which means innovation and trend content lands with sales, brand and customer leaders rather than staying at the level of abstract foresight. Biography highlights 3-time Wall Street Journal and USA Today bestselling author of ten books, including #1 WSJ bestseller Non-Obvious Megatrends. Adjunct professor of marketing and storytelling at Georgetown University. Co-founder of Ideapress Publishing and founder of the Non-Obvious Company. Co-author of Beyond Diversity with Jennifer Brown (Simon & Schuster / Ideapress); WSJ bestseller. Keynote and workshop work for NASA, Disney, Intel, American Express, World Bank, Coca-Cola, Microsoft. Featured speaker at five SXSW events; keynote at SXSW Sydney 2023, the first SXSW outside the United States. Biography Trend forecasting is crowded. Most of what circulates inside large organisations is a recycled version of the same six themes: AI, sustainability, hybrid work, generational change, geopolitics, the consumer. The harder question for a senior team is which of those headlines actually changes how they should allocate capital next year, and which signals further out are not yet on anyone’s deck. That gap is the work Rohit Bhargava has built a decade-long research practice around. His Non-Obvious book series, published annually from 2015 and culminating in the WSJ and USA Today #1 bestseller Non-Obvious Megatrends in 2020, reached more than a million readers. The follow-up, The Future Normal, co-authored with Henry Coutinho-Mason and launched at SXSW in 2023, covers thirty shifts shaping the next decade, from generative AI to biophilic design. The 2024 book Non-Obvious Thinking, written with Ben duPont, formalises the SIFT method, a four-step habit for curating ideas that audiences can take into their own teams. Before becoming a full-time author and speaker, Bhargava spent 15 years in brand strategy roles at Ogilvy and Leo Burnett, advising consumer brands on behaviour and storytelling. He teaches marketing and storytelling at Georgetown University as an adjunct professor, and writes a monthly column for Inc. on books that matter. With Jennifer Brown he co-authored Beyond Diversity, a Wall Street Journal bestseller published by Simon & Schuster and Ideapress, which examines inclusion across twelve domains including workplace, leadership and technology. The client list, NASA, Disney, the World Bank, Intel, American Express, Microsoft, signals where the work lands hardest: organisations that need to translate cultural and technological signals into product, capital and brand decisions on multi-year horizons. The point is not to predict the future but to teach a working team to spot it earlier than the competition. Key speaking topics Trend forecasting and the non-obvious method Innovation as a research discipline Marketing and brand in low-trust markets AI and the future of trust The Future Normal: thirty shifts reshaping commerce Inclusive growth and Beyond Diversity Storytelling for senior leaders Creative thinking and curation as a managed habit Ideal for Chief marketing officers, brand teams and customer experience leads navigating attention and trust in saturated markets Chief strategy officers, innovation leads and corporate development teams setting multi-year direction Boards and executive committees commissioning a sharper view of how cultural and technological shifts will hit their category Sales and partner kickoffs where a strategy team wants a working method, not a trend slide Audience outcomes A working knowledge of the SIFT method and how to use it inside a team A named set of cultural and commercial shifts that are relevant to the audience’s specific industry, not generic trend lists A shared vocabulary for separating durable signals from passing noise Practical examples of how organisations including NASA, Disney and World Bank have translated trend research into operating decisions Confidence that trend work can be a repeatable internal habit, not a one-off external report

Why organisations work with Charlie Whyman A working B2B marketing operating model. The OTTER Framework gives commercial teams a five-step planning structure that ties objectives to tools, training, expectations and review, used inside her consultancy and her current managing director role. Operator credibility, not consultant theory. She runs a specialised aviation services business as managing director of TGIS Aviation, so her commercial advice lands as something already being applied at the top of a P&L. A point of view on customer curiosity as a commercial discipline. Her podcast, The Curiosity Key, and her speaker work argue that better questioning of customers is the input that most B2B marketing teams skip and most commercial strategies depend on. A direct route into the experience of women leading in male-dominated commercial sectors. She has built her career across automotive, mining, shipping and aviation, and speaks credibly to organisations trying to move that conversation past slogans. Biography highlights Managing Director, TGIS Aviation Ltd, appointed 2024 Founder, Curious B2B Marketing, 2017 Creator of the OTTER Framework, a five-step B2B marketing planning system Host, The Curiosity Key podcast Founder, Palmavera, an award-winning Sardinian olive oil business, 2006 Keynote speaker, BHBIA Annual Conference 2025 Biography Most B2B marketing functions are full of activity and short of insight. Campaigns get built before customer questions get asked. That gap is what Whyman has spent the last decade attacking, first through her consultancy Curious B2B Marketing and now through the OTTER Framework, a five-step planning structure that forces objectives, tools, training, expectations and review into one commercial conversation. She is unusual in pairing that practitioner work with an operating role. In 2024 she was appointed Managing Director of TGIS Aviation, a UK firm specialising in airworthiness management for aircraft and engine owners. The appointment came from inside the client base, after she ran the growth strategy as a consultant. It puts her on the board of a niche commercial business while she continues to teach and speak. Her career sits across sectors most marketers avoid: automotive, mining, shipping and aviation. She founded an award-winning Sardinian olive oil business in 2006, weathered redundancy twice, and built Curious B2B Marketing in 2017. She hosts The Curiosity Key podcast, where the recurring argument is that intentional curiosity about customers is the cheapest, most under-used commercial input available to B2B leaders. For organisations, the value is direct. She is a serving managing director with a structured method, a clear position on what marketing is for, and the lived experience of a woman leading in industries that do not naturally make space for her. She talks to commercial teams as one of them, and to leadership audiences as someone who has just come from the P&L. Key speaking topics B2B marketing strategy and operating systems Customer curiosity as a commercial discipline Sales and marketing alignment for commercial leaders Courage and action in career and commercial decisions Women leading in male-dominated industries Growth strategy in specialist B2B firms Ideal for CMOs, marketing directors and B2B commercial leaders CEOs and managing directors of specialist or technical SMEs Sales and marketing leadership teams under pressure to prove pipeline impact Industry conferences in engineering, manufacturing, life sciences and aviation Audience outcomes A clear test for whether a current marketing plan is built on customer insight or assumption The OTTER Framework as a working structure for B2B marketing planning A sharper position on how curiosity, questioning and customer research feed commercial strategy Practical language for talking about courage and action when career or commercial decisions stall A perspective on visibility and influence for women operating in male-dominated commercial environments

About James Peach Award-winning global marketing leader (Ex-Uber, Ex-Coca-Cola, Ex-Vinted, Ex-Innocent), world cyclist and adventurer, leadership and performance coach. James has built some of the world’s most successful household brands in tech and consumer goods, leading award-winning marketing and creative teams across Europe and North America. James spent two years cycling a lap of the world solo and unsupported, covering over 41,000 kilometers across 38 countries. He has hiked solo across three continents, and even pioneered the first triathlon to span an entire nation. As the Founder of The Growth Project, James is redefining the way we think about growth and how we achieve ambitious goals – moving beyond the traditional ‘growth mindset’ to a new, more actionable framework. The Growth Project explores how we can use the lessons of the past and adopt a set of behaviours to accelerate future growth, unlocking new ways for individuals, teams and business cultures to thrive. A highly relatable, entertaining and sought-after speaker, James captivates audiences with humor, energy, and meaningful takeaways. His talks offer a refreshing departure from the every day and inspire audiences to think differently about life and work. “I’ve seen a lot of speakers over the years, and James is the best I’ve encountered—a normal person who has done extraordinary things.” — Nestlé

Why organisations work with Dr Alan O’Neill The 7-Steps to Profit is a named, proprietary framework built from a multi-year consulting engagement at Selfridges, where annual profit grew from £45m to £200m. Audiences leave with a structured path they can map to their own organisation, not a set of principles they have to interpret. His central argument, that culture and customer experience are a single commercial mechanism, not parallel HR and marketing initiatives, gives boards a specific reframing of a decision they are typically making in silos. As Managing Director of Kara Change Management, he draws content from active client engagements across retail, hospitality, FMCG, financial services, and the public sector. The material is current, not archival. Four published books provide a body of work that extends well beyond the session: “Premium Is the New Black” on customer experience as competitive differentiation; “Culture Matters” on the four values that underpin high performance; “Show Me the Lid on the Box” on reducing change resistance; and “The Leader’s Six-Pack” on balancing leadership competencies with emotional intelligence A business columnist for the Sunday Independent and Gulf based publications, his frameworks are tested continuously against live commercial situations across multiple sectors and geographies. Biography highlights Founder and Managing Director, Kara Change Management Creator of the 7-Steps to Profit framework; deployed across client organisations including Selfridges, Toyota, Intel, Primark, Moët Hennessy, Dubai Duty Free, Getty Images, and the United Nations Author of three books: Premium Is the New Black, Culture Matters, and Show Me the Lid on the Box Business columnist, Sunday Independent (Ireland) and Gulf Business Non-executive director across multiple sectors in Europe and the Middle East 30+ years of consulting practice spanning retail, hospitality, FMCG, financial services, manufacturing, and public sector organisations across EMEA Biography Selfridges’ annual profit grew from £45m to £200m across several years of structured transformation, and the business went on to win multiple ‘Best Department Store in the World’ awards. The consulting framework behind that journey, Dr Alan O’Neill’s 7-Steps to Profit, is what organisations now bring him in to share. The 7-Steps to Profit is built on a specific argument: that culture, customer experience, and commercial performance are not parallel workstreams but a single, interdependent system. Culture is not the backdrop to strategy, it is the delivery mechanism. O’Neill formalised this thinking across three books: Premium Is the New Black addresses customer experience as competitive differentiation; Culture Matters defines the four values (Customer Centricity, Respect, Accountability, and Agility) that underpin a high-performance culture; Show Me the Lid on the Box provides a framework for leading change with reduced resistance. As Managing Director of Kara Change Management, he has applied the framework with organisations across retail, hospitality, FMCG, financial services, and the public sector, from Toyota and Intel to Dubai Duty Free and the United Nations. The Selfridges story transfers well: the structural argument it illustrates is as relevant to a B2B services firm or a public institution as it is to a department store. O’Neill continues to practise as an active consultant and non-executive director. He writes regular business commentary for the Sunday Independent and Gulf Business, keeping his frameworks in direct conversation with the commercial challenges organisations are currently navigating. Key speaking topics Change management and organisational transformation Culture as commercial strategy Customer experience and service excellence The 7-Steps to Profit Premium brand positioning and margin protection Values-led leadership Retail reinvention and the future of physical retail Ideal for CEOs and senior leadership teams managing a cultural transformation alongside a commercial or strategic pivot Chief Customer Officers and Chief Marketing Officers seeking to embed customer-centric behaviour across the full organisation CHROs and HR Directors designing culture programmes that connect directly to business performance Executive conferences in retail, hospitality, consumer goods, and financial services Audience outcomes A working understanding of the 7-Steps to Profit framework and how to map its logic to their own organisational context A reframing of culture and customer experience as a single commercial lever, not separate functional priorities Concrete examples drawn from the Selfridges engagement and other named client organisations that show how the framework operates under real conditions Greater clarity on where resistance to change typically originates and how structured approaches reduce it at scale A sharper diagnostic lens for identifying the gap between leadership intent and frontline behaviour

Why organisations work with Tim Calkins A practical authority on defensive strategy, a discipline most marketing teams do not formally teach. Defending Your Brand was named 2013 Marketing Book of the Year by Expert Marketer Magazine and remains one of the few named texts on how incumbents respond to competitive attack A decade of operating credibility at Kraft Foods running brands including Miracle Whip, DiGiorno, Taco Bell and A.1. Steak Sauce, with responsibility for more than two dozen new product launches A teaching record that boards take seriously: twice-winner of Kellogg’s Lavengood Outstanding Professor of the Year Award, one of six faculty to do so in its 40-plus year history Direct, current consulting work with Abbott, Amgen, Novo Nordisk, Eli Lilly and Kraft Heinz through Class 5 Consulting, which keeps the frameworks tested against live commercial pressure A specialism in biomedical and healthcare marketing that makes him useful to pharmaceutical and medtech leadership teams that find generic brand keynotes irrelevant Biography highlights Clinical Professor of Marketing and Associate Chair of the Marketing Department, Kellogg School of Management, Northwestern University Almost 11 years at Kraft Foods leading brands including Miracle Whip, DiGiorno, Taco Bell, Parkay and A.1. Steak Sauce; responsible for more than two dozen new product launches Author of Defending Your Brand (Palgrave Macmillan, 2012) and Breakthrough Marketing Plans (Palgrave Macmillan, 2008, 2012); co-editor of Kellogg on Branding (Wiley, 2005) and Kellogg on Branding in a Hyper-Connected World (Wiley, 2019) How to Wash a Chicken: Mastering the Business Presentation (Page Two, 2018) won Top Business Book at the IndieReader Discovery Awards and the Gold Prize for Business and Economics at the Foreword Indies Two-time winner of Kellogg’s Lawrence G. Lavengood Outstanding Professor of the Year Award (2006, 2013); also recipient of the Sidney J. Levy Teaching Award and the Kellogg-WHU Top Professor Award Founder of Class 5 Consulting, advising Abbott, Amgen, Novo Nordisk, Eli Lilly, Kraft Heinz and Hearst on brand and growth strategy BA History (cum laude), Yale; MBA, Harvard Business School Biography Most marketing teams are trained to launch and to build. Very few are trained to defend. That asymmetry is what Tim Calkins has spent two decades teaching against, first as a brand operator at Kraft Foods, then at Kellogg, where he holds the Associate Chair of the Marketing Department and is Clinical Professor of Marketing. His book Defending Your Brand (Palgrave Macmillan, 2012) is one of the few named texts on how incumbents respond to a credible competitive attack. Expert Marketer Magazine called it the 2013 Marketing Book of the Year. The thinking sits on top of close to 11 years inside Kraft, running brands including Miracle Whip, DiGiorno, Taco Bell and A.1. Steak Sauce, and launching more than two dozen new products. Through Class 5 Consulting, his current clients include Abbott, Amgen, Novo Nordisk, Eli Lilly, Kraft Heinz and Hearst, work that keeps his frameworks tested against live margin and share pressure. At Kellogg he teaches Marketing Strategy, Strategic Marketing Decisions, Biomedical Marketing and Marketing Strategy for Growth and Defense, and co-edited the school’s flagship branding texts, Kellogg on Branding (Wiley, 2005) and Kellogg on Branding in a Hyper-Connected World (Wiley, 2019). His standing inside the school is itself a credential. He is one of only six faculty in the 40-plus year history of Kellogg’s Lavengood Outstanding Professor of the Year Award to have won it twice, in 2006 and 2013. His later book, How to Wash a Chicken: Mastering the Business Presentation (Page Two, 2018), took Top Business Book at the IndieReader Discovery Awards and the Gold Prize for Business and Economics at the Foreword Indies, and is read inside Fortune 500 communications and commercial teams as a practical text on how senior executives lose, and win, the room. Key speaking topics Brand strategy and brand building Defensive strategy and competitive response Marketing planning and growth strategy Brand portfolio management Healthcare and biomedical marketing Business presentations and senior executive communication Lessons from Super Bowl advertising Ideal for CMOs, brand directors and category leaders inside established consumer, healthcare and B2B brand businesses Pharmaceutical, medtech and biotech commercial leadership teams running launch or defence on a regulated product Senior executives preparing for high-stakes internal and external presentations Executive education and leadership programmes inside Fortune 500 marketing and commercial functions Audience outcomes A working framework for defending a brand position against a credible competitive attack, drawn from Defending Your Brand A clearer view of how to allocate marketing investment across the brand portfolio under pressure on margin Specific, named tactics for sharper marketing plans, applicable inside the audience’s own planning cycle Practical correction on the recurring failure modes of senior executive presentations, drawn from How to Wash a Chicken Sector-specific application for healthcare and biomedical audiences, where most generic brand content does not land

Why organisations work with Gabriela Salinas She converts brand into a number a CFO will defend. Her methodology training underpins valuations used in M&A, licensing, litigation, and tax disputes at companies including Bank of America, Telefónica, and Repsol. She sits inside the rulebook. Membership of ISO/PC 231, the committee behind the international brand valuation standard, means she can speak with first-hand authority on what counts as a credible valuation and what does not. Her sustainability research pushes back on the prevailing ESG storyline. Perceived sustainability lifts brand value only when customers see it improving the product, a finding that reframes how marketing teams should brief CFOs on ESG spend. Three published books on brand valuation, including the Wiley reference manual cited across the discipline, give her a depth of source material that bureau speakers in marketing rarely match. She teaches the next generation of CFOs and CMOs at IE Business School, which means her frameworks are tested every term against live cases brought by senior executives. Biography highlights Senior Director, Brand Finance, and Global Managing Director of the Brand Finance Institute Adjunct Professor of Strategic Brand Management and Brand Valuation at IE Business School since 2011 Author of The International Brand Valuation Manual (Wiley, 2009) and two earlier brand valuation titles Member of ISO/PC 231, the international committee for the brand valuation standard Published in the Journal of Brand Management, Marketing Science Institute, and Harvard Deusto Business Review Previously Global Senior Brand Manager at Deloitte and Managing Director at Brand Finance Iberia Biography Brand is the largest single intangible on many corporate balance sheets, and one of the least understood by the people who sign off on its budget. Boards approve brand investment with little sense of how it converts to enterprise value. CFOs ask for a number and receive a story. Gabriela Salinas works at the seam between marketing and finance, where that confusion is most expensive. As Senior Director at Brand Finance and Global Managing Director of the Brand Finance Institute, she advises corporations on what their brand is worth, how to measure it, and how to manage it as a financial asset. Her client work has included Bank of America, Telefónica, Repsol, Mapfre, Iberia, LaLiga, and Johnson & Johnson. Her authority rests on three foundations. Twenty years of practitioner work across Brand Finance, Deloitte, and FutureBrand in New York, Madrid, Singapore, and Buenos Aires. Three published books on brand valuation, including the Wiley manual that remains a standard reference in the field. And membership of ISO/PC 231, the international committee that wrote the global standard for brand valuation methodology. Her recent research with Carmen Abril at Complutense University tests a question CFOs have been asking quietly for years. Does sustainability add brand value? The finding: only when customers see it improving the product. That answer travels well in rooms where marketing teams are under pressure to justify ESG spend in financial terms. Key speaking topics Brand valuation and intangible asset measurement Brand as a financial asset on the balance sheet Sustainability and brand value Corporate reputation and brand architecture Strategic brand management Brand portfolio strategy in M&A and licensing Ideal for CFOs and CMOs working to align brand investment with measurable enterprise value Boards reviewing brand performance, M&A intangibles, or ESG capital allocation Marketing and finance leadership teams jointly accountable for brand strategy Audience outcomes A working vocabulary for discussing brand in financial terms with CFOs, auditors, and investors Clarity on which brand metrics actually predict commercial outcomes and which are noise A defensible position on whether and how sustainability investment translates into brand value Familiarity with the ISO methodology that underpins formal brand valuation in M&A, tax, and litigation

Why organisations work with Michelle Stacy She has personally run the playbook she teaches. Keurig went from $200M to $2.5B in revenue on her watch, with category-defining partnerships built around Starbucks, Dunkin’, and Folgers. She brings sitting board director judgement, not retired-executive nostalgia. iRobot and Skullcandy are her current rooms; she speaks about commercial decisions she is still being held accountable for. She works with named operating frameworks, OGSM for strategic alignment and the Superconsumer model for customer prioritisation, so audiences leave with a structured way to attack the problem on Monday morning. Her 25 years inside P&G and Gillette give her a deep view on global brand building, including leading Gillette’s Oral Care across 70 countries and the launch of Mach3. She is one of a small group of speakers who can move credibly between a CEO offsite on growth strategy and a women’s leadership keynote without changing register. Biography highlights Former President, Keurig: grew revenue from $200M to $2.5B and built partnerships with Starbucks, Dunkin’, and Folgers 25 years at Procter & Gamble and Gillette, including leadership of Global Oral Care across 70+ countries and the launch of Gillette Mach3 Current board director: iRobot, Skullcandy, Milton’s Baking Company Prior board roles: Coravin, Hydrafacial, Tervis Tumblers, Young Innovations Advisor to growth-stage brands including Bellwether Coffee and Adventure Ready Brands MBA, Kellogg School of Management, Northwestern; BA, Dartmouth College Biography Keurig was a $200M business when Michelle Stacy took over as President. Five years later it was a $2.5B category leader, with Starbucks, Dunkin’, and Folgers running their coffee through its system. That story is the basis of nearly every keynote she gives, but it is not nostalgia. It is the case study she uses to teach portfolio choice, partnership design, and the operating decisions that separate growth from scale. Before Keurig she spent 25 years inside Procter & Gamble and Gillette, including a global Oral Care role across more than 70 countries and the launch of Mach3, one of the most successful product introductions in shaving category history. That background gives her a view of consumer business most speakers cannot match: how a global parent operates, how a category challenger competes, and where the two playbooks differ. She is still in the rooms where these decisions get made. As a current board director at iRobot, Skullcandy, and Milton’s Baking Company, with prior service at Coravin, Hydrafacial, Tervis Tumblers, and Young Innovations, she works on live commercial questions every quarter. Her advisory clients, including Bellwether Coffee and Adventure Ready Brands, get the same operating lens. What she brings to a stage is named, structured method. OGSM as a strategic planning tool. The Superconsumer model to find the 10% of customers driving most of the value. A view of engagement built on the premise that disengaged teams cannot execute a growth plan, regardless of how good the plan is. Senior audiences leave with a playbook they recognise, because she has run it. Key speaking topics Scaling consumer brands Strategic partnerships and category creation Superconsumer segmentation Innovation portfolio management Engagement-driven leadership Board-level commercial judgement Women in senior commercial roles Ideal for CEOs and commercial leaders of consumer, retail, and CPG businesses scaling past $200M Boards and executive teams setting innovation and growth strategy Heads of marketing and customer experience working on segmentation and brand prioritisation Senior women’s networks inside large commercial organisations Audience outcomes A clearer view of which customer segments warrant the largest share of investment and why A structured strategic planning approach (OGSM) audiences can apply to their own businesses Specific lessons from category-defining partnerships, told from the inside of the deal A practical model for how engaged leadership translates into commercial execution

Why organisations work with Kevin Lane Keller He authored the framework most senior marketers were trained on. The Customer-Based Brand Equity model, his 1993 Journal of Marketing paper, is the reference point that brand equity conversations still anchor to. He co-authors the standard MBA marketing textbook. Marketing Management with Philip Kotler is in its 16th edition and sits on the syllabus of most top business schools, which means his vocabulary is already shared by the room. He has advised brand strategy at Accenture, American Express, Disney, Ford, Intel, Nike, P&G, Samsung, Starbucks, Coca-Cola, Microsoft, and Google, so the case material is current rather than historical. He treats the tension between short-term performance marketing and long-term brand building as a capital allocation question, not a creative one, which lands with CFOs and CEOs as well as CMOs. He brings the academic credibility of 135+ peer-reviewed papers and a Tuck professorship without retreating into theory; the work has been pressure-tested in expert witness testimony for Amazon, Meta, Mercedes-Benz, and the NFL. Biography highlights E. B. Osborn Professor of Marketing, Tuck School of Business, Dartmouth College. Author of Strategic Brand Management, 5th edition, co-authored with Vanitha Swaminathan, widely referred to as the “bible of branding.” Co-author with Philip Kotler and Alex Chernev of Marketing Management, 16th edition. Originator of the Customer-Based Brand Equity (CBBE) model, 1993 Journal of Marketing. Former Executive Director of the Marketing Science Institute, 2013 to 2015. Previously held tenured marketing posts at Stanford Graduate School of Business, UC Berkeley, and UNC Chapel Hill. Biography The argument over what brand investment is actually for has moved from the marketing function to the boardroom. Finance leaders want a defensible link between brand spend and enterprise value. Marketing leaders are negotiating between short-term performance metrics and the longer arc of customer preference. Keller’s work is the framework most of those conversations are still built on. His 1993 Journal of Marketing paper introduced the Customer-Based Brand Equity model, which redefined brand value as what customers know, feel, and recognise about a brand rather than as a balance-sheet residual. The CBBE pyramid remains a standard reference for measuring brand strength inside organisations like Accenture, American Express, Disney, Nike, P&G, and Samsung, all of which have drawn on his counsel. He co-authors Marketing Management with Philip Kotler and Alex Chernev, now in its 16th edition, and Strategic Brand Management with Vanitha Swaminathan, now in its 5th. Both textbooks are core curriculum at most top business schools, which means most CMOs in the room were trained inside his vocabulary. He has held tenured positions at Stanford, Berkeley, and UNC before Tuck, and served as Executive Director of the Marketing Science Institute. Keller’s current work focuses on how brands hold their position when AI reshapes media buying, customer experience, and pricing simultaneously. He addresses the tension senior teams face directly: how to keep building the brand asset when every dashboard rewards the campaign. Key speaking topics Customer-based brand equity Building global power brands Brand strategy and brand architecture Integrated marketing communications The economics of brand investment AI and the future of brand management Marketing strategy at the CEO and CFO level Ideal for CMOs and brand leaders defending brand investment to boards and finance functions CEOs and CFOs evaluating how brand contributes to enterprise value Marketing leadership offsites and senior marketing development programmes Global brand and category teams in consumer, technology, and financial services Audience outcomes A shared vocabulary, grounded in the CBBE framework, for discussing brand value across marketing, finance, and the executive team A clearer view of how short-term performance activity and long-term brand building reinforce or undermine each other Diagnostic tools for assessing where a brand is strong, vulnerable, or under-leveraged in current category dynamics A current perspective on what AI changes, and does not change, for brand strategy Case context from senior brand decisions inside Nike, Disney, P&G, Samsung, Google, and others

Why organisations work with Joerg Niessing He teaches inside the C-suite of the brands most boards benchmark against, Google, L’Oréal, Roche, Walmart, Marriott, Diageo and Samsung among them, and brings that pattern recognition into the room. Twenty-five years of advisory work at Prophet plus a senior INSEAD faculty role gives him both the operator’s view of transformation and the academic’s discipline. Few digital strategy speakers credibly hold both. His book The Definitive Guide to B2B Digital Transformation is built around a specific argument that customer centricity, not technology stack, is the variable that separates growth from stalled programmes. The Case Centre’s 2025 Outstanding Case Teacher award recognises a rare ability to make complex transformation cases land with senior executives, which translates directly into keynote and workshop work. He co-directs INSEAD’s flagship Leading AI and Digital Marketing Strategy programme, so his content reflects what CMOs and CEOs are actually being taught at the frontier, not what was written eighteen months ago. Biography highlights Senior Affiliate Professor of Marketing, INSEAD. Former Partner, Prophet. Co-author of The Definitive Guide to B2B Digital Transformation (2020) with Fred Geyer. Winner, Outstanding Case Teacher Competition 2025 (The Case Centre); previous Best Marketing Case award winner. Co-director, INSEAD executive programmes including Leading Digital Marketing Strategy and Leading AI and Digital Marketing Strategy. Has authored 30+ executive cases on companies including Google, Jaguar Land Rover, AccorHotels, BMW Startup Garage and Majid Al Futtaim. Biography Digital transformation programmes do not usually fail on technology. They fail because the strategy, the culture and the data operating model are not aligned, and the customer experience that results is incoherent. That gap between investment and commercial outcome is the territory Joerg Niessing has spent his career on. At INSEAD, he is a Senior Affiliate Professor of Marketing and co-directs flagship executive programmes including Leading Digital Marketing Strategy, Leading AI and Digital Marketing Strategy and B2B Marketing Strategies. His research and teaching focus on digital customer experience, marketing analytics, brand management and the strategic implications of AI for commercial leaders. Before moving to full-time faculty work he was a Partner at Prophet, the brand and customer experience consultancy, where he led client engagements with global businesses across consumer goods, automotive, healthcare and B2B technology. That operating background sits underneath his 2020 book with Fred Geyer, The Definitive Guide to B2B Digital Transformation, which argues that growth comes from prioritising customers over technology, an argument that has aged well as more transformation budgets are scrutinised. The Case Centre named him Outstanding Case Teacher in 2025, recognition of a 30-strong case portfolio on companies including Google, Jaguar Land Rover, AccorHotels, BMW Startup Garage and Majid Al Futtaim. For a senior buyer, that body of work is the substance behind the keynote: he is testing these arguments on executives from the world’s largest brands every week. Key speaking topics Customer-centric digital transformation B2B digital transformation and growth AI and digital marketing strategy Brand building in a digital and AI-driven world Data and analytics as a commercial capability Business model innovation from product to solution Culture and leadership of transformation programmes Ideal for CMOs, Chief Customer Officers and Chief Digital Officers running enterprise transformation programmes. CEOs and boards reviewing the commercial return on multi-year digital and AI investment. B2B leadership teams shifting from product-led to customer-led and solution-led growth. Senior marketing, brand and customer experience teams inside large consumer and B2B businesses. Audience outcomes A sharper view of where customer centricity, not technology, is the binding constraint on growth. A working framework for connecting strategy, culture and data inside a transformation programme. Practical reference points from named global brands, not generic case study language. A clearer commercial agenda for AI in marketing, customer experience and brand. Confidence to challenge the technology-first defaults in their own transformation plans.

Why organisations work with David Avrin He names, in operational detail, the specific behaviours and processes that cause customers to leave. His 24-reason framework in Why Customers Leave gives commercial and operations teams a working diagnostic, not a slogan. He separates customer service from customer experience and makes the distinction commercially useful. Service is what staff do; experience is what customers feel about the entire buying journey, including everything that happens before a human is involved. His content is built for revenue-facing teams: sales, marketing, customer success, frontline operations. It translates directly into process changes, not cultural aspirations. Twenty-five years of work with CEOs through Vistage gives him a working understanding of the commercial pressure leaders are under. He pitches CX as a margin and retention argument, not a feel-good one. Forbes named Why Customers Leave one of its Top 10 Books of 2019. The book is published in six languages and is used as a reference text by CX teams internationally. Biography highlights Author of seven books on customer experience and marketing, including Ridiculously Easy to Do Business With, The Morning Huddle, Why Customers Leave (and How to Win Them Back), and Visibility Marketing Why Customers Leave named one of Forbes’ Top 10 Books of 2019, published in six languages Certified Speaking Professional (CSP) and Global Speaking Fellow, the two highest professional designations in the global speaking industry Former Vistage CEO group leader and executive coach, advising thousands of senior leaders on brand, marketing, and competitive positioning Has delivered keynotes in 28 countries, including engagements in Singapore, Dubai, London, Mumbai, Johannesburg, Buenos Aires, Bangkok, Melbourne, and Barcelona Known professionally as “The Visibility Coach” with a 25-year body of work on commercial differentiation in saturated markets Biography Most customer-facing organisations now compete in markets where the buyer has effectively unlimited substitutes a click away. The cost of being slightly harder to deal with than a competitor has changed. It used to be measured in complaints. Now it is measured in defection. David Avrin has spent twenty-five years working on the operational side of that problem. His seven books, including Why Customers Leave (and How to Win Them Back), named one of Forbes’ Top 10 Books of 2019, and Ridiculously Easy to Do Business With, are practitioner texts. They name the specific points in a buying journey where customers disengage, and what commercial teams can do about each one. His earlier career as a Vistage CEO group leader and executive coach gives the content its commercial register. Avrin has worked with thousands of CEOs on brand and competitive positioning, and he frames customer experience as the margin and retention argument it is, rather than a service or culture programme. He holds CSP and Global Speaking Fellow designations, the two senior credentials in the international speaking industry, and has delivered keynotes in 28 countries. The argument running through Avrin’s work is that service quality is now table stakes. The remaining differentiator is friction, every avoidable obstacle between a prospect’s intent and their purchase, and between a customer’s need and its resolution. Removing it is harder, slower, and more commercially valuable than most organisations recognise until they lose share. Key speaking topics Customer experience strategy Friction reduction in buying journeys Marketing and brand differentiation Customer retention and defection Sales and revenue growth Visibility and competitive positioning Ideal for Chief customer officers, CX directors, and customer success leaders rebuilding the post-sale experience CMOs and commercial directors under pressure to defend margin in saturated categories Sales, service, and frontline operations teams responsible for the moments where customers decide to stay or leave Franchise networks, retail organisations, and multi-site businesses needing consistency in customer experience across locations Audience outcomes A working diagnostic of where customers are silently leaving and why A clear separation between customer service and customer experience, and the commercial implications of each Specific friction points to remove in their own buying and service journeys A reframing of customer experience as a revenue and retention lever rather than a service-quality metric

Why organisations work with Levi Roots Few founders can speak with authority on what happens after the famous television moment. Levi has lived the full arc from Dragons’ Den pitch to national distribution, brand extension, restaurant operation, and category exit. His Reggae Reggae Sauce became Sainsbury’s fastest-selling product in six weeks, a verifiable retail data point that grounds his story in commercial substance, not anecdote. He brings a distinctive blend of performance and persuasion to a stage. The guitar is not decoration; it is the brand mechanic that won the original Dragons’ Den room. His career covers product development, retail buyer negotiation, licensing, restaurant launch, and brand stewardship across nearly two decades. That spread is rare in motivational speakers. Biography highlights Founder of Reggae Reggae Sauce; secured £50,000 investment from Peter Jones and Richard Farleigh on Dragons’ Den in 2007. Brand portfolio includes sauces, ready meals, soft drinks, and desserts stocked nationally across UK supermarkets. Operated the Levi Roots Caribbean Smokehouse at Westfield Stratford City, 2015 to 2019. Author of six cookbooks and the business book You Can Get It If You Really Want, published by Collins in 2011. MOBO Award nominee for Best Reggae Act, 1998, for the album Free Your Mind. Honorary Fellow of the Royal Agricultural University. Biography Reggae Reggae Sauce arrived in Sainsbury’s in 2007 and outsold Heinz Ketchup within six weeks. That single retail fact, more than the famous guitar pitch on Dragons’ Den, is the reason Levi Roots is taken seriously by commercial audiences. It marked one of the fastest retail launches the supermarket had recorded. The brand has since extended into ready meals, soft drinks, desserts, restaurant partnerships, and a flagship Caribbean Smokehouse in Westfield Stratford City. Each step required a different commercial discipline, from product development and licensing to retail buyer negotiation and hospitality operation. Levi has worked through all of them with Peter Jones still on the cap table. Before the sauce, there was a Brixton kitchen, a Notting Hill Carnival stall trading for more than twenty years, and a MOBO-nominated music career under the name Free Your Mind. That backstory matters because it explains the brand. The product was not a marketing construct. It was a recipe with a performance attached to it. On stage, Levi works the same instinct. He plays the guitar, tells the Windrush family story, and walks audiences through what actually happens when a domestic recipe meets a national retail buyer. The argument is for founders, sales teams, and culture-led brands that need a working example of how authenticity translates into shelf space. Key speaking topics Entrepreneurship and start-up scaling Brand building from personal narrative Retail launch and supermarket distribution Resilience and reinvention Cultural heritage as commercial advantage Storytelling and performance in business Ideal for Sales conferences and retail customer events Founder programmes, accelerators, and entrepreneurship awards Diversity and inclusion events seeking a commercial voice After-dinner and motivational keynotes for large mixed audiences Audience outcomes A concrete account of how a kitchen-table product reaches a national supermarket shelf. A live demonstration of how performance and personality function as brand assets. Direct lessons on negotiating with investors and retail buyers, drawn from a known case. An entertaining, music-led keynote that leaves a room energised rather than lectured.