Economic Trends & Global Markets speakers
Economists and analysts who decode shifting financial landscapes, policy moves and macroeconomic forces
Speakers Associates represents 240 speakers on Economic Trends & Global Markets, including Michael Beckley, Philippe Aghion, Stephen Foerster, Lord Kim Darroch, Marcelo Carvalho, Elena Boheme, Jean Asselborn, Margarida Matos Rosa, Juliet Mann and Katie Prescott.
Trust in financial services is thin and the regulatory perimeter is wide. Pension freedoms, scam epidemics, advice gaps and shifting tax rules sit on top of products that customers do not understand and providers struggle to explain. The organisations behind those products need a voice that retail customers, regulators and journalists actually listen to.
Boards face energy and economic decisions whose payoff curves now bend on political timing, not market signals. Sanctions, decoupling pressure, and the Energiewende have made European industrial strategy a question of state capacity as much as capital allocation. Leaders need a read on how those calls actually get made inside government.
Three assumptions have underpinned Western business strategy for thirty years: American dominance, rules-based trade and stable energy markets. All three are now unreliable, and most boardrooms are still treating the consequences as disruptions to manage quarter by quarter. Organisations making ten-year decisions need a way of reading the world that outlasts the news cycle.
Most incumbents meet a new technology by defending the business it threatens. The instinct is rational in the quarter and fatal over a decade. The harder question is how much competitive pressure a business needs before it starts innovating, and where that pressure tips into retreat.
Boards now want a clean read on conflict, sanctions exposure, and shifting alliances before they sign off on capital decisions. The voices that sound confident on cable news rarely have the field history to be useful in a room of senior leaders. What organisations need is someone who has reported the story from the ground and can hold a serious on-stage conversation about it without theatre.
Most organisations treat global economic disruption as a forecasting problem – something that better data or faster analysis will solve. It isn’t. The structural imbalances that produce financial crises and political instability build slowly, in plain sight, and are routinely dismissed until they cannot be. Boards that conflate cyclical volatility with structural fault lines make capital allocation, market entry, and risk decisions on the wrong basis – and find out only when the correction arrives.
Boards are cutting sustainability commitments to protect near-term margins. OBR analysis shows this will cost the economy five times more than acting early. UK-EU trade friction, US tariff pressure, and the China decoupling question are converging simultaneously – none with a clean policy resolution.
Trade has stopped behaving like trade. Sanctions, export controls, dual-use technology rules and supply chain reshoring now sit on the agenda of boards that were built for a globalised market. Most leadership teams cannot tell, in operational terms, what economic security means for their capital plans, their supplier base, or their next ten years of growth.
Senior leadership conversations on geopolitics, US politics and the global economy fail when the chair cannot keep pace with the panel. The room needs someone who can hold a line of questioning under pressure, translate jargon for a mixed audience, and pull a clear story out of a tangled news cycle. That is a working journalist’s skill, not a presentation skill.
Boards keep being surprised by which economies grow and which stall. Standard indicators fail to capture the mechanism, because growth depends on productive capabilities that GDP figures and governance scores cannot see. The harder question is what an economy can actually make, and which adjacent industries that capability opens up.
Top talent now decides where to live before deciding where to work. Companies that built their workforce strategies around moving people to where work is are losing ground to firms that locate where talent already is. Leaders are confronting a new geographic calculus: which places attract the people they need, and which do not.
Boards approve derivative exposures and hedging programmes whose value depends on frameworks they cannot interrogate. The cost of mispricing falls on balance sheets and pension members alike. Defined-contribution plans, in particular, are measured by their assets when their members will live on the income those assets produce.