Diversity, Equity & Inclusion

Why organisations work with Brian Brackeen He has run a face recognition company at commercial scale and publicly refused to sell that technology to law enforcement, which gives his arguments on AI governance a credibility most consultants cannot match. He can speak to algorithmic bias from inside the engineering stack, not from the outside as a critic, because he has shipped the models and seen where the failure modes sit. As General Partner of a $50M fund backing underrepresented founders, he brings a capital-allocation lens to questions of inclusion that boards typically hear framed only as workforce or culture issues. His 2018 TechCrunch op-ed against police use of facial recognition shaped industry debate ahead of formal regulation. Boards weighing AI policy get a practitioner who set a market precedent, not a commentator describing one. Biography highlights Founder and former CEO of Kairos, a face recognition AI company named to the Wall Street Journal’s Top 25 Startups list in 2013. General Partner at Lightship Capital, a $50M Cincinnati-based venture fund backing women, founders of colour, LGBTQ+ founders, and founders with disabilities. Author of a June 2018 TechCrunch op-ed arguing that commercial facial recognition should not be sold to government or police use. Returned to Kairos in 2021 as chair of the scientific advisory board, focused on eliminating racial bias in face recognition datasets. Earlier career: Senior Project Manager at Apple and Senior Managing Consultant at IBM. Co-founder of Lightship Foundation, which owns Black Tech Week. Biography Face recognition is one of the few AI categories where a founder has publicly walked away from a commercial market on principle. In June 2018, the CEO of Kairos published an op-ed in TechCrunch refusing to sell the company’s technology to law enforcement, citing the accuracy gap for people of colour and the consequences of misidentification. The argument landed before the broader regulatory conversation caught up. That founder is Brian Brackeen. He had built Kairos from 2012, with prior operating roles at Apple as a Senior Project Manager and at IBM as a Senior Managing Consultant. Under his leadership, Kairos was named to the Wall Street Journal’s Top 25 Startups list in 2013 and positioned alongside Microsoft and Face++ in the global face recognition market. A board dispute removed him as CEO in 2018; he returned in 2021 to chair the scientific advisory board, with a specific mandate on algorithmic bias. The work since has been about capital, not code. As General Partner at Lightship Capital, a $50M fund he runs with co-founder Candice Matthews Brackeen, Brackeen invests in underrepresented founders and in regions outside the coastal venture hubs. Lightship Foundation, the family’s parallel non-profit, owns Black Tech Week. The investing thesis treats inclusion as a market inefficiency, not a values exercise. For senior leaders, the value of his perspective is the combination of these two operating experiences. He can describe where bias enters an AI system at the dataset level, why a vendor might be the wrong place to outsource that judgement, and what the capital signal looks like when an entire founder population is being underwritten by the same narrow set of pattern-matching investors. Key speaking topics AI ethics and algorithmic bias Facial recognition and surveillance technology Responsible AI governance Venture capital and underrepresented founders Diversity in technology Entrepreneurship and scale-up leadership Ideal for Boards and executive teams setting AI governance policy CTOs, CDOs, and Chief AI Officers responsible for deployment decisions Investors, LPs, and corporate venture teams reviewing portfolio inclusion Innovation and DEI leaders working at the intersection of product and people Audience outcomes A practitioner’s account of where bias actually enters AI systems, and why surface-level audits miss it A defensible framework for deciding which AI use cases an organisation should refuse, not just constrain A clearer view of how capital allocation patterns shape which technologies get built and by whom Direct exposure to the trade-offs faced by founders deploying AI in regulated and sensitive contexts

Why organisations work with Arlan Hamilton She built and capitalised a venture firm from nothing, sleeping on the floor at SFO between meetings, then deployed roughly $30 million into more than 200 companies. That is operator credibility on entrepreneurship and capital, not theory. Her investment thesis at Backstage Capital is a working commercial argument that underestimated founders are a mispriced asset class. Audiences leave with a specific framework for how that misallocation happens and where it produces opportunity. Two books with major trade publishers, It’s About Damn Time (Penguin Random House) and Your First Million (Hachette), give her a body of written work that travels with the booking and gives audiences a way to extend the conversation. She is one of a small number of Black women operating at fund-principal level in US venture, and the first non-celebrity Black woman on the cover of Fast Company. That visibility matters for organisations briefing her in front of leadership, founder, or investor audiences. Her register is direct and personal rather than corporate. She is bookable for founder events, investor summits, and leadership conferences where the audience wants honesty about how capital actually gets allocated. Biography highlights Founder and managing partner of Backstage Capital, established 2015; the firm has raised approximately $30 million and backed more than 200 startups led by underrepresented founders. Author of It’s About Damn Time (Penguin Random House, 2020) and Your First Million (Hachette, 2023). First non-celebrity Black woman on the cover of Fast Company (2018). Named one of Fast Company’s Most Creative People in Business (2016). Named to Business Insider’s 23 most powerful LGBTQ+ people in tech (2019). Host of Your First Million, a long-running podcast on building wealth and businesses from the ground up. Biography Backstage Capital was founded in 2015 by a single operator with no finance background, no MBA, and, at the time, no permanent address. The firm has since deployed around $30 million across more than 200 startups led by Black, women, and LGBTQ+ founders. That track record is the central claim of Arlan Hamilton’s work, and it is the basis on which serious organisations book her. Hamilton’s argument is commercial before it is moral. Capital flows to founders who look familiar to the people allocating it, and entire categories of viable business get priced as risk when they are simply unfamiliar. Backstage exists to test that thesis in the market. The portfolio is the proof point, and the books extend the argument into method. The biographical detail is by now well-documented: she built the fund while sleeping on the floor at San Francisco International Airport, doing Silicon Valley meetings by day. It’s About Damn Time (Penguin Random House, 2020) and Your First Million (Hachette, 2023) set out the operating system she developed across that period: how to identify unmet need, how to raise capital without a network, how to build multiple income streams, how to keep going when the room does not yet believe you. She is most useful to organisations and audiences working on early-stage investing, founder development, inclusive capital, and the structural question of how decisions about funding actually get made. Her authority in those conversations is operator authority, not advocacy, which is what makes the work travel. Key speaking topics Venture capital and underestimated founders Entrepreneurship from zero Building and scaling new funds Inclusive investing as commercial strategy Personal resilience and self-belief in business Wealth building and ownership for first-generation founders Ideal for Founder, scale-up and accelerator audiences Venture capital and private equity teams looking at deal flow beyond their networks Corporate venture and innovation leads, particularly those working on supplier diversity or new-market entry Leadership audiences on inclusion who want a commercial frame rather than a compliance frame Audience outcomes A specific argument for why underrepresented founders are a structurally mispriced opportunity, with portfolio evidence A concrete account of how a venture fund gets built without an existing network or institutional backing Practical method on identifying unmet need and turning lived experience into a fundable business Honest perspective from a Black, queer fund principal on how capital decisions are actually made inside the room

Why organisations work with Aniyia Williams She has built on both sides of the table. She founded and patented hardware at Tinsel, then moved into ecosystem leadership and capital strategy at Omidyar Network. Few responsible-tech voices have done both. Her work on Zebras Unite gave a vocabulary to a generation of founders who reject the unicorn default. That argument now shows up in boardrooms making real capital allocation decisions. Through Black & Brown Founders and the Black Innovation Alliance, she has spent years inside the operational detail of how 170+ organisations support entrepreneurs the standard system overlooks. The data is concrete. At Omidyar Network’s The Tech We Want, she shapes how a major philanthropic investor thinks about the next layer of technology infrastructure. Senior audiences hear primary-source thinking, not commentary. Biography highlights Director / Principal, Responsible Technology, Omidyar Network. Leads The Tech We Want initiative. Founder and board chair, Black & Brown Founders. Co-founder, Zebras Unite. Co-founder, Firefly Alliance. Convener, Black Innovation Alliance (170+ partner organisations). Founder and inventor, Tinsel. Patent holder for the world’s first audio necklace. 2019 Penn State Alumni Achievement Award (alumni aged 35 and under). Biography The venture model has produced an extraordinary generation of companies. It has also defined what a “real” company looks like in ways that exclude most of the operators who could build the next one. Aniyia Williams has spent the past decade arguing, in operating detail, that the model is one option, not the only one. She began as a fashion-tech founder. At Tinsel she designed, built and patented the world’s first audio necklace. The experience of raising hardware capital as a Black woman founder in Silicon Valley led to the work that followed: Black & Brown Founders, which she founded in 2017 to give Black and Latinx entrepreneurs the financial and community infrastructure that the standard system does not provide, and Zebras Unite, the co-founded movement that gave purpose-aligned founders a clear alternative to unicorn-chasing. That ecosystem work scaled. As convener of the Black Innovation Alliance, she now sits at the centre of a 170-organisation coalition working on the wealth gap for tech entrepreneurs of colour. At Omidyar Network, where she is a director on the Responsible Technology team, she leads The Tech We Want, an incubated initiative shaping how a major philanthropic investor backs the next layer of technology. For boards and executive teams, the value is concrete. She brings the founder’s view of capital, the funder’s view of portfolio strategy, and a working knowledge of governance for technology that has not yet been built. Penn State recognised the trajectory in 2019 with its Alumni Achievement Award. The substance behind the award is what makes her useful in a serious strategy conversation. Key speaking topics Responsible technology and the future of the innovation economy Alternatives to the venture capital model (the “zebra” thesis) Entrepreneurship and scale-up under different rules Inclusive innovation and access to capital Purpose-aligned business strategy Building and governing technology for the long term Ideal for Boards and investment committees rethinking how they back early-stage technology Innovation leaders, CSOs and corporate venture teams designing new operator models Heads of DEI, talent and ecosystem partnerships working on access to capital and supplier diversity Founder communities, accelerators and philanthropic funders Audience outcomes A sharper view of which startup orthodoxies are commercially load-bearing and which are not Working language for purpose-aligned business models that boards and investors can use A clearer map of the responsible-technology agenda and where it intersects with growth strategy Concrete examples of capital, governance and ecosystem design from operators outside the standard pattern A renewed argument for why inclusive innovation is a commercial question, not only a values question

Why organisations work with Joanne Lockwood A rare combination of lived experience as a transgender woman and the formal speaker credentials of a Fellow of the Professional Speaking Association UK&I, which gives leaders both authenticity and confidence in how the message will land in a corporate room. Practical experience translating inclusion into operational HR practice through SEE Change Happen, the consultancy she founded after exiting a £3m IT services business she had run for two decades. A documented platform of long-form thinking through the Inclusion Bites podcast, written contributions to HRZone, The HRD, Training Zone and Worklife PA, and the Channel 4 / RDF documentary The Making of Me. A track record at scale with employers including Levi Strauss, lululemon EMEA, HarperCollins UK, Ogilvy, Molson Coors and Wates Group, across retail, professional services, housing and the NHS. A delivery style summarised by her own mantra, Smile, Engage, Educate, that lowers the temperature of difficult conversations and lets senior teams engage with trans and LGBTQ+ inclusion without defensiveness. Biography highlights Founder and CEO, SEE Change Happen, a diversity, inclusion and belonging consultancy specialising in transgender awareness and workplace inclusion. Fellow of the Professional Speaking Association UK&I. Fellow of the Institute of Equality and Diversity Professionals. First openly transgender National President of Round Table Great Britain and Ireland. Host of the Inclusion Bites podcast and featured subject of the Channel 4 / RDF documentary The Making of Me. Former Trustee of akt, the LGBT+ youth homelessness charity, and volunteer with Beyond Reflections. Biography Most organisations have an inclusion statement. Far fewer have a workforce that knows how to act on it. The gap between published intent and daily behaviour is where culture either compounds or quietly erodes, and it is the space Joanne Lockwood has built her practice around. SEE Change Happen, the consultancy she founded after selling the IT services business she had built to £3m and 25 staff, works with employers to translate DEI policy into the language and habits of line managers. The work is grounded in trans and LGBTQ+ inclusion, where she has personal authority as a transgender woman, but extends across belonging, allyship and inclusive recruitment. Clients include Levi Strauss, lululemon EMEA, HarperCollins UK, Ogilvy, Molson Coors and Wates Group. Her credibility is reinforced by formal recognition from her own profession. She is a Fellow of the Professional Speaking Association UK&I and a Fellow of the Institute of Equality and Diversity Professionals. She was the first openly transgender National President of Round Table Great Britain and Ireland, and was the subject of Channel 4 and RDF’s documentary The Making of Me. The published work continues through the Inclusion Bites podcast and regular contributions to HRZone, The HRD, Training Zone and Worklife PA. Her own framing, Smile, Engage, Educate, is doing real work in the room: it gives leaders permission to ask the questions they have been avoiding, which is usually where useful inclusion conversations actually begin. Key speaking topics Inclusion and belonging at work Trans and LGBTQ+ inclusion Workplace allyship Inclusive recruitment and hiring practice Culture change and DEI strategy Employee engagement and experience Ideal for CHROs, heads of DEI and employee experience leaders rebuilding inclusion practice beyond statements and training modules. Executive teams and boards preparing for substantive conversations on trans and LGBTQ+ inclusion in a contested public climate. Talent acquisition and people-team leaders working on inclusive recruitment, onboarding and line-manager capability. Internal employee resource groups and Pride or DEI networks seeking a credible external voice that combines lived experience with formal expertise. Audience outcomes A clearer view of where inclusion policy is and is not shaping daily workplace behaviour, and the specific points at which it breaks down. Direct, practical language for trans and LGBTQ+ inclusion that leaders and line managers can use without fear of getting it wrong. A working definition of allyship that goes beyond visible support and into the everyday decisions managers make about hiring, promotion and team culture. Renewed confidence to engage with DEI as a leadership responsibility rather than an HR programme.

Why organisations work with Rachel Harris She has built a seven-figure UK accounting firm with multiple regulated divisions, not advised on one. Her commentary on growth comes from an operator with payroll, clients and audit obligations. She runs a financial education platform with an audience over 150,000, which gives her unusual fluency in translating commercial detail for a non-specialist room. She sits as a Director and Trustee of AAT, which signals institutional credibility inside the UK accounting profession, useful for any audience of practice owners or professional services leaders. Her bursary scheme, the first of its kind in UK accounting, gives her a substantive position on widening access to professional services careers, beyond generic DEI talking points. She was named Accountancy Personality of the Year 2023 by PQ Magazine and Breakout Star of the Year by Accounting Excellence, two named industry awards from credible bodies. Biography highlights Founder and director of striveX, a UK accounting firm with regulated divisions in tax, audit, mortgages and HR. Founder of @accountant_she, a financial education platform with a combined audience exceeding 150,000. Accountancy Personality of the Year 2023, PQ Magazine. Breakout Star of the Year 2023, Accounting Excellence Awards. Director and Trustee of the Association of Accounting Technicians. Credentials: MBA, CMgr, MCMI, MAAT. TEDx speaker. Media contributor on ITV This Morning, BBC Radio 5 Live, LBC and Times Radio. Biography The accounting profession has a structural credibility problem with small business owners. Founders need commercial advice, but most accountants are trained in compliance, and most growth advisors have never run a regulated firm. Rachel Harris built striveX to close that gap, and now uses the experience as the basis of her work with founders elsewhere. striveX is one of the UK’s fastest-scaling accounting practices, with divisions across tax, audit, mortgages and HR. It is a regulated, multi-disciplinary firm with clients, staff and operating constraints, not a consultancy or a content business dressed up as one. The operator perspective is what audiences buy. Alongside the firm, she runs @accountant_she, a financial education platform with an audience above 150,000. The dual track matters. She has translated commercial substance into language that lands in a non-technical room, which is rarer than the credential stack of professional services speakers suggests. Her work is recognised inside the profession: Accountancy Personality of the Year 2023 from PQ Magazine, Breakout Star of the Year 2023 from Accounting Excellence, and a Director and Trustee role at the AAT. Her bursary scheme, the first corporate bursary fully funding students through AAT levels 2 to 4, started with one placement and expanded to five in its second year. It is a concrete commitment to widening entry into a profession that has not historically welcomed outsiders, and it gives her a credible position on access that is grounded in something she has built. Key speaking topics Scaling a service business beyond the founder Practice and professional services growth Building a financial brand online Entrepreneurship and operating discipline Personal finance for business owners Widening access in professional services Ideal for Founders and owners of professional services firms scaling past the first hire. Accountancy and finance audiences: practice managers, partners, AAT and ICAEW member networks. Conferences for small business owners, entrepreneurs and creator-led businesses commercialising an audience. Leadership audiences in financial services or professional services HR considering widening-access programmes. Audience outcomes A concrete account of how a UK service firm grew from a single founder to a multi-division, seven-figure operation, with the decisions made along the way. A working model for combining a regulated professional services firm with a public-facing personal brand without the two undermining each other. A perspective on widening access to professional services careers grounded in an operating bursary, not an aspirational diversity statement. A view of how to translate financial substance for a non-specialist audience, useful for any leader who has to talk to staff, customers or media about numbers.

Why organisations work with Anna Allerton She built her authority inside a 17-year operational career at Sky, including founding and producing Sky’s Sportswomen programme, so she speaks about high-pressure performance from inside it rather than outside it. Her Management Today 35 Women Under 35 listing and editorial track record give buyers a credible name on the panel for senior internal audiences who are sceptical of the wellness market. She is qualified through the Academy of Executive Coaching, the triple-accredited UK training body, and runs a 1:1 executive coaching practice alongside the speaking work, which means workshop content lands as coaching, not awareness. Her client list, including Workday, IMG, the Premier League, Sky, The Forward Trust and NBCU New York, shows she has tested the same content across financial, sports, media and broadcast environments at senior level. She writes on the topic for serious audiences, including a co-authored chapter in Myths of Menopause (Sequoia Books, edited by Dr Nicky Keay), giving organisations published material they can circulate internally after the session. Biography highlights Founder and Director of Allerton Coaching & Consulting 17-year career at Sky, including roles at Sky Sports News from Sub-Editor through to Global Head of Internal Communications Founder and producer of Sky’s Sportswomen, launched in 2012 as the first dedicated women’s sport TV programme of its kind Named in Management Today‘s 35 Women Under 35 Trained and qualified executive coach with the Academy of Executive Coaching Co-author of a chapter in Myths of Menopause (Sequoia Books, edited by Dr Nicky Keay) Clients include Workday, IMG, Sky, the Premier League, The Forward Trust, Whisper, NBCU New York and Age UK Featured in Grazia, Stylist, Times Radio and We Are The City Biography Sportswomen launched on Sky Sports in 2012 as the first British TV programme dedicated entirely to women’s sport. Anna Allerton founded and produced it, and it ran inside one of the most demanding live broadcast environments in UK sport. That credit, alongside seventeen years of editorial and production roles at Sky Sports News, is the reason her work on women in the workplace lands differently from most. She came back from her second maternity leave at 38 with debilitating symptoms that took a year to be correctly diagnosed as perimenopause. The experience pushed her to retrain through the Academy of Executive Coaching, the UK’s triple-accredited training body, and to build a practice specifically around keeping experienced women in senior roles through their forties and fifties. The work now runs on two tracks. A 1:1 executive coaching practice for senior women, and a consulting and speaking offer for organisations on what a menopause-inclusive workplace actually looks like in operating terms. Clients to date include Workday, IMG, the Premier League, Sky, The Forward Trust, Whisper, NBCU New York and Age UK. She co-authored a chapter in Myths of Menopause, edited by Dr Nicky Keay and published by Sequoia Books, and has written and spoken in Grazia, Stylist and Times Radio. What makes her useful in a boardroom rather than a wellness slot is the angle. She frames menopause as a talent-retention question first and a wellbeing question second. She was named in Management Today‘s 35 Women Under 35 for her work in sports journalism, not for her current specialism, and that older credential is part of why senior internal audiences take the newer one seriously. Key speaking topics Perimenopause and menopause in the workplace Talent retention of women in their 40s and 50s Women’s leadership and career navigation through midlife Women in sport and women’s sports journalism Returning to senior roles after maternity leave Menopause-inclusive workplace policy and practice Mental health and wellbeing for senior women Ideal for CHROs, heads of DEI and talent leaders designing retention strategy for women in senior roles Executive teams and ERGs in financial, professional services, media and sport launching menopause workplace programmes Senior women’s networks and leadership development cohorts in the 35 to 55 age range Boards and ExCos commissioning a credible non-clinical voice on menopause as a business issue Audience outcomes A clear reframing of perimenopause and menopause as a talent-retention and performance issue, with management implications Practical language for line managers and senior women to use when the conversation comes up at work An honest account, drawn from a high-pressure broadcast career, of what symptoms actually do to focus, confidence and decision-making Specific organisational examples from work with Workday, IMG, the Premier League, Sky and others Reference material from Myths of Menopause and Allerton’s published writing for internal follow-up

Why organisations work with I. Stephanie Boyce She led a 200-year-old national professional body through regulatory change, constitutional debate, and sector-wide reform. Her argument for accountable governance is drawn from operational experience, not advisory distance. Her AI ethics position is governance-first: as Law Society President, she led the development of a published set of principles for the ethical use of AI in legal practice, connecting AI adoption directly to legal accountability, bias mitigation, and public trust, among the earliest profession-led frameworks to do so. On inclusion, she does not argue from the outside. She held the most senior elected role in a major regulated institution as its first Black president and first person of colour, which gives her a precise read on the structural distance between a diversity commitment and a genuinely diverse institution. She connects topics most organisations treat separately, AI accountability, DEI governance, reputational integrity, crisis leadership, through the single governance question boards most often defer: when an institutional decision causes harm, who is responsible? The PUSH framework (Persevere Until Something Happens) gives leadership teams a named, teachable approach to resilience grounded in her own documented professional journey through institutional exclusion and resistance at every level of a major profession. Biography highlights 177th President of the Law Society of England and Wales (2021-2022); sixth woman, first Black office-holder and first person of colour to hold the role in the institution’s 200-year history LLM in Public Law and Global Governance, King’s College London; King’s Alumna of the Year 2022 CBE (2026 New Year Honours) for services to the Legal Profession, Diversity, and Access to Justice Commissioner, National Preparedness Commission; Commissioner, Shinkwin Commission; member, HM Treasury and BEIS independent taskforce on socio-economic diversity in UK financial and professional services Named in the Power List 100 Most Influential Black People in the UK in 2021, 2022, and 2023; Governance Hot 100 Board Influencer (2020) Paris Bar Medal from the Ordre des avocats de Paris (2024), awarded for contributions to human rights and the rule of law Fellow of the Chartered Governance Institute; Fellow of King’s College London; Fellow of the RSA Biography It took the Law Society of England and Wales two centuries to elect its first Black president. I. Stephanie Boyce became the 177th in March 2021, with 20 years of practising solicitor experience and an LLM in Public Law and Global Governance from King’s College London, qualifications that gave her both the legal standing and the governance framework for what the role required. Her presidency ran through the pandemic, sharp parliamentary attacks on the legal profession, and the most significant solicitor qualification reform in 30 years. During that time, she led the development of the Law Society’s published lawtech principles, a governance framework for the ethical use of AI in legal practice. The framework connected AI adoption to legal accountability and bias governance at a time when most profession-led work in this area had not advanced beyond aspiration. Boyce’s governance argument rests on an experience most governance advisers do not hold. As the first Black president of a 200-year-old institution, she has encountered the structural gap between stated values and leadership composition from inside the institution itself. That shapes her work on DEI accountability: framing inclusion not as a moral commitment but as a governance question: who decides, and who is responsible when structural inequality persists? She holds a CBE and the Paris Bar Medal from the Ordre des avocats de Paris, awarded for contributions to human rights and the rule of law. She is a commissioner of the National Preparedness Commission and was named in the Power List 100 Most Influential Black People in the UK in 2021, 2022, and 2023. She now works with boards and executive teams across regulated industries through Stephanie Boyce Consulting. Key speaking topics Governance and institutional accountability Ethical AI and responsible technology adoption Inclusion, representation, and belonging at leadership level Rule of law and public trust in regulated environments Social mobility and access to professional careers Resilience and leadership under scrutiny Crisis leadership and institutional change Ideal for Boards, governance committees, and general counsel in regulated industries Executive teams in financial services, legal, and public sector organisations CHROs and DEI leadership navigating the gap between policy and structural change Professional services firms managing reputational risk and stakeholder accountability Audience outcomes A clearer framework for assessing whether governance structures are built for ethical accountability rather than regulatory compliance alone Board-level questions to test whether AI adoption decisions have genuine accountability assigned, not just policy language A more precise read of the structural distance between a DEI commitment and a measurably inclusive institution Practical thinking on what institutional trust requires from those at the top, particularly during crisis and reputational pressure The PUSH framework as a named, teachable approach to institutional resilience for leaders navigating complex or high-scrutiny environments

Why organisations work with Marcel Pesch He runs a structured AI executive education programme, MMAI, with practitioner faculty drawn from Deutsche Bahn, E.ON, Strategyzer, and academic and legal specialists. Few keynote speakers come with their own curriculum. His material covers the full operating stack: generative AI, data science, AI Act compliance, automation and agents, and leadership in the AI era. Audiences leave with a managerial map, not a tour of tools. He treats fairness, bias, and equality of opportunity as operating problems for organisations deploying AI, not as a separate ethics conversation. Fifteen years of coaching practice underpins the keynote register. Sessions translate into how managers behave on Monday, not just what they understood on Friday. Active member of the German AI Association (KI Bundesverband), with a stated engagement in AI standards and ethical guidelines. Biography highlights Founder of academy4.ai, an AI education and training organisation Designer of the MMAI (Master Management with AI) programme, a nine-module cohort-based course covering AI strategy, compliance, and deployment Faculty network on MMAI includes Prof. Dr. Johannes Stübinger (HS Coburg), Dr. Kristina Schreiber (LOSCHELDER), and practitioners from Deutsche Bahn, E.ON, and Strategyzer Member of the German AI Association (KI Bundesverband) Over 15 years of professional coaching experience with individuals and organisations Keynote topics include “AI on Steroids”, “AI & Diversity and Inclusion”, “AI & Inequality of Opportunity”, and “AI & the Workforce of Tomorrow” Biography Most companies have already bought into AI. The harder question is whether their managers can use it well: govern its decisions, interrogate its outputs, and redesign work around it. That is the gap Marcel Pesch built academy4.ai to close. Through the MMAI (Master Management with AI) programme, Pesch and his faculty take working professionals through nine modules covering generative AI, data science, AI Act compliance, marketing and sales applications, automation and agentic systems, sustainability, project management, and leadership in the AI era. Faculty draw on academic specialists, legal experts at LOSCHELDER, and practitioners from Deutsche Bahn, E.ON, and Strategyzer. Alongside the curriculum, Pesch speaks publicly on the harder political content of AI deployment: bias in algorithmic systems, equality of opportunity, and the way AI is reshaping who gets which jobs. He is a member of the German AI Association (KI Bundesverband), engaged in standards and ethical guidelines for the field. Fifteen years of coaching shape his keynote register. Sessions are designed to leave senior audiences with a managerial map of where AI changes their work, where it does not, and where the next governance and fairness decisions will sit. Key speaking topics AI literacy for managers and executives Operationalising AI beyond pilots AI Act and regulatory compliance for business leaders Bias and equality of opportunity in algorithmic systems Automation and agentic systems in the workplace The AI-era workforce and future skills Leading teams in AI-augmented organisations Ideal for C-suite teams and senior managers preparing to deploy AI across operations Heads of HR, transformation, and learning planning AI workforce upskilling Boards seeking a structured view of AI governance, compliance, and risk DEI and ethics leads working with technical teams on algorithmic fairness Audience outcomes A practical map of where AI changes managerial work and where it does not Sharper language for governing AI decisions, model outputs, and vendor claims A clearer view of bias and equality-of-opportunity questions in algorithmic systems A workable next step for AI literacy across leadership and team levels

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

Why organisations work with Bobby Umar He treats connection as a teachable skill, not a personality trait. The 5 C’s of Connection framework, drawn from his TEDxUWO talk, gives leaders and employees a structured way to build trust, credibility and influence inside and outside the organisation. His background is unusually broad for the topic: engineering at Bombardier, brand marketing at Kraft and Unilever, and Second City improv training. That mix shows up in how the work lands, structured enough for senior audiences, performative enough to hold a room. He is a recognised authority on LinkedIn as a professional channel. Multiple LinkedIn Top Voice designations, including an early Presentation Skills badge, mean leaders learn from someone who has built an audience the way they are being asked to. Inc. Magazine Top 100 Leadership Speaker and five-time TEDx speaker, which gives senior audiences confidence that the craft and delivery will match the content. Biography highlights Five-time TEDx speaker, including “The 5 C’s of Connection” (TEDxUWO) and “School: Learning to Fly” (TEDxUTSC). Inc. Magazine Top 100 Leadership Speaker, listed alongside Richard Branson and Brené Brown. LinkedIn Top Voice, with early badges for Presentation Skills, Thought Leadership and Personal Branding. Author of How to Network Anytime, Anywhere, With Anyone (#1 on three Amazon bestseller lists). Founder of DYPB (Discover Your Personal Brand), described as North America’s largest personal branding event, with 60 experts and over 300 delegates. Career background spans Bombardier (engineering), Kraft and Unilever (brand marketing) and Second City (performing arts). B.Eng., McGill University; MBA, McMaster University. Biography Most leadership development still treats connection as a soft skill that either comes naturally or does not. Bobby Umar’s work argues the opposite. His 5 C’s of Connection framework, popularised through a viral TEDxUWO talk, breaks authentic relationship-building into components that can be taught to engineers, sales teams, senior executives and entry-level employees alike. That argument is grounded in an unusual professional path. Before becoming a speaker, Umar trained as an engineer at McGill, ran brand marketing for Kraft and Unilever, took an MBA at McMaster and studied improv at Second City. The result is a practitioner who can move between the analytical and the performative without losing either audience. His credentials inside the speaking and creator economy are deep. Five TEDx talks. Inc. Magazine Top 100 Leadership Speaker. LinkedIn Top Voice across several categories. Author of How to Network Anytime, Anywhere, With Anyone, a #1 Amazon bestseller. Founder of DYPB, the personal branding conference that became the largest of its kind in North America. What makes him commercially useful to organisations is the translation step. Personal branding, networking, social audio, vulnerable storytelling: these are not pitched as marketing tactics but as the connective infrastructure of modern professional life. For organisations trying to develop influential leaders, engaged employees and externally visible experts, Umar offers a practical, structured account of how connection actually works. Key speaking topics Authentic networking and relationship-building Personal branding for leaders and employees LinkedIn presence and professional digital reputation Vulnerable storytelling and leadership communication Heart-centred leadership Employee advocacy and internal brand-building Connection skills in hybrid and remote teams Ideal for CHROs, talent and L&D leaders investing in employee engagement, advocacy and internal communication. Marketing, communications and executive leaders building external thought leadership programmes for senior teams. Sales and business development functions where individual networking capability drives revenue. Conference organisers building agendas on leadership, future of work, employee experience or culture. Audience outcomes A working language for connection, anchored in the 5 C’s framework, that audiences can apply immediately to internal and external relationships. A clearer view of how personal branding intersects with leadership credibility, especially on LinkedIn. Practical methods for using storytelling, vulnerability and digital channels to build trust at scale. A reframing of networking as a professional discipline, not a transactional activity reserved for extroverts. Confidence to put senior leaders and frontline employees on visible platforms without sounding scripted.

Why organisations work with Alison Levine A leadership curriculum tested in two unforgiving classrooms: the Department of Behavioural Sciences and Leadership at West Point, and the death zone above 8,000 metres on Everest. A bestseller, On the Edge, with a substantive thesis on decision-making under uncertainty, endorsed by Mike Krzyzewski and named 800-CEO-READ Best Business Book in the leadership category. A board seat at the Coach K Center on Leadership and Ethics at Duke, which gives her direct line of sight into how the most-studied executive teams in sport and business actually behave under stress. A track record across the Seven Summits, both Poles, and a 600-mile West Antarctic traverse, which lets her speak about cohesion and risk from inside the conditions, not as commentary on them. Biography highlights Team captain, first American Women’s Everest Expedition. Completed the Adventure Grand Slam: Seven Summits plus skiing to both Poles. Fewer than forty people have done it. Adjunct professor for four years at the United States Military Academy at West Point, Department of Behavioural Sciences and Leadership. Board member and former Senior Fellow, Coach K Center on Leadership and Ethics, Duke University. MBA, Duke. New York Times and Wall Street Journal bestselling author of On the Edge: Leadership Lessons from Mount Everest and Other Extreme Environments, foreword by Mike Krzyzewski. Executive producer of Pasang: In the Shadow of Everest (2022), which screened at 45 festivals and won 20 awards. Biography The orthodox leadership playbook still assumes a degree of environmental stability that most senior leaders no longer recognise from their own week. Conditions change before plans land. Information is partial, teams are tired, and the cost of a wrong call rises while the time to make it shrinks. This is the territory Levine has spent twenty years in, first on expedition and later in a West Point classroom. She served as team captain of the first American Women’s Everest Expedition, has summited the highest peak on each continent, skied to both Poles, and in 2008 completed a 600-mile traverse across West Antarctica hauling a 150-pound sled. She did all of this while managing Raynaud’s disease and the aftermath of three heart surgeries. The expeditions are not the message. They are the laboratory. For four years she taught leadership at the United States Military Academy at West Point, in the Department of Behavioural Sciences and Leadership, before transitioning to the Thayer Leader Development Group. She sits on the board of the Coach K Center on Leadership and Ethics at Duke, where she earned her MBA, and was a Senior Fellow there. On the Edge, her bestseller, distils what holds and what fails when teams operate at the edge of capacity, and was named Best Business Book of the Year by 800-CEO-READ in the leadership category. What buyers get is a serious operator with a serious classroom record, who can describe the precise mechanics of decision-making, team cohesion, and the strategic use of fear in conditions where being wrong is final. Pasang: In the Shadow of Everest, the documentary she executive-produced about Nepal’s first female Everest summiter, sits alongside the rest of the work as evidence that her interest in leadership extends beyond her own expeditions. Key speaking topics Leadership under uncertainty Decision-making in extreme environments Team cohesion under pressure Risk, fear, and ego in senior leadership Resilience and recovery from setback Inclusive and values-based leadership Personal performance under physiological constraint Ideal for Boards and executive committees navigating sustained volatility Senior leadership offsites for operating teams in regulated, safety-critical, or capital-intensive sectors Military, law enforcement, emergency services and first-responder leadership programmes CHROs and learning leaders building leadership development curricula Audience outcomes A working model for making sound decisions when information is incomplete and conditions are deteriorating. A clearer view of how high-performing teams hold cohesion under fatigue, fear and disagreement. Specific tools for separating useful fear from career-limiting risk aversion. A reframe of setbacks and physical limitations as data, not as identity. Confidence that leadership lessons from the death zone translate into board-level decision practice, not metaphor.

Why organisations work with Nelly Ben Hayoun-Stépanian She built the experience function at WeTransfer from inside the executive team across ten years, a rare track record of innovation craft sustained at commercial scale rather than delivered as one-off consulting. She has a method for staging ideas in public, tested at the scale of a 17,500-seat Hollywood Bowl performance with NASA scientists and at the scale of small-room design studios at Google, Mattel and Unilever. Her academic foundation is unusual for a creative director: a PhD in Human Geography and Political Philosophy from Royal Holloway alongside an RCA Design Interactions MA, which gives her work argumentative spine rather than spectacle alone. She runs the University of the Underground, a tuition-free postgraduate institution whose advisory board includes Noam Chomsky, Paola Antonelli and Jill Tarter, so she arrives in a room with an active network of researchers and practitioners across science, design and politics. Design Week inducted her into its Hall of Fame in 2023 alongside Jonathan Ive, Es Devlin and Neville Brody, the field’s most explicit signal that her practice has moved from emerging to canonical. Biography highlights Chief of Experiences at WeTransfer from 2012 to 2022, ten years on the executive team during the company’s growth into a global creative platform. Founder and director of the University of the Underground, a tuition-free MA programme hosted at Sandberg Instituut in Amsterdam. Designer of Experiences at the SETI Institute since 2013; Vice Chair of the IAF Committee for the Cultural Utilisation of Space. Founder and director of the International Space Orchestra, performed with Sigur Ros at the Hollywood Bowl to 17,500 people. PhD, Royal Holloway, University of London (Human Geography and Political Philosophy); MA, Royal College of Art (Design Interactions, Dunne and Raby). Design Week Awards Hall of Fame, 2023. WIRED Innovation Fellowship, 2014. Karman Fellowship, 2022. Arts Council England Exceptional Award for Disaster Playground. Biography Most companies treat innovation as an internal practice: research teams, pilots, internal demos, the occasional product launch. The harder discipline is staging an idea so that customers, staff and the broader public feel it. Nelly Ben Hayoun-Stépanian has spent fifteen years building a method for that second discipline, first inside a scaling technology company, then as a commissioned director for brands and cultural institutions. She joined WeTransfer in 2012 as its first Head of Experiences and stayed for a decade, eventually serving as Chief of Experiences on the executive team. Nelly Ben Hayoun Studios operated inside WeTransfer as its user experience and innovation department, with a remit that grew from public projects with creative communities to B Corp development, US business expansion, and the founding of the editorial platform WePresent and the University of the Underground. Her parallel practice is anchored by the International Space Orchestra, which she founded in 2012 with scientists and astronauts from NASA Ames, the SETI Institute and the International Space University. The project produced a feature film, a Hollywood Bowl performance with Sigur Ros, and a recording that was played from the International Space Station. It is the clearest example of her core craft, which is the orchestration of scientific and institutional collaborators into something a non-expert audience can feel. In 2017 she founded the University of the Underground, a tuition-free postgraduate programme at Sandberg Instituut whose advisory board includes Noam Chomsky, Paola Antonelli and Jill Tarter. Design Week inducted her into its Hall of Fame in 2023 alongside Jonathan Ive, Es Devlin and Neville Brody. Key speaking topics Immersive experiences as innovation practice Building creative communities inside commercial organisations Public-facing storytelling for science and technology Cultural strategy and brand Interdisciplinary collaboration across science, design and the arts Space culture and the public communication of complex science Independent institution building Ideal for Chief Marketing Officers, Chief Brand Officers and creative directors at consumer or technology brands looking to move from advertising-led growth to experience-led growth. Heads of Innovation and Chief Strategy Officers whose pilots are not translating into customer-visible products or cultural relevance. Cultural institutions, design and architecture studios, and science communication leads commissioning ambitious public projects. Senior leadership teams inside scale-up technology companies considering how to build a brand that creators and partners care about. Audience outcomes A working definition of what an experience function does inside a commercial company, drawn from ten years of operating one at WeTransfer. Concrete patterns for staging an idea publicly, from Hollywood Bowl scale down to a small studio activation. A view of how scientific institutions, creative communities and commercial brands can be brought into the same room without flattening any of them. A reading on where the experience economy is heading, grounded in her current work at SETI, the International Astronautical Federation and the University of the Underground.