Digital Transformation speakers

Why organisations work with Omer Wilson He has run the brand function inside three of the most consequential data centre platforms of the last decade, including Digital Realty in EMEA and APAC, giving him a working model of how technical infrastructure businesses actually win category leadership. He has been voted Datacloud Marketer of the Year on two separate continents, in Monaco in 2015 and Singapore in 2018, which is a rare double inside the industry’s only credible peer-voted award. He builds brand strategy that translates between cultures, with operational experience in the UK, Singapore and now Portugal, and a Turkish-British background that informs his work on Asia and emerging-market positioning. He is currently leading marketing for a 1.2 GW, EUR 8.5 billion AI-era data campus in Sines, which means his commentary on the next decade of digital infrastructure marketing is grounded in a live programme, not retrospective analysis. Biography highlights Chief Marketing Officer, Start Campus, leading brand and go-to-market for the SINES DC campus in Portugal. Former Chief Marketing Officer at Qarbon Technologies and Pure Data Centres Group. Senior marketing leadership at Digital Realty across EMEA and APAC, joining the company in 2011 in London. Datacloud Data Centre Marketer of the Year 2015, Monaco. Datacloud Asia Marketer of the Year 2018, Singapore. Founder and Chief Strategist, Anatolia.Asia Consulting Group; trained on the IBM Global Graduate Scheme; former Head of Corporate Solutions Marketing for Jones Lang LaSalle EMEA. Biography The data centre industry built its commercial story on power, cooling and square metres. As AI workloads have changed what hyperscale customers actually need, the buying conversation has shifted to sustainability, sovereignty and brand trust. The companies winning that conversation are doing marketing work most of the sector still treats as overhead. Wilson has been one of the operators inside that shift. At Digital Realty he ran marketing across EMEA and later APAC after joining the firm in London in 2011, then took the CMO seat at Pure Data Centres Group and Qarbon Technologies. He is now Chief Marketing Officer at Start Campus, the operator behind the 1.2 GW SINES campus in Portugal, an EUR 8.5 billion programme positioned as one of Europe’s most sustainable AI data centres. His professional voice was shaped early by the IBM Global Graduate Scheme and then by running corporate solutions marketing at Jones Lang LaSalle across EMEA. That mix matters, because he treats brand as a commercial system: pricing, sales enablement and customer narrative working as one engine. He has been voted Datacloud Marketer of the Year twice, in Monaco in 2015 and Singapore in 2018, the industry’s clearest peer signal that the work travels. He also founded Anatolia.Asia Consulting Group, advising technology and infrastructure clients on positioning across Europe and Asia, and is a regular keynote speaker at Cloud Expo Asia, Data Centre World and DCD events. The through-line in his work is category creation: helping technical businesses build brand authority before commodity pressure forces a price conversation. Key speaking topics Brand strategy in technology and digital infrastructure Marketing leadership in data centres and hyperscale Category creation in B2B technology Cross-cultural positioning between Europe and Asia Sustainability and AI as commercial narratives Go-to-market for capital-intensive technology businesses Ideal for CMOs and senior marketing leaders inside technology, infrastructure and capital-intensive B2B businesses CEOs and founders of scale-up technology companies preparing a category narrative Sales and commercial leadership teams in data centres, cloud, energy and adjacent infrastructure sectors Industry conferences in digital infrastructure, AI, cloud and sustainability Audience outcomes A clearer model for how brand work compounds commercial value inside technical categories. Examples from inside the data centre industry of how marketing has shifted from spec-led to narrative-led selling. Practical perspectives on positioning sustainability and AI claims so they hold up with sophisticated buyers. A sharper view of how Asia, Europe and emerging markets behave differently as B2B technology audiences.

Why organisations work with Patrick Kramer Few European voices speak from inside the technology they describe. Kramer carries multiple working implants and has implanted chips publicly on stage, which gives boards a concrete reference point for a debate that usually stays theoretical. Founder and CEO of Digiwell, one of Europe’s most visible commercial biohacking platforms, and founding member of VivoKey Technologies alongside Amal Graafstra. That puts him at the operating end of subdermal identity, not on the commentary side. Twenty years in IT and consulting, including IBM, gives him fluency in enterprise digital transformation language. The cyborg material lands in vocabulary boards already use. Sustained press presence in WIRED, The Wall Street Journal, Bloomberg, and PCWorld on under-the-skin technology, which signals he can carry a serious conversation with both technical and general audiences. Biography highlights Founder and CEO, Digiwell – Upgrading Humans, founded 2014, Hamburg. Founding member, VivoKey Technologies, a subdermal identity and authentication platform. Twenty-plus years in international IT and consulting, including IBM. TEDxBucharest speaker, “Super-humans: interconnected cyborgs.” Featured in WIRED, The Wall Street Journal, Bloomberg, Computerworld, PCWorld, and Red Bull Media. Professional member of the German Speakers Association and the Global Speakers Federation. Biography Most enterprise debates about human augmentation never leave the slide deck. Patrick Kramer carries the technology under his skin and runs a company that fits it to other people. Through Digiwell, the Hamburg-based platform he founded in 2014, he has built one of Europe’s most visible commercial operations in subdermal NFC and RFID implants used for access, payment, identity, and medical data. The work sits at the edge of mainstream digital transformation, but it grew out of it. Twenty years in international IT and consulting, including a long period at IBM, gave him the enterprise vocabulary that most biohacking voices lack. As a founding member of VivoKey Technologies, the cryptographic identity platform launched with Amal Graafstra, he is also embedded in the engineering side of the field rather than only its public-facing narrative. His TEDxBucharest talk, “Super-humans: interconnected cyborgs,” set out the argument that has since been picked up by WIRED, The Wall Street Journal, Bloomberg, and PCWorld. Technology that started on the desk, then on the wrist, is now moving under the skin, and the implications for security, HR, healthcare, and product design are practical rather than speculative. For senior audiences, the value is in the translation. Kramer takes a category that boards tend to dismiss as fringe and connects it back to questions they already own: identity, authentication, employee health data, and the long arc of digital transformation as it stops being external to the human body. Key speaking topics Human augmentation and biohacking Subdermal identity and authentication Digital transformation and the Internet of Things Future of human-machine integration Longevity and performance enhancement Smart cities and connected environments Ethics of under-the-skin technology Ideal for Boards and executive teams setting digital identity, security, and authentication strategy CIOs, CTOs, and CDOs running enterprise digital transformation programmes HR and benefits leaders evaluating health, wellbeing, and workforce technology Innovation, R&D, and product teams in healthcare, financial services, and consumer technology Audience outcomes A working mental model for where biohacking and human augmentation fit inside an enterprise digital transformation roadmap A concrete view of subdermal identity and what it changes for authentication, payments, and access control Sharper vocabulary for the ethical, legal, and HR questions that arise when technology moves from the device to the body Specific examples from Digiwell and VivoKey of what is already operational, separated from what is still speculative

Why organisations work with Pavel Verbnyak Practical instruction in goal-setting and execution discipline drawn from direct training under Jack Canfield and Robbins Research International, two of the most established lineages in the personal-development field. Bilingual delivery in English and Russian, with a client list that spans Russian and CIS corporates including Sberbank, Lukoil, MTS, Russian Railways and Rostelecom. Founder and CEO of Successful Thinking, a coaching practice he has run since 2012, focused on personal effectiveness for entrepreneurs and managers. Vice President of JCI Russia, which gives him access to a working network of younger entrepreneurs across the federation’s chapters. Sessions are built for individuals rather than the room: time management, energy management, habit formation, and how leaders sustain output through long cycles. Biography highlights Founder and CEO of Successful Thinking, established 2012. Vice President of JCI Russia (Junior Chamber International). Graduate of Jack Canfield’s Train the Trainer Live programme, 2014. Certified by Robbins Research International. Client work with Sberbank, MTS, Russian Railways, Lukoil, Rostelecom, Renault and Volkswagen. Delivers in English and Russian. Biography The leaders who hold up under sustained pressure tend not to be the ones with the cleverest strategy. They are the ones with the most disciplined personal operating system: how they set goals, protect their attention, manage energy, and recover. That is the territory Pavel Verbnyak has worked in for more than a decade. He founded Successful Thinking in 2012 as a coaching and training practice for entrepreneurs, executives and managers across Russia and the CIS. The work centres on the practical mechanics of personal effectiveness: goal-setting, time and energy management, habit formation, and the daily disciplines that separate consistent performers from intermittent ones. His training lineage sits inside two of the best-known traditions in the field. He completed Jack Canfield’s Train the Trainer Live programme in 2014 and is certified through Robbins Research International. He also serves as Vice President of JCI Russia, the national chapter of Junior Chamber International, which connects him to a working network of young entrepreneurs across the federation. Client engagements include Sberbank, MTS, Russian Railways, Lukoil, Rostelecom, Renault and Volkswagen. He delivers in English and Russian, which makes him a credible choice for organisations running development programmes across Russian-speaking markets where the supply of senior bilingual personal-development practitioners is thin. Key speaking topics Goal-setting and execution discipline Time and energy management Habits of high performers Personal leadership and self-management Mindset and motivation Communication and influence Stress and resilience Ideal for Sales and commercial teams running long-cycle individual targets. Entrepreneur and founder programmes, particularly in Russian-speaking markets. Talent and leadership development functions seeking a personal-effectiveness module. Internal kick-off and motivational sessions for mid-management cohorts. Audience outcomes A working method for setting goals and reviewing progress against them. Concrete techniques for managing time and protecting focus during the working day. A clearer sense of which daily habits drive results and which absorb energy without return. Practical tools for building motivation and discipline through longer execution cycles.

Why organisations work with Pedro Moneo Structural early sight of emerging technology. As publisher of MIT Technology Review in Spanish and Portuguese since 2008, he sees breakthrough research before it reaches mainstream corporate strategy. A working model for moving innovation out of pilot. Opinno has executed digital transformation, AI, and innovation programmes for large enterprises across Europe and Latin America since 2008. The work shows what survives contact with the corporate operating model. Engineering rigour applied to commercial decisions. His training as a nuclear engineer at the French Atomic Energy Commission, followed by reactor research at Argonne National Laboratory, gives him a system-design lens on technology adoption. Direct exposure to innovation markets outside the usual US-UK circuit. Opinno operates from offices across Spain, Italy, France, Mexico, Colombia, Peru, Chile, and Argentina, giving him client experience that few speakers can offer. Biography highlights CEO and founder of Opinno, a global innovation consultancy with more than 230 consultants and twelve offices across Europe and Latin America. Publisher of MIT Technology Review in Spanish and Portuguese since 2008; former online publisher of Harvard Business Review in Spanish. Senior Advisor to NASA on cross-industry innovation summits. World Economic Forum Young Global Leader (2016), Eisenhower Innovation Fellow (2014), and Aspen Institute Adler Fellow (2016). Co-founder of the Madrid chapter of the XPrize Foundation. Member of the Board of Advisors at ESCP Business School. Featured as a published case study at IESE Business School. Biography Opinno was founded in Silicon Valley in 2008, the week Lehman Brothers collapsed. Pedro Moneo’s bet was that the crisis would force every large company to reckon with technologies they had been avoiding. He was right. The firm now operates from twelve offices across Europe and Latin America, working in the gap between emerging technology and the corporate operating model. His route to that role is less obvious than the bio of most innovation consultants. He trained as a mechanical engineer at the Polytechnic University of Madrid, then as a nuclear engineer at the French Atomic Energy Commission. He started his career on reactor research at Argonne National Laboratory in Chicago. Strategy consulting at Accenture and a deputy directorship at FEDIT, Spain’s largest private R&D network, followed before he started the company. Two adjacent roles anchor his view of emerging technology. Since 2008 he has been the publisher of MIT Technology Review’s Spanish and Portuguese editions. The role gives him sustained early sight of the research that eventually reaches corporate strategy. Since 2016 he has advised NASA on cross-industry innovation summits. The World Economic Forum named him a Young Global Leader in 2016, and the Eisenhower Foundation made him an Innovation Fellow in 2014. Inside a corporate boardroom, the question he keeps asking is the one most innovation programmes avoid. What does the operating model need to look like for this technology to generate revenue? The answers come from Opinno’s enterprise work across Spain, Italy, France, Mexico, Colombia, Peru, Chile, and Argentina. Key speaking topics Innovation as a managed corporate discipline Digital transformation in established enterprises Artificial intelligence in the operating model Open innovation and ecosystem design Emerging technology and corporate strategy The Iberian and Latin American innovation landscape Ideal for Boards and CEOs trying to operationalise AI and emerging technology beyond pilot stage Chief Innovation Officers, CTOs, and transformation leads inside large corporates Executive teams in Spanish and Portuguese-speaking markets who need a credible local voice Industry bodies and ecosystem builders shaping national innovation policy Audience outcomes Which emerging technologies are close to commercial maturity, and which are not The specific reasons most corporate innovation programmes fail at the transition from lab to operating model Worked examples from Opinno’s enterprise engagements across Europe and Latin America The texture of corporate innovation in Spanish and Portuguese-speaking markets, where most US and Northern European speakers cannot offer first-hand evidence

Why organisations work with Peter Hinssen His Never Normal concept and the seven transformation levers of The Uncertainty Principle give leadership teams a shared language for permanent disruption and a structured way to allocate innovation effort across multiple time horizons, a practical alternative to the generic instruction to “be more innovative.” His background runs the full organisational arc, from three technology exits (including a stock-exchange listing) to an Entrepreneur in Residence role at McKinsey & Company and a former non-executive board seat at Belfius Bank, which means he speaks with equal credibility to founders, operators, and board members. The Uncertainty Principle (Lannoo, 2025), endorsed by the Chairman of MIT CISR, gives boards seven concrete levers of transformation for treating systemic uncertainty as a strategic input. His client roster spans TSMC, Novo Nordisk, AstraZeneca, BMW, Unilever, PepsiCo, LVMH, Microsoft, and Bloomberg, which gives him cross-sector pattern recognition on how the innovation-operations tension shows up differently depending on industry structure and ownership context. Biography highlights Founder, nexxworks, an innovation company that runs masterclasses and innovation tours for established organisations Author of six books, including The Uncertainty Principle (Lannoo, 2025) Serial entrepreneur: founded e-COM (acquired by Alcatel-Lucent), Streamcase (acquired by Belgacom), and Porthus (listed on the stock exchange in 2006, acquired by Descartes) Entrepreneur in Residence, McKinsey & Company, focused on digital and technology strategy Visiting Lecturer, London Business School Former Non Executive Board Member, Belfius Bank; former board member, Mediahuis LinkedIn Top Voice Biography Most companies are built to deliver predictable results, which is precisely the wrong design when disruption becomes the climate rather than the weather. Peter Hinssen calls this state the Never Normal: a condition of permanent change in which the only constant is uncertainty. And yet budget cycles reward certainty. Governance structures penalise experiments that take longer than a financial year to pay off. The result is a structural gap between operational excellence and the capacity for genuine reinvention. His body of work is a sustained answer to that gap. The Never Normal reframes constant disruption as an operating condition to design for, not an exceptional period to wait out. The Day After Tomorrow, his 2017 book, introduced a now widely used way to think across three time horizons. Leaders fund today’s operations, tomorrow’s plans, and the reinvention that decides who is still relevant a decade out. That argument carries weight because Hinssen has lived the full arc of a company’s life. He founded and scaled three technology firms, including Porthus, which listed on the Belgian stock exchange in 2006 before Descartes acquired it. He served as Entrepreneur in Residence at McKinsey & Company, was a Non Executive Board Member at Belfius Bank, and today runs nexxworks, the innovation company he founded. He is a Visiting Lecturer at London Business School. His sixth book, The Uncertainty Principle (Lannoo, 2025), makes the case most directly: uncertainty is not a risk to hedge but the raw material from which bold organisations build advantage. The book works through seven levers of transformation, including strategy, foresight, organisational design, culture, innovation, risk appetite, and the changing nature of work. Dr Peter Weill, Chairman of MIT CISR, calls it a guide to navigating between the forces of pessimism and possibility. Key speaking topics Innovation strategy and multi-horizon investment The Never Normal and permanent disruption The Uncertainty Principle and decision-making under uncertainty Organisational reinvention and the Phoenix model Artificial intelligence and augmented intelligence Digital transformation and business-model change Leadership under permanent uncertainty Ideal for Boards and C-suite teams steering established businesses through structural disruption Chief Innovation Officers and transformation leads who own the innovation-operations tension Strategy teams that need a shared basis for multi-horizon investment decisions Large incumbents across consumer goods, healthcare, financial services, technology, and industrials facing a reinvention mandate Audience outcomes A shared vocabulary for investing across three time horizons: today, tomorrow, and the bolder reinvention beyond A way to treat uncertainty as a strategic input rather than a threat, drawn from The Uncertainty Principle A reframing of AI as a structural accelerant of the innovation-operations challenge, not a standalone technology decision Clarity on the organisational design and governance choices that separate companies that reinvent from those that get disrupted

Why organisations work with Philipp Kristian He treats trust as an operating variable in digital and AI transformation, not a soft cultural theme, and equips leaders with language to discuss it at board level. His thesis predates the current AI debate. The Trust Economy was published in 2017 and has since been translated into German by Springer Gabler, giving his framework a longer track record than most current AI-trust voices. He brings an Asia-anchored view of technology adoption, drawing on a decade of work with Fortune 500s in Singapore and across JAPAC, which most Western-based speakers in this space cannot offer. He has lectured inside INSEAD Executive Education, CEDEP, Singapore Management University, and Civil Service College Singapore, so executive audiences encounter material that has been pressure-tested with senior cohorts. Biography highlights Author of The Trust Economy (Marshall Cavendish, 2017) and RESET: Rethinking Our World And Creating A Different Future (World Scientific, 2021). German edition of The Trust Economy published by Springer Gabler in 2018. Faculty and lecturer engagements at INSEAD Executive Education, CEDEP, Singapore Management University, and Civil Service College Singapore. World Economic Forum Global Shaper, Kairos Society Fellow, and Leader of Tomorrow at the St Gallen Symposium. TEDx speaker, with keynote audiences including Meta, BCG, EY, Munich Re, Standard Chartered, Salesforce, LVMH, Microsoft, Deloitte, P&G, and Zillow. Based in Singapore, with a decade of innovation work across Asia for Fortune 500 corporations and high-growth scale-ups. Biography Trust is the part of digital transformation that the engineering plan does not solve. AI rollouts stall, data products fail to land, and customer adoption flattens for reasons that sit outside the technology stack. Philipp Kristian has spent more than a decade arguing that this is the real bottleneck, and that organisations need a strategy for it. His 2017 book The Trust Economy, published by Marshall Cavendish and later translated into German by Springer Gabler, set out an early framework for how digital businesses earn and lose trust at scale. RESET, published by World Scientific in 2021, extends the argument into the post-pandemic shift in how people relate to institutions, technology, and each other. The work has been refined inside executive classrooms. He has held faculty and lecturer engagements at INSEAD Executive Education, CEDEP, Singapore Management University, and the Civil Service College in Singapore, where the material is taught to senior public and private sector cohorts. The World Economic Forum named him a Global Shaper; the Kairos Society named him a Fellow; the St Gallen Symposium named him a Leader of Tomorrow. Based in Singapore, he brings a non-Western reading of how trust travels through markets, regulators, and customer bases that most boards no longer treat as peripheral. Keynote audiences include Meta, BCG, EY, Munich Re, Standard Chartered, Salesforce, LVMH, Microsoft, Deloitte, and Zillow. Key speaking topics Trust in AI and data systems Digital transformation and adoption Customer experience in digital businesses Future of work and human-technology collaboration Leadership in the digital economy Brand trust and reputation under technological change Ideal for Boards and executive committees overseeing AI, data, and digital transformation programmes CIO, CTO, CDO, and Chief Trust Officer functions working through adoption and governance questions CMO and customer experience leaders rebuilding brand credibility in digital channels Financial services, professional services, and regulated industries facing trust and reputation pressure from AI deployment Audience outcomes A working vocabulary for discussing trust as an operating asset in digital and AI strategy at board level A reading of why AI and data initiatives lose momentum at the adoption stage, with the levers leaders can use to keep them moving An Asia-anchored perspective on how trust is built and broken across regulators, customers, and employees in fast-digitising markets Specific examples drawn from a decade of innovation work with Fortune 500 corporations and scale-ups in Singapore and across JAPAC

Why organisations work with Philippe Dewost He has run digital transformation from inside the state. As director of a €4.25 billion programme at Caisse des Dépôts, he is one of the few practitioners who can speak to public capital, regulation, and operating execution as a single problem. He authored the 2013 report that produced La French Tech. Leaders briefing him on ecosystem strategy are talking to the person who designed one. He built LaBChain, the 27-partner blockchain consortium at Caisse des Dépôts, before most boards had a working vocabulary for distributed ledgers. His material on blockchain is mechanism-first, not hype. He has operated at every layer of the stack: co-founder of Wanadoo, CEO of a Cambridge startup acquired by Apple, head of Leonard at VINCI, director general of a French engineering school. The same person has shipped consumer products, sold technology to Apple, and built a national policy instrument. Biography highlights Co-founder of Wanadoo, France Telecom’s consumer internet service, which became Europe’s leading ISP at peak. Former CEO of imSense (Cambridge), the image-processing company acquired by Apple in 2010. Director of a €4.25 billion digital programme at Caisse des Dépôts under France’s Programme d’Investissements d’Avenir. Author of the 2013 report to the French Prime Minister that gave rise to La French Tech, announced in January 2014. Founder of LaBChain, a 27-partner blockchain R&D consortium led from Caisse des Dépôts. Director of Leonard, VINCI Group’s corporate innovation and foresight programme; led EPITA, the IT and cybersecurity engineering school; author of “De Mémoire Vive” (2022), preface by Cédric Villani. Biography Wanadoo was an internal France Telecom project in 1995 when Philippe Dewost helped build its product management. Four years later it was Europe’s leading internet service provider with over a million subscribers. That early experience set the pattern: technology only matters when it reaches operating scale and the institutions around it learn to govern it. After running imSense, the Cambridge image-processing company acquired by Apple in 2010, he joined Caisse des Dépôts in 2011 to direct a €4.25 billion digital investment package under France’s Programme d’Investissements d’Avenir. In 2013 he authored the report to the Prime Minister that became the design document for La French Tech, the initiative launched in January 2014 with €215 million of public funding. He then built LaBChain, a 27-partner blockchain consortium that became one of Europe’s earliest serious cross-sector experiments in distributed ledgers. At VINCI Group from 2017 he ran Leonard, the corporate innovation and foresight programme, leading exploration across autonomous vehicles, climate resilience, AI and four other long-horizon topics. The intrapreneurship engine he built there is now a reference model for other large corporates. From October 2021 he ran EPITA, the IONIS Group engineering school, focusing it on cybersecurity and on a presence at the cyber campus in La Défense. He is also Operating Partner at C4 Ventures, Pascal Cagni’s consumer high-tech fund, and sits on the board of agritech firm SunR. His 2022 book “De Mémoire Vive”, with a foreword by mathematician Cédric Villani, is a personal history of the digital revolution by someone who was inside several of its turning points. It was published with 42 unique NFT-numbered first editions, an editorial choice that says something about the author’s instinct for where the technology is going next. Key speaking topics Digital sovereignty Blockchain as institutional infrastructure Corporate innovation and intrapreneurship at scale Building national technology ecosystems Cybersecurity as a strategic capability Artificial intelligence in operating environments Smart cities and autonomous mobility The history and trajectory of the digital revolution Ideal for Board members and CEOs setting digital, AI or sovereignty strategy at a European scale CIOs, CTOs and Chief Innovation Officers moving from pilots into operating deployment Public sector leaders and policy teams designing ecosystem or industrial policy in technology Corporate venture and innovation leads building intrapreneurship and partnership engines Audience outcomes A working mental model of how digital ambition translates into operating capability, with named examples from French and European programmes. A clear-eyed read on blockchain as a coordination mechanism between institutions, not as a product category. A senior practitioner’s view of where corporate innovation programmes succeed and where they stall. A specific framing of digital sovereignty that boards can use to interrogate vendor, infrastructure and talent dependencies.

Why organisations work with Piers Linney He is running an AI-agent business while he speaks about one. Implement AI has rolled out managed digital workforces inside more than 120 UK companies, so the deployment patterns he describes are ones he is shipping. His finance and policy lens is unusual for an AI speaker. Former Non-Executive Director of the British Business Bank during the GBP 90 billion Covid loan programmes, with prior careers in M&A at Credit Suisse and venture capital. He has been on both sides of the cap table. Co-CEO of Outsourcery through AIM listing and administration, then Dragon on BBC Two’s Dragons’ Den, then investor and co-founder again. He is a credible voice on diversity and social mobility without using the word as a slogan. MBE 2026, European Diversity Champion 2024, founding trustee of the Powerlist Foundation. He works on stage in the register a senior buyer needs: operator, not analyst. Mainstage keynotes at Tech Show London, AI and Big Data World, DTX, ICAEW and Elite Business Live. Biography highlights Co-founder and Executive Chairman, Implement AI, winner of AI Startup of the Year (London), UK Startup Awards 2025. Investor on BBC Two’s Dragons’ Den, series 11 and 12, and subject of Channel 4’s The Secret Millionaire. Former Non-Executive Director, British Business Bank, appointed 2017. MBE, King’s New Year Honours 2026, for services to small business, entrepreneurship, banking, diversity and social mobility. Chairman and co-founder, Atherton Bikes, additive-manufactured mountain bikes used to win the 2023 UCI Downhill World Championships. Former Co-CEO of Outsourcery (AIM-listed cloud and communications business) and former Trustee of Nesta. Biography Implement AI now runs managed digital workforces inside more than 120 UK businesses, from manufacturers to marketing agencies. It is the latest company built by Piers Linney, who co-founded it in 2023 with Dr Aalok Shukla and serves as Executive Chairman. The work sits at the practical edge of the AI conversation: not whether to use it, but how to get agents into the operating model and measure what they return. That operator stance is reinforced by an unusually wide finance and policy track record. Linney trained as a solicitor at SJ Berwin, moved into M&A investment banking at Credit Suisse, then ran the buyout that became Outsourcery, taking the cloud and communications business onto AIM in 2013 in a GBP 13 million flotation. He was later appointed Non-Executive Director of the British Business Bank, where he sat through the design of the UK government’s Covid SME loan programmes. Audiences know him from Dragons’ Den, where he invested as a Dragon for series 11 and 12, and from Channel 4’s The Secret Millionaire. He chairs Atherton Bikes, the additive-manufactured mountain bike maker whose frames carried Atherton siblings to UCI Downhill World Championship titles in 2023. He sits on Sky’s Diversity Advisory Council and was a founding trustee of the Powerlist Foundation. The MBE in the 2026 New Year Honours captured the through-line: small business, entrepreneurship, banking, diversity and social mobility. For boards trying to convert AI ambition into deployed capability, the value he brings is the rare combination of someone who has built and sold a tech business, sat on the board of a development bank, picked winners on national television, and is now shipping an AI-agent platform. Key speaking topics Artificial intelligence and the digital workforce AI agent deployment and operating model redesign Entrepreneurship and scaling technology businesses Future of work and workforce transformation Access to capital and SME financing Diversity, social mobility and inclusion in business Ideal for Boards and executive committees moving from AI pilots to deployed agent capability. CEOs, COOs and transformation leads redesigning operations around digital workers. Entrepreneur and scale-up audiences, including investor networks and chamber of commerce events. CHROs and learning leaders preparing workforces for AI-augmented roles. Audience outcomes A working picture of what an AI-agent operating model looks like, with concrete examples from live deployments. Sharper questions for vendors, internal teams and investors about where AI does and does not pay back. A perspective on the capital environment shaping technology investment, drawn from a former development-bank director. Confidence in framing AI as an operating decision, not an IT project.

Why organisations work with Purna Virji At Microsoft and LinkedIn she worked the commercialization layer for emerging AI, shaping the strategy and market narratives that decide whether a new capability reaches and convinces a market. She speaks to the gap between what a product can do and what customers adopt from direct operating experience, not observation. She gives executive teams a way to measure AI by business outcomes rather than activity, replacing “time saved” and tokens used with quality lift, scope growth, and capability unlock, the language finance and boards will fund. Her Agent-Led Growth work maps a shift most leaders have not yet priced in: customers delegating discovery and purchase decisions to AI agents, and what that does to how brands get found and trusted. She wrote the award-winning High-Impact Content Marketing (Kogan Page), recognised as a Choice Outstanding Academic Title, which grounds her credibility in published, peer-recognised work rather than conference reputation alone. Biography highlights More than a decade across Microsoft and LinkedIn in AI commercialization, go-to-market, and customer engagement, including Senior Manager of Global Engagement at Microsoft and Principal Consultant, Content Solutions at LinkedIn. Author of High-Impact Content Marketing (Kogan Page, 2023), a Choice Reviews Outstanding Academic Title (2024) and Goody Business Book Award winner. Creator of the Agent-Led Growth newsletter, publishing original frameworks on agentic commerce, AI adoption, and trust as a ranking factor. Named the #1 Most Influential PPC Expert in the World (PPC Hero, 2016), an Adweek Young Influential (2018), and Search Personality of the Year (US Search Awards). Honoured Listee, Marquis Who’s Who in America (2023). Has keynoted in more than 20 countries; work featured in Adweek, The Drum, TNW, Search Engine Land, and Search Engine Journal. Biography Most AI initiatives do not fail in the lab. They fail in the gap between a working model and a customer who changes nothing about how they work. Purna Virji has spent her career inside that gap, at the point where AI commercialization, go-to-market strategy, and customer behaviour meet. That vantage point is unusual. She spent more than a decade at Microsoft and LinkedIn in commercialization and go-to-market work, latterly focused on emerging AI, where she shaped the strategy and market narratives that decide whether a new capability earns trust and gets adopted. She has seen the failure modes up close, from unclear value to a customer journey that asks too much too soon. Her published work carries the same argument. High-Impact Content Marketing (Kogan Page) was named a Choice Reviews Outstanding Academic Title, and her Agent-Led Growth newsletter tracks the next shift: customers handing discovery, comparison, and purchase decisions to AI agents acting on their behalf. The implication for brands is direct. Influence moves from catching a person’s eye to earning an agent’s confidence. What she brings to a leadership audience is a way to argue about AI in board language. She reframes success away from time saved and tasks completed toward quality lift, scope growth, and capability unlock, the outcomes that survive a finance review. Her Agent-Led Growth research names the real blocker directly: the Delegation Gap, the distance between what AI can technically do and what people are ready to hand over. For executives funding AI and seeing experimentation rather than impact, closing that gap is the work. Key speaking topics AI commercialization and adoption Agentic commerce and AI-led customer journeys Measuring AI business impact and ROI Go-to-market strategy for AI products Trust, discovery, and brand visibility in the AI era AI-driven sameness and competitive differentiation Ideal for Executive teams and boards funding AI initiatives and asking what return they are getting AI transformation leads, CTOs, and product leaders moving from pilot to deployment CMOs and revenue leaders facing the shift to agent-led discovery and commerce Enterprise B2B and SaaS organisations whose growth depends on AI adoption by customers Audience outcomes A framework for tying AI initiatives to outcomes a board will fund: quality lift, scope growth, capability unlock, rather than activity metrics. A clear picture of how agent-led customer journeys change discovery, trust, and where buying influence sits. A diagnosis of why specific AI initiatives stall at the pilot stage, and where the product-to-market handoff breaks. A way to spot where AI-driven sameness enters content and customer experience, and how to design for differentiation from the start.

Why organisations work with Rahaf Harfoush Her work is anthropological, not predictive. It is grounded in fieldwork, behavioural research, and fifteen years of watching what technology does to the people who use it. That matters when leadership teams have already absorbed every version of the AI hype cycle and want something more durable. Her positions on AI move with the research, because the research is hers. What she takes into a boardroom in 2026 is not what she said in 2024, and the next book she is writing on humane productivity in the age of AI is shaping her current thinking in real time. She works across the full institutional range. The same questions she takes into board conversations on AI strategy show up in her policy work at the UN, her research at Oxford and Cambridge, and her teaching at Sciences Po. That range means she can speak credibly to executives, regulators, and creative teams in the same week. The Decoded Company thesis; that organisations should apply the same analytical rigour to understanding their talent as they apply to understanding their customers, gives CHROs and people strategy teams a precise, data-grounded argument for workforce intelligence. She brings an active body of work. The Decoded Company was a New York Times bestseller, Hustle & Float set the structural argument on productivity and creative work, a fourth book on humane productivity in the age of AI is in progress, and her weekly newsletter and original research mean she arrives at every engagement with new material rather than a fixed deck. Biography highlights Executive Director, Red Thread Institute of Digital Culture; former Associate Director, Technology Pioneer Programme, World Economic Forum, Geneva Member, UN Secretary-General’s High-Level Advisory Body on Artificial Intelligence; member, France’s National Digital Council; served on President Macron’s “Enlightenment in the Digital Age” commission on AI and democracy Visiting Policy Fellow, Oxford Internet Institute; Research Affiliate, Minderoo Centre for Technology and Democracy, University of Cambridge Author of Hustle & Float (2019); co-author of The Decoded Company (New York Times and USA Today bestseller; 2015 Gold Axiom Award for Best Business Technology Book) Named to the Thinkers50 2025 ranking; shortlisted for the Thinkers50 Innovation Award (2021); writing featured in Harvard Business Review, Wired, Financial Times, and Fast Company Faculty at Sciences Po’s School of Management and Innovation, Paris, teaching “Innovation and Emerging Business Models” Biography For the past fifteen years, the same question has run through her work. What happens to human beings when the systems they work and live inside change faster than their ability to absorb the change? That question has taken her into the early Obama campaign, the World Economic Forum, the UN, the Oxford Internet Institute, and the boardrooms of some of the largest companies in the world. The pattern she keeps finding is the same. The technology gets the attention. The behavioural and cultural consequences get ignored until they show up as a problem no one can solve with another tool. Her first book, Yes We Did, documented the digital infrastructure behind the 2008 Obama campaign from inside the war room. Her second, The Decoded Company (co-authored, and a New York Times and USA Today bestseller), argued that organisations apply rigorous analytics to their customers and intuition to their people, and pay for that mismatch in every retention number. Her third, Hustle and Float, made the case that the conflict between productivity culture and creative work is older than any of the tools we blame for it, and cannot be solved by another wellness programme. Her current research focuses on AI’s impact on human cognition and learning. This is the territory where the most urgent questions are being asked, and where the gap between what the technology can do and what organisations actually need is widest. She is writing about it, teaching about it at Sciences Po, advising on it at the UN, and bringing what she finds onto the stage as it develops. She holds research affiliations with the Oxford Internet Institute and Cambridge’s Minderoo Centre for Technology and Democracy. She served on President Macron’s “Enlightenment in the Digital Age” commission and on France’s National Digital Council. Her work has been featured in the Harvard Business Review, Wired, the Financial Times, and Fast Company. She was named to the Thinkers50 2025 ranking and shortlisted for the Thinkers50 Innovation Award in 2021. Key speaking topics Digital culture and organisational behaviour Artificial intelligence governance and ethics The future of creative and knowledge work Human-centred AI strategy Innovation and emerging business models Leadership in technological disruption Data intelligence and talent strategy Ideal for C-suite leadership teams who want to think clearly about AI before committing to a strategy they will have to defend in eighteen months CHROs and people leaders facing the talent, learning, and creative-performance consequences of AI adoption Government, regulatory, and policy audiences working on AI governance and digital policy Innovation, foresight, and strategy functions in technology-intensive and creative industries Audience outcomes A working framework for understanding what AI is actually doing to the people in your organization, beyond productivity metrics Language for the cultural and cognitive shifts your leaders are already sensing but have not been able to name A clearer position on AI governance, grounded in research and lived policy experience at the UN and national level A sharper read on the gap between what your technology strategy assumes and what your people are experiencing

Why organisations work with Raheela Mahomed A working anchor’s interview discipline applied to corporate panels: senior speakers get pressed cleanly on the questions an audience actually wants answered, without the host losing the room. Subject fluency across digital transformation, climate and sustainability, geopolitics and DEI, built from live news coverage rather than a single specialism, useful for agendas that span more than one track. International newsroom credibility from Al Jazeera English, CNN International and DW News, including a co-presented Emmy-nominated programme, NewsGrid, that translates immediately for global audiences. A studio operator who can hold a live, multi-camera broadcast format on stage, demonstrated on SAP’s Sapphire Now and at the Future of Media Leaders Summit in Doha. Biography highlights News anchor, Deutsche Welle (DW News), Berlin, since 2021; presenter of hourly bulletins and DW News Africa. Eight years at Al Jazeera English in Doha, anchoring the flagship Newshour and serving as Indonesia correspondent. Co-presenter and producer of NewsGrid, Al Jazeera English’s interactive news programme, International Emmy nominee in News, 2018. Earlier roles at CNN International, including contribution to the launch of the CNN Freedom Project on human trafficking. Current contributor to BBC World News on Ukraine, Israel and Gaza, and Iran. Conference host and moderator for SAP’s Sapphire Now and the Future of Media Leaders Summit, Doha; UN conference speaker at Shoko Festival Hub in Harare. BA Journalism, University of Westminster; MA International Public Policy, University College London; BRIT School alumna. Biography A live news desk is the closest professional analogue to a complex corporate stage. Both demand fluency across unfamiliar subjects, the ability to ask a sharper question than was scripted, and the composure to keep an audience inside a story that could otherwise unravel. Raheela Mahomed has worked that desk for more than a decade. Her anchoring career runs through three of the major international broadcasters. At CNN International she covered the 2012 Olympics, the Arab Spring and Egypt’s elections, and contributed to the launch of the CNN Freedom Project on human trafficking. From 2012 to 2020 she was based in Doha for Al Jazeera English, presenting the flagship Newshour, serving as Indonesia correspondent, and co-presenting NewsGrid, an interactive news show nominated for an International Emmy in News in 2018. Since 2021 she has been a news anchor at Deutsche Welle in Berlin, hosting hourly English-language bulletins and DW News Africa across the pandemic, Sudan, the US withdrawal from Afghanistan, and the war in Ukraine. She also contributes to BBC World News on Israel and Gaza and on Iran. The same instincts carry into corporate work: hosting SAP’s Sapphire Now in 2021, moderating Digital Transformation at the Future of Media Leaders Summit in Doha, and speaking on the future of broadcasting at the UN’s Shoko Festival Hub in Harare. Her academic grounding is in international public policy, with a master’s from UCL on top of a journalism degree from the University of Westminster and time at the BRIT School. The combination matters at the front of a room: enough policy literacy to chase a serious answer, enough broadcast technique to keep the show moving when a panellist runs long. Key speaking topics Conference hosting and emcee Panel moderation Digital transformation Climate and sustainability International affairs and geopolitics Diversity, equity and inclusion Future of broadcasting and media Ideal for Corporate summits and customer conferences needing a credible main-stage host across a multi-track agenda. Communications, marketing and corporate affairs teams running flagship industry events with senior external speakers. ESG, sustainability and DEI forums where panel discussion needs to be pressed harder than a friendly chair would. Internal leadership town halls and global all-hands where a working broadcast anchor can hold a live format on camera. Audience outcomes A main-stage event that holds shape across keynotes, panels and Q&A, with timing kept and senior speakers asked the questions the audience came for. Panel sessions that surface the actual disagreement on stage rather than a round of prepared statements. A broadcast-grade hosting register suitable for streamed, hybrid and on-camera formats, not only in-room. Coverage of digital, geopolitical and sustainability sessions by a host with the literacy to follow the substance, not only the script.

Why organisations work with Ramy Nassar He brings a published, structured method for AI product design from idea to launch, set out in the AI Product Design Handbook and used by enterprise teams who need a repeatable process rather than another inspiration deck. He has run innovation inside Mattel and led design and strategy at Architech for Apple, Air Canada, CIBC, Facebook and Rogers, so the operational reality of shipping new products inside large organisations is in the room. His work separates “AI Now, Next and Never,” giving boards a defensible position on what to deploy, what to wait on, and where to draw governance lines. He teaches design thinking and innovation at McMaster University and Toronto Metropolitan University, and executive programmes at Schulich ExecEd, which keeps the frameworks tested against working leaders. Client engagements span Apple, TD Bank, TELUS, Verizon, New Balance and the Government of Canada, covering both regulated and consumer environments. Biography highlights Author, AI Product Design Handbook, and the forthcoming The World After AI (early 2027) Former Head of Innovation, Mattel, where he launched the company’s first innovation lab Former Managing Director, Design and Strategy, Architech Founder, 1000 Days Out, advisory practice on AI and emerging technology Faculty: McMaster University, Toronto Metropolitan University, the Norwegian University of Science and Technology, Schulich ExecEd at York University Featured by CPA Canada at The ONE national conference; speaker at FITC, IxDA, FWD50 and World Usability Congress Biography Most AI projects inside large organisations have the same shape. A pilot ships, attention moves on, and the operating model does not change. Boards then have to decide whether the next round of spend should go into more experiments or into the harder work of getting AI into the product and into the workflow. That is the decision Ramy Nassar is built to inform. The AI Product Design Handbook sets out a repeatable process for taking AI products from idea to launch, with explicit attention to user trust, transparency and governance. It is used by product and design leaders who need a method, not a manifesto. The argument is grounded in his time as Head of Innovation at Mattel, where he launched the company’s first innovation lab and led emerging-technology work for Barbie and Hot Wheels, and earlier as Managing Director of Design and Strategy at Architech, where he ran client work for Apple, Air Canada, CIBC, Facebook and Rogers. Through 1000 Days Out he advises senior teams at Apple, TD Bank, TELUS, Verizon, New Balance and the Government of Canada on AI adoption, strategic foresight, and product strategy. His forthcoming book, The World After AI, extends that foresight work, with the argument that the decisive variable in any AI future is the set of choices leaders make, not the technology itself. His framing of “AI Now, Next and Never” is built for boards that need to commit capital and set governance lines at the same time. Faculty roles at McMaster University, Toronto Metropolitan University, the Norwegian University of Science and Technology, and Schulich ExecEd at York University keep the frameworks tested against working executives. CPA Canada featured him at The ONE national conference on turning insights into measurable impact, and his international speaking includes FITC, IxDA, FWD50, and the World Usability Congress. Key speaking topics Artificial intelligence adoption and product design Responsible AI and governance Strategic foresight and scenario planning Innovation strategy Emerging technology and exponential change Digital product and customer experience design Ideal for Boards and C-suite teams setting AI investment and governance policy Chief Product Officers, Chief Design Officers and Chief Innovation Officers moving from pilots to deployed AI Heads of Strategy and corporate development running scenario planning under technology uncertainty Public-sector leaders shaping responsible AI policy and procurement Audience outcomes A defensible “now, next, never” view of where to deploy AI, where to wait, and where to refuse A structured method for taking AI features from concept to launch with governance built in Sharper foresight tools for testing strategy against multiple long-range scenarios Concrete language for communicating AI risk, ethics and product trade-offs to non-technical executives and customers