Economic Trends & Global Markets speakers
Economists and analysts who decode shifting financial landscapes, policy moves and macroeconomic forces
Speakers Associates represents 237 speakers on Economic Trends & Global Markets, including Stephen Foerster, Lord Kim Darroch, Marcelo Carvalho, Elena Boheme, Jean Asselborn, Margarida Matos Rosa, Juliet Mann, Katie Prescott, Omar Christidis and Dan Walters.
Capital allocation decisions are being made against asset prices that look detached from fundamentals, with housing, equities, and credit cycles moving on stories as much as on numbers. Boards need a way to read those stories before they break, and a framework for separating durable signal from collective belief. The judgement call is pricing risk when standard models keep mispricing it.
Senior leadership forums, town halls and industry conferences live or die on the person holding the microphone. A weak host turns a sharp panel into a polite Q and A, lets executives drift into talking points, and leaves the audience disengaged before lunch. Boards investing in flagship events need a chair who can interview a CEO with the same confidence as a finance minister, switch between French and English, and keep a complex agenda moving without losing the room.
Boards are making capital decisions inside the most disordered macroeconomic environment in a generation. Inflation has not behaved as the textbooks said it would, monetary policy is fighting itself, and structural shocks from AI to Brexit to deglobalisation are landing on top of cyclical pressure. Leaders need a reading of the economy that connects rates, prices, productivity and policy into a single coherent view they can act on.
Geopolitical risk is now a board-level concern, but most of the analysis reaching senior leaders comes from people who have watched power from the outside. That gap matters: understanding why states miscalculate, why alliances fracture, and why interventions fail requires more than commentary – it requires someone who has made consequential decisions inside those systems. The assumptions organisations built their global strategies on – stable Western institutions, predictable alliance structures, rules-based international order – are being tested simultaneously.
Boards and executive committees increasingly stage their highest-stakes conversations in public: investor days, COP delegations, Davos panels, regulator-facing summits. The risk is the same in every case. A weak chair lets the conversation drift, lets the senior figure on stage off the hook, and leaves the audience with no usable signal on policy, capital or strategy.
Capital is being deployed into a world where the old assumptions about growth, globalisation and state policy no longer hold. Boards and investment committees need a framework for distinguishing structural shifts from cyclical noise across emerging and developed economies. The cost of getting this read wrong, on country exposure, currency, or capital allocation, has rarely been higher.
Senior leaders are now expected to read global economic and geopolitical signal under conditions of constant noise. The information arrives faster than the meaning. The board agenda increasingly turns on whether the people in the room can tell the urgent from the merely loud.
Boards are being asked to make capital, supply and technology decisions inside a system that no longer behaves the way the textbooks said it should. Macro shocks transmit through opaque networks of banks, regulators and policy elites, and the same leadership team is now expected to translate AI capability into operating advantage without losing its workforce in the process. The strategic question is no longer which trend matters, but which combination of financial, geopolitical and technological pressure will hit the business first.
Leadership forums on geopolitics, economic risk, and political change consistently underdeliver. Rooms full of senior people and strong opinions rarely produce structured insight without expert facilitation. The gap between a consequential conversation and a polite exchange of views is almost always the person holding the frame.
A handful of companies now sit between every business and its customers, and the rules of competition no longer reward operational excellence alone. Leaders are being asked to build durable strategy inside an economy where scale, data, and distribution compound for a few and erode for everyone else. The question is no longer how to compete, but where the next defensible position actually exists.
Boards now have to take positions on China, tariffs and currency exposure without a settled framework for how the next decade plays out. The official numbers, the political signalling and the operating reality have stopped lining up. Capital allocation decisions are being made on intuition rather than on a clear read of what is actually moving in the world’s second largest economy.