Employee Engagement speakers

Why organisations work with Tom Morley A participatory format that gets reserved, senior or fatigued audiences playing, listening and coordinating with each other inside ten minutes, not after a day of icebreakers. Twenty-five years of delivery for Vodafone, Disney, GSK, Hertz, Nokia, Cisco, Adecco and Johnson & Johnson across New York, Moscow, Johannesburg, Istanbul, Paris and London. A working artist’s read of group energy, drawn from a career on stage with Scritti Politti and studio work with David Bowie and Madness, applied to the dynamics inside a leadership offsite. A facilitation method, the 7-Step REMIX Process, that translates the in-room experience into language teams can use back at their desks the following week. Biography highlights Founder member and original drummer of Scritti Politti, the DIY-to-pop band of the 1980s. Studio and live collaborator with David Bowie and Madness. Founder of Instant Teamwork (1999), an arts-based team-building company operating internationally. Corporate clients include Vodafone, Disney, GSK, Hertz, Nokia, Cisco, Adecco and Johnson & Johnson. Author of the 7-Step REMIX Process, a personal development framework adapted from the “More To Life” programme. Charitable work for Teenage Cancer Trust, Royal Marsden Cancer Hospital, MENCAP, Save the Children, UN Women UK and Peace One Day. Biography A power-cut hit the stage during a Scritti Politti show in Berlin. Morley kept the beat going and started a vocal call-and-response with the audience. That moment, in which a room of strangers held a groove together without any technology, became the seed for Instant Teamwork, the arts-based team-building company he founded in 1999. The premise is straightforward. Trust, candour and coordination cannot be lectured into a team. They have to be experienced first, then named. Morley uses live drumming and call-and-response to put a group into a shared rhythm fast, then debriefs what just happened in terms the room can take back to work. The musical credibility is real. He was a founder member of Scritti Politti, recorded with David Bowie and performed live with Madness. The corporate work has had time to develop a method. Vodafone, Disney, GSK, Hertz, Nokia, Cisco, Adecco and Johnson & Johnson have used Instant Teamwork sessions in New York, Moscow, Johannesburg, Istanbul, Paris and London over more than two decades. Around the facilitation sits the 7-Step REMIX Process, adapted from his work with Dr K. Bradford Brown of the “More To Life” programme. It is the language Morley uses to make a participatory session repeatable for teams once the drums are gone. Key speaking topics Team cohesion and group energy Engagement and participation in hybrid teams Creativity and improvisation under pressure Communication and call-and-response as a team behaviour Motivation and collective performance Risk-taking and breaking hierarchical silos Ideal for Annual conferences and leadership offsites that need a high-energy participatory anchor HR and culture leads rebuilding engagement after restructure or remote-working fatigue Sales kick-offs and reward events looking for a shared experience rather than a panel Senior leadership groups doing trust and communication work as part of an away-day Audience outcomes An experience of collective rhythm and coordination that members of the room produced together A felt sense of how quickly a reserved group can become participatory when the format invites it A shared reference point, the session itself, that the team can call back to in meetings afterwards Language from the REMIX framework for talking about creative risk and group communication A reset on the relationship between energy in the room and decisions made later

Why organisations work with Tommy Caulfield Stories with receipts. The Atlantic crossing, the Patagonia ultra triathlon, and the El Capitan climb are documented adventures, not platform anecdotes, which gives the resilience material an evidence base most motivational keynotes do not have. The “ordinary person” frame. Caulfield was a content marketer with no endurance background before any of this. That makes the material legible to a non-elite audience in a way that ex-military and Olympic speakers often are not. A specific intellectual hook in High Agency. The signature talk reframes resilience as ownership and decisive action under ambiguity, which gives people teams a more useful organising idea than “be resilient.” A corporate client list that signals fit. Repeat work with Google, Microsoft, JP Morgan, Airbnb, Nike, Dropbox, BNY Mellon, and Gymshark indicates the content travels across sectors and seniority levels. Biography highlights Co-founder of The Tempest Two with James Whittle, the speaking and adventure partnership formed after their 2015 Atlantic crossing. Rowed 3,000 miles across the Atlantic unaided in 54 days, from the Canary Islands to Barbados, with no prior rowing experience. Completed a world-first ultra triathlon in Patagonia: 1,600km cycle, 65km mountain run, and a 100km stand-up paddleboard descent of the La Leona river between Lakes Viedma and Argentino. Climbed El Capitan in Yosemite with 36 months’ climbing experience. Co-founder of Dose, a workplace wellbeing company whose clients have included Nike, BNY Mellon, IBM, and Airbnb. Host of The Tempest Two Pod, a podcast on adventure mindset. Corporate keynote clients include Google, Microsoft, JP Morgan, Dropbox, Heineken, Gymshark, and Rapid7. Biography Most resilience content fails the room within five minutes. The audience has heard the abstract version. They have done the workshop. What they have not heard is someone who can describe what changes in the head when a 7-metre rowing boat capsizes 1,500 miles from land in a hurricane, and then say something useful about Monday morning. That is the slot Tommy Caulfield fills. He and James Whittle, who together form The Tempest Two, rowed 3,000 miles unaided across the Atlantic in 2015 with no prior rowing experience. They followed it with a world-first ultra triathlon across Patagonia in 2017: a 1,600km cycle, a 65km mountain run, and a 100km stand-up paddleboard descent of the La Leona river. They climbed El Capitan in 2019 with three years of climbing experience between them. The keynote work draws on those expeditions, but the proposition is structural rather than anecdotal. The signature talk, High Agency, treats ownership and decisive action under ambiguity as a learnable workplace skill, not a personality trait. It is built for audiences who are tired of being told to be resilient and want a more specific mental model. The corporate adoption supports the case. Caulfield has delivered repeat keynotes for Google, Microsoft, JP Morgan, Airbnb, Nike, Dropbox, BNY Mellon, Gymshark, and Heineken, and co-founded the workplace wellbeing company Dose, which has worked with Nike, BNY Mellon, IBM, and Airbnb. The “ordinary person” framing is the differentiator: no elite athletic background, no military service, no academic credential. The credibility lives in the expeditions themselves and the room responses they produce. Key speaking topics Resilience and performance under pressure High agency and ownership at work Growth mindset Team performance in adversity Adventure mindset and behaviour change Decision-making under uncertainty Ideal for People and culture leaders looking for resilience and mindset content that lands with a mid-career audience. Sales, customer, and high-pressure operating teams running annual kick-offs or away-days. HR and L&D teams designing wellbeing or performance programmes that need a credible external opener. Conference programmes wanting an adventure-led keynote with a corporate client track record rather than a pure inspirational slot. Audience outcomes A working definition of high agency that an audience can apply to their own decisions, not a generic call to be more resilient. A felt sense of what mindset under prolonged pressure actually looks like, drawn from documented expeditions rather than abstract examples. Specific habits and decision routines used to keep moving through setbacks, capsizes, and prolonged adversity. A reset of what “ordinary” people are capable of when the frame shifts from experience to ownership.

Why organisations work with Tonje Elisabeth Aarøe She brings a perspective built from both sides of the transformation equation: having seen digital change from inside Google and Microsoft, and then spent years advising organisations on why the people side of it breaks down. Empulse, the staff engagement diagnostic she co-developed with Professor Sut I Wong at BI Norwegian Business School, gives organisations a structured way to measure how employees are actually experiencing transformation, not how leaders think they are. FranklinCovey’s methodology underpins her advisory work, bringing a globally tested behaviour-change framework rather than a proprietary system built on personal experience alone. Her work addresses a specific failure mode – the 70% change project failure rate – with diagnostic and practical tools rather than motivational reframing. She has delivered in academic and executive contexts across institutions including BI Norwegian Business School and Durham University Business School, giving her work independent intellectual grounding beyond the speaking circuit. Biography highlights Country Manager Norway, FranklinCovey North; the globally recognised leadership and behaviour-change organisation Former Industry Manager, Google Norway; prior enterprise sales and marketing roles at Microsoft Co-developer of Empulse, an employee engagement survey built with Professor Sut I Wong of BI Norwegian Business School to measure employee experience during digital transformation Author of Ignite Your Inner Game Changer (2017) Founder of Growthitude, a transformation and engagement consultancy Guest lecturer at BI Norwegian Business School and Durham University Business School Certified Prosci Change Management Practitioner; certified NLP Trainer Contributor to PECB Insights on digital transformation topics Biography Most digital transformation programmes treat culture as the final phase; the communications plan, the change management appendix. Tonje Elisabeth Aarøe’s argument, built over a career inside Google and Microsoft and then sharpened through advisory work at FranklinCovey, is that this sequencing is the primary reason so many programmes fail. At FranklinCovey Norway, where she serves as Country Manager, Aarøe advises organisations on leadership capability and employee engagement using one of the most widely deployed behaviour-change methodologies in the world. Her practical toolkit includes Empulse, a staff engagement diagnostic she co-developed with Professor Sut I Wong at BI Norwegian Business School, which allows organisations to track how employees are actually experiencing transformation at pace, rather than retrospectively. Before moving into advisory work, she spent the better part of 15 years in corporate technology and digital sales at Microsoft and Google, working with enterprise clients across sectors on digital strategy and commercial execution. That background means she can describe transformation from inside the organisations that defined it, not only from the consulting room. She has guest lectured at BI Norwegian Business School and Durham University Business School, and contributes to PECB Insights. Her work sits at the intersection of operational credibility and structured methodology; a combination that tends to land in rooms where cultural scepticism about change consultants runs high. Key speaking topics Employee engagement in digital transformation Culture change management Change leadership in hybrid and international environments Building high-performing teams Behavioural change at organisational scale Leadership development and execution Digital work culture Ideal for CHROs and People Directors leading culture or engagement programmes during transformation CEOs and leadership teams managing organisation-wide change initiatives Transformation and change leads in mid-to-large organisations implementing new ways of working L&D and executive education programmes looking for practitioner-led content on digital culture Audience outcomes A clearer understanding of why employee engagement, not technology, determines transformation outcomes Practical framing of how culture and behaviour change can be managed alongside – not after – digital implementation Familiarity with diagnostic approaches (including pulse-survey methodology) for tracking engagement during change Specific leadership behaviours that sustain team performance under sustained organisational pressure A more honest account of how digital change actually lands inside organisations, drawn from inside Google and Microsoft

Why organisations work with Travis Bradberry His four-quadrant EQ model – self-awareness, self-management, social awareness, relationship management – gives HR and L&D teams a structured, easy-to-assess framework that can be integrated into existing leadership development and performance programmes, rather than treated as a standalone concept. TalentSmart’s reach into more than 75% of Fortune 500 companies means Bradberry’s frameworks have been stress-tested at enterprise scale across sectors and leadership levels, rather than drawn from a single industry or a handful of client cases. Emotional Intelligence 2.0 has sold over 3 million copies and been translated into 28 languages – a degree of market validation that signals genuine professional resonance, and that typically eases internal buy-in when positioning an EQ-based leadership initiative. His dual Ph.D. spanning both Clinical and Industrial-Organizational Psychology grounds a high-profile popular message in the research disciplines most directly relevant to behavioural change at work; a combination few speakers in the EQ space hold. With 2.5 million LinkedIn followers and Top Voice designation, his platform reflects an active, senior professional audience and demonstrates Bradberry’s credibility. Biography highlights Dual Ph.D. in Clinical and Industrial-Organizational Psychology, California School of Professional Psychology Co-author of Emotional Intelligence 2.0 – the bestselling EQ title in its category, with over 3 million copies sold and translated into 28 languages across 150+ countries Co-founder and President of TalentSmart (later TalentSmartEQ) – the EQ assessment and training business embedded in more than 75% of Fortune 500 companies Author of subsequent titles including Emotional Intelligence Habits and The New Emotional Intelligence; total book sales across all titles exceed 5 million copies Chief People Scientist at LEADx, a mobile-first leadership development platform applying behavioural science and AI to EQ training at scale LinkedIn Top Voice with over 2.5 million followers; written for or covered by Harvard Business Review, Forbes, Fortune, Wall Street Journal, Fast Company, and TIME Biography The performance gap that most leadership development programmes fail to close is not a knowledge gap. Leaders who derail by alienating teams, making reactive decisions under pressure, or losing influence at senior levels, rarely lack technical expertise. The pattern that consistently predicts who performs and who struggles sits elsewhere: in the ability to perceive, regulate, and apply emotional information at the moments that matter most. Dr. Travis Bradberry holds a dual Ph.D. in Clinical and Industrial-Organizational Psychology and has spent his career making that domain measurable and actionable for organisations. As co-founder of TalentSmart, he built the dominant infrastructure for EQ assessment and training, working with more than 75% of Fortune 500 companies. The company’s proprietary Emotional Intelligence Appraisal and associated training programmes embedded EQ into leadership development at a scale most researchers and authors never reach. His co-authored book Emotional Intelligence 2.0 became one of the most widely read management titles of its generation, selling over 3 million copies and appearing in 28 languages across 150 countries. The book’s four-quadrant model gave organisations a structured, assessable framework rather than an abstract aspiration. Subsequent works including Emotional Intelligence Habits and The New Emotional Intelligence extend that framework with more recent research in neuroscience and habit formation. As Chief People Scientist at LEADx, Bradberry’s current work focuses on applying EQ research through AI-assisted behavioural coaching at scale; a model increasingly relevant to organisations that need leadership development to produce lasting behavioural change beyond the classroom. His writing has reached a global executive audience through Harvard Business Review, Forbes, Fortune, and the Wall Street Journal. Key speaking topics Emotional intelligence and leadership performance Self-awareness and self-management at work Measuring and developing EQ in organisations Behavioural science of decision-making under pressure Leadership effectiveness and derailment Talent development through emotional intelligence Performance culture and workplace behaviour Ideal for CHROs and People leaders designing or refreshing leadership development programmes Executive teams and senior leadership cohorts working on behavioural effectiveness and team dynamics L&D leads building EQ capability into management pipelines Organisations implementing performance culture or investing in measurable behaviour change Audience outcomes A clear understanding of the four-quadrant EQ model and how each domain directly affects leadership behaviour and organisational outcomes Awareness of how EQ predicts performance across roles and levels, grounded in TalentSmart’s enterprise-scale data Practical strategies for developing self-awareness and self-management under pressure – applicable immediately in leadership practice Frameworks for integrating EQ assessment into existing coaching, development, and performance programmes A sharper distinction between EQ as an abstract concept and EQ as a measurable, developable capability – with implications for how organisations design and evaluate leadership investment

Why organisations work with Usain Bolt The credibility here is categorical, not comparative: no other speaker has won the same event at three consecutive Olympic Games, making his perspective on repeat delivery under pressure genuinely without parallel. His career reframes the performance conversation from talent to architecture – specifically, how training structure, mental preparation, and team interdependence produce consistent output at the moment it matters most. The 4×100m relay thread in his career offers a direct organisational parallel: individual excellence that only converts to results through precise coordination and collective timing. He overcame scoliosis to break multiple world records, giving organisations a concrete, non-generic reference point for performance under physical and psychological constraint. Four Laureus World Sportsman of the Year awards and a record six World Athletics Male Athlete of the Year titles are institutional recognitions of sustained performance, not a single peak – the specific distinction that makes this relevant to leadership rather than motivation. Biography highlights Sole holder of both the 100m (9.58s) and 200m (19.19s) world records, set at the 2009 World Athletics Championships in Berlin – both remain unbroken Eight Olympic gold medals across the 2008, 2012 and 2016 Games; the only athlete to win the 100m, 200m and 4×100m relay at three consecutive Olympics Eleven World Athletics Championships gold medals – the most by any male athlete in the event’s history Four-time Laureus World Sportsman of the Year; record six-time IAAF/World Athletics Male World Athlete of the Year Long-term brand partnerships with PUMA and Hublot; founder of Tracks & Records, Champion Shave and Enertor Founder of the Usain Bolt Foundation, supporting children through education and culture in Jamaica Biography Usain Bolt ran the 100 metres in 9.58 seconds in Berlin in 2009. That record has never been broken. More than the number, it is the context that matters to organisations: he ran it in a championship final, under the weight of global expectation, after having already redefined what was thought possible at two previous Olympics. What makes Bolt’s career relevant beyond sport is the pattern, not the peak. He won the 100m, 200m and 4×100m relay at Beijing, London and Rio – three consecutive Games, the same events, progressively higher scrutiny. The architecture behind that consistency – how preparation, focus, team interdependence and mental control combine to produce results on demand – is precisely what high-performance organisations are trying to build. His record six World Athletics Male Athlete of the Year awards and four Laureus World Sportsman of the Year titles are institutional recognitions of sustained excellence. They are not lifetime achievement honours. They reflect delivery at the moment it was required, year after year, at the sport’s defining events. Bolt also overcame scoliosis throughout his career, a fact that reframes the performance story entirely – from natural gift to deliberate construction. For organisations serious about building cultures that perform under pressure, that distinction is the point. Key speaking topics Sustained elite performance and repeat delivery Mental preparation and competitive focus Performing under extreme pressure and scrutiny Team cohesion and collective execution Personal discipline and long-term conditioning Building and sustaining a global personal brand Resilience and performance under physical constraint Ideal for Senior leadership and executive teams focused on sustained performance culture Sales leadership and high-performance commercial teams CHROs and people leaders building resilience and high-output team environments Global brand and sponsorship events requiring a credible, internationally recognised anchor speaker Audience outcomes A concrete, evidence-based model for what distinguishes one-off achievement from repeatable, pressure-tested excellence Clearer understanding of how individual preparation connects to collective team performance A reframed perspective on talent versus structure – and what organisations can actually control Practical reference points for maintaining focus and composure in high-stakes, high-scrutiny environments Insight into how global brand credibility is built through consistent performance rather than singular moments

Why organisations work with Vinh Giang His communication framework is rooted in the psychology of illusion; specifically, how professional magicians manage audience perception, belief, and attention. This gives organisations access to a model of influence that is empirically grounded in audience psychology, not generic presentation technique. His signature concept: that every professional has a habitual voice, not a natural one, and that this voice can be deliberately rebuilt, gives individuals a concrete, actionable framework rather than general advice about confidence or impact. He built 52Kards, an online magic education platform that reached 800,000 students globally, demonstrating that he has applied the same principles of skill transfer and engagement he teaches to others at commercial scale. The STAGE Academy programme translates his performance methodology into structured organisational training, giving companies a repeatable development pathway, not a one-off motivational event. He was named South Australia’s Young Entrepreneur of the Year in 2013 and has delivered over 80 live events internationally, including a TEDx appearance at Macquarie University: his credibility is practitioner-built, not academic. Biography highlights Co-founder of 52Kards (formerly Encyclopedia of Magic), an online education platform with over 800,000 enrolled students worldwide CEO of Luminary Productions, a training, development, and video production company Creator of the STAGE Academy, a structured public speaking and communication programme for professionals South Australia Young Entrepreneur of the Year Award (2013) Multiple award-winning performer at the Adelaide Fringe Festival: Top Voted Show and Top Reviewed Show, three consecutive years (2012-2014) TEDx speaker, Macquarie University, on communication and professional performance Biography Vinh Giang’s central argument is that most professionals communicate well below the standard their thinking deserves, and that the gap between expertise and expression is a learned problem with a learnable fix. His methodology doesn’t come from corporate training or academic research. It comes from 15 years of studying what professional magicians do: how they control attention, manage belief, and shape the experience of an audience in real time. The insight he took from performance is precise. Robert-Houdin’s principle: that a magician is an actor playing the part of a magician, reframes communication as a discipline of craft, not personality. Applied to business, this means that a leader’s authority in a room is not fixed. It is a set of habits, many of them inherited from childhood, that can be replaced with deliberate ones. That argument is the foundation of the STAGE Academy, his structured communication programme for professionals. Giang is not a theorist. He dropped out of a commerce and law degree at the University of Adelaide to build 52Kards, an online magic education platform that eventually reached over 800,000 students worldwide. That business – built before the term “creator economy” existed – earned him the South Australia Young Entrepreneur of the Year Award in 2013. His performance work at the Adelaide Fringe Festival, where his shows won Top Voted and Top Reviewed for three consecutive years, gave him a practical laboratory for the same principles he now teaches to senior professionals. His clients have included Microsoft, Facebook, and LinkedIn. The organisations that engage him are not looking for motivational uplift; they are investing in a measurable upgrade in how their people present, persuade, and lead under pressure. Key speaking topics Performance-based communication for leaders The psychology of influence and audience perception Vocal presence and professional authority Storytelling and high-stakes persuasion Confidence and mindset in professional communication Communication as a teachable skill set Entrepreneurship and the business of building trust Ideal for Senior leadership teams and C-suite executives seeking to sharpen influence and executive presence Sales and commercial leaders whose teams communicate and persuade in high-stakes environments CHROs and L&D leads commissioning communication capability programmes Conference audiences drawn from professional services, financial services, or technology – where credibility depends on the ability to make complex ideas land clearly Audience outcomes A concrete model for understanding why their current communication habits underperform, and what specifically to change Practical tools for rebuilding vocal presence and delivery authority, drawn from professional performance training A framework for structuring high-stakes communication; presentations, negotiations, and leadership conversations, that moves audiences to action Greater awareness of the gap between how they intend to come across and how they are actually received A shift from treating communication as a soft skill to treating it as a professional discipline with measurable standards

Why organisations work with Vishen Lakhiani He has built and run a multi-country, multi-nationality workforce at Mindvalley, so the cultural practices he teaches are tested inside a company he has scaled, not theorised from a consulting seat. His two books, The Code of the Extraordinary Mind and The Buddha and the Badass, give corporate audiences a shared vocabulary that connects personal development to operating performance. He is a credible bridge between the personal-growth audience and serious corporate buyers, which matters for organisations whose employees already consume this content privately and want it brought inside the company on terms leadership can stand behind. Mindvalley’s recognition for workplace design and culture, including coverage by Inc. for its Kuala Lumpur office, gives the practical workplace argument visible proof points beyond the keynote. Biography highlights Founder and CEO of Mindvalley, the personal growth and education company he started in 2002. Author of The Code of the Extraordinary Mind (Rodale, 2016), a New York Times bestseller translated into more than twenty languages. Author of The Buddha and the Badass (Penguin Random House, 2020), a No. 1 Wall Street Journal Business bestseller and New York Times bestseller. Member of the Transformational Leadership Council and the XPRIZE Foundation Innovation Board. Founder of A-Fest, an invite-only conference series for entrepreneurs working on consciousness, education, and human performance. Bachelor’s degree in computer engineering from the University of Michigan, with early career time at Microsoft before founding Mindvalley. Biography Mindvalley began as a small meditation website in 2002 and now operates as a global learning platform with students in nearly every country. Its founder, Vishen Lakhiani, built it on a single working hypothesis: adults learn faster, and stay longer, when development inside the workplace is treated with the seriousness organisations usually reserve for strategy and finance. That hypothesis sits behind two New York Times bestsellers. The Code of the Extraordinary Mind argues that most of what people accept as adult life is inherited rules they have never tested. The Buddha and the Badass applies the same lens to work, taking the unusual position that compassion and ambition are operating partners rather than opposites. Both books made the bestseller lists, and the second debuted at No. 1 on the Wall Street Journal Business Hardcover list. The corporate relevance comes from Mindvalley itself. Lakhiani has run a workforce drawn from more than fifty nationalities, building cultural practices that survived contact with hiring at scale, remote operations, and a global audience. His memberships of the Transformational Leadership Council and the XPRIZE Foundation Innovation Board place him alongside figures driving long-range thinking on human development and applied innovation. For senior teams, he is the speaker who can make a culture-of-learning conversation feel concrete. He has translated personal-development language into operating practice inside his own company, then sold the result to twenty million people. That gives him a footing in the room that few personal-growth authors hold. Key speaking topics Workplace culture and human development Learning innovation and corporate education design Personal transformation as an operating practice Mindfulness and performance under pressure Goal-setting and motivation systems Entrepreneurship and scale-up culture Future of work and the meaning question Ideal for Chief People Officers and CHROs rebuilding corporate learning around behavioural change. Founders and CEOs of high-growth companies designing culture for a multi-country, multi-generational workforce. Leadership offsites where the brief is to combine commercial ambition with employee meaning. Conferences on the future of work, learning, and human performance. Audience outcomes A working language for connecting personal development to commercial outcomes that senior leaders can use without wincing. A clearer view of why current corporate learning programmes generate completion rates without behavioural change. Practical Mindvalley-tested approaches to onboarding, ritual, and cultural cohesion at scale. A specific frame for talking about meaning at work that does not slide into wellness clichés. Confidence that the personal-growth content employees already consume can be channelled into something the organisation owns.

Why organisations work with Vlatka Hlupic A single, evidence-led system of organisational transformation, built from more than two decades of research and field application across companies including GlaxoSmithKline, BP, SAP, Burberry, and the European Commission A measurable diagnostic, the Organisational Health Scan (developed from her 6 Box Leadership instrument), that lets a leadership team baseline its current culture, identify the constraints holding performance back, and track shift over time The intellectual authority of an academic who chairs a faculty position at Hult Ashridge and has published in Harvard Business Review, paired with the practitioner credibility of a CEO running her own consultancy A clear position on what comes after command-and-control management, set out in two books that have been recognised by Forbes, the Axiom Business Book Awards, and the CMI Biography highlights Professor of Leadership and Management, Hult Ashridge Executive Education Founder and CEO, Management Shift Solutions Ltd; Founder, Drucker Society London Author of “The Management Shift” (Palgrave Macmillan) and “Humane Capital” (Bloomsbury) “The Management Shift” listed by Forbes among the top eight business books of 2014; winner of the Axiom Business Book Award and CMI Management Articles of the Year 2015 Damehood (non-UK) received 2025 for contribution to humanising business; Think Global People “80 Outstanding Global Women 2025” Featured in Harvard Business Review, Financial Times, The Economist, Forbes, and at the Global Peter Drucker Forum Biography Most large organisations are still managed through assumptions that were set in a different industrial cycle. Hierarchy, central control, and extrinsic incentives delivered scale in the twentieth century, but they produce diminishing returns when the work is knowledge-intensive and the workforce expects autonomy. Hlupic’s research argues that the gap between how leaders say they want their organisations to behave and how those organisations actually operate is the single largest drag on engagement and innovation today. Her response is the Management Shift, a five-level model of organisational culture developed across more than a decade of longitudinal research and set out in two books, “The Management Shift” (Palgrave Macmillan) and “Humane Capital” (Bloomsbury). The model describes the steps an organisation moves through as it leaves command-and-control behind, and it sits on top of a diagnostic, the Organisational Health Scan (developed from her 6 Box Leadership instrument), that senior teams use to measure where they actually are. The credentials sit behind the argument, not in front of it. Hlupic is Professor of Leadership and Management at Hult Ashridge Executive Education, Founder and CEO of Management Shift Solutions, and Founder of the Drucker Society London. Her work has been applied inside organisations including GlaxoSmithKline, BP, SAP, Burberry, the European Commission, and the House of Commons. She has contributed to Harvard Business Review, the Financial Times, The Economist, Forbes, and the Global Peter Drucker Forum. In 2025 she received a non-UK damehood for her contribution to humanising business. Forbes listed “The Management Shift” among the top eight business books of 2014, and the work has since picked up the Axiom Business Book Award and the CMI Management Articles of the Year. The throughline across the academic publications, the books, and the client work is the same: a board that wants better engagement, better innovation, and a more durable culture has to change how it leads, and there is now a tested way to do that. Key speaking topics Conscious leadership and the post-command-and-control organisation The Management Shift framework Organisational culture transformation Employee engagement and human-centric leadership Innovation in knowledge-intensive organisations Future of work and digital transformation Humane capitalism and purpose-driven business Culture due diligence for mergers and acquisitions Ideal for CEOs, COOs, and boards re-examining their operating model after restructure, merger, or digital transformation CHROs and chief people officers leading culture change at enterprise scale Senior leadership teams using diagnostic instruments to baseline culture before and after major change programmes Executive education and leadership development functions in large multinationals Audience outcomes A clear five-level map of organisational culture and where their own organisation currently sits on it Specific behaviours that move a team from compliance-driven to engagement-driven performance Evidence from multinationals that have used the Management Shift approach, and what it changed in measurable terms A view of leadership beyond authority, drawn from her HBR work and longitudinal research Language and frame to take into their own executive conversations on culture, engagement, and innovation

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 Yogi Roth Co-authorship with Pete Carroll of Win Forever, a New York Times bestseller, gives him direct authority on the “Always Compete” philosophy now used widely in sport and corporate culture programmes. Two decades inside elite football locker rooms, first as a USC quarterbacks coach, then as a Big Ten, Pac-12, ESPN and Fox analyst, gives him a first-hand evidence base most culture speakers do not have. He brings a filmmaker’s command of narrative into the room. As producer and narrator of The Drive on the Pac-12 Networks since 2013, he has spent his career studying what actually makes high-performing cultures cohere on camera. Track record speaking for Nike, World Surf League, Capital One, Dignity Health and JCPenney, alongside major college athletic programmes, means he reads both commercial audiences and team-led organisations without recalibration. Biography highlights Co-author with Pete Carroll of Win Forever: Live, Work, and Play Like a Champion, which reached number seven on the New York Times bestseller list. Los Angeles Emmy winner in 2020 for Fight On: A Jackson Family, produced for the Pac-12 Networks. College football analyst across the Big Ten Network, Pac-12 Networks, Fox, ESPN and NFL Network, joining Big Ten Network in 2024. USC football quarterbacks coach under Pete Carroll, 2005 to 2009, following a playing career as a wide receiver at the University of Pittsburgh. Master’s degree in Communication Management from the USC Annenberg School for Communication and Journalism, graduating magna cum laude. Elite 11 quarterback coach and host since 2009; producer and narrator of the documentary series The Drive on Pac-12 Networks since 2013. Biography Pete Carroll’s Win Forever philosophy did not stay inside USC’s football programme. The book that codified it, co-written with Yogi Roth in 2010, reached number seven on the New York Times bestseller list and has since travelled through corporate culture programmes, athletic departments and leadership offsites. Roth is the storyteller who shaped how that philosophy reads on the page and how its central idea, “Always Compete,” lands in a room. His route to that work was unusual. He walked on as a wide receiver at the University of Pittsburgh, earned a full athletic scholarship, then moved into coaching at USC under Carroll from 2005 to 2009. He studied alongside that work, completing a master’s in Communication Management at the USC Annenberg School. Coaching gave him the inside view of how an elite competitive culture actually behaves. Annenberg gave him the craft to translate it. The translation has been a 20-year career across broadcast and film. He has been an on-air college football analyst for the Big Ten Network, Pac-12 Networks, Fox, ESPN and NFL Network, and has produced and narrated The Drive since 2013, the long-running documentary series on the Pac-12 Networks. In 2020 he won a Los Angeles Emmy for Fight On: A Jackson Family. He also coaches and hosts the Elite 11, the country’s premier high school quarterback competition. That body of work is the substance behind his keynote practice. He has spoken for Nike, World Surf League, Capital One, Dignity Health and JCPenney, applying the same idea: organisations perform when leaders make what matters specific, repeat it relentlessly, and reward the behaviours that show people are competing for it together. The Latin root of compete, he points out, is “to strive together.” Most culture programmes forget that part. Key speaking topics Culture and the “Always Compete” philosophy Storytelling as a leadership tool High-performance team dynamics Personal brand and authentic communication Coaching and feedback in competitive cultures Purpose, clarity and discipline in winning organisations Ideal for Sales leaders and commercial teams running culture or kickoff events HR and people leaders building engagement programmes around purpose and team behaviour Athletic departments, sports organisations and performance-led businesses Marketing leaders and brand teams working on internal storytelling and identity Audience outcomes A working definition of what their team is actually competing for, beyond the stated mission Specific stories they can carry back into their own teams to make values concrete A clearer sense of where culture is real in their organisation and where it is decoration Renewed conviction that the behaviours leaders model in small moments are what shape a winning culture

Why organisations work with Zara Janjua She brings broadcast-grade interviewing into corporate rooms, drawing on more than 500 live hours of television and national news across BBC, ITV and STV. She is the host NatWest chose for its Women in Business podcast, its skills development series, and its internal What’s The Chat? podcast, which makes her a credible anchor for organisations building long-running internal communications platforms, not one-off events. She has chaired the Financial Alliance for Women Summit and the EBRD Conference on Skills Development in Central Asia, and has led onstage conversations with Karren Brady and Steven Bartlett, so she is trusted to handle senior figures and senior delegates at international level. She is an appointed member of NatWest’s Ethnicity Advisory Council, which gives her a working view of how a major institution actually moves on inclusion, not just how it speaks about it. She speaks on portfolio careers and reinvention as someone who has actually built one, from national news to comedy, television writing and documentary film, which reaches audiences facing their own career uncertainty in a way a career theorist cannot. Biography highlights BAFTA, NTA and RTS award-winning broadcaster; presents on BBC Radio Scotland and has fronted national news, daytime and comedy across BBC, ITV and STV. Delivered a keynote to an audience of around 16,000 in Melbourne for Rotary International. Led onstage conversations with Karren Brady and Steven Bartlett at the Women in Business and Tech Expo. Reporter for the New York Times Climate Hub at COP26, interviewing John Kerry and Al Gore. Host of NatWest’s Women in Business podcast and its internal What’s The Chat? podcast, and a member of its Ethnicity Advisory Council. Highly Commended finalist, Women of the Future Awards, sponsored by Oxford University and the Financial Times. Biography One career rarely runs from national news to stand-up comedy, television writing, and documentary film. Zara Janjua’s has, and each strand carries recognition: a BAFTA, NTA and RTS across her television work, a place in the BBC Comedy Writersroom won from more than four thousand applicants, and a Technical Award for her first documentary. That range is what makes her effective on a corporate stage. She interviews senior leaders without flattening them and holds a panel to its actual argument, drawing on more than 500 live hours of television and national news. She reported for the New York Times Climate Hub at COP26, securing interviews with John Kerry and Al Gore, and now presents on BBC Radio Scotland. NatWest shows how that translates inside an organisation. Janjua hosts the bank’s Women in Business podcast and its internal What’s The Chat? podcast, and sits on its Ethnicity Advisory Council. On larger stages she has led onstage conversations with Karren Brady and Steven Bartlett at the Women in Business and Tech Expo, and delivered a keynote to an audience of around 16,000 in Melbourne for Rotary International. Her keynote work has moved with her. The recurring subject is now the shape of a modern working life: portfolio careers, reinvention, resilience, and aligning work with purpose. The Women of the Future Awards, sponsored by Oxford University and the Financial Times, named her a Highly Commended finalist for building exactly that. The documentaries she produces in Nepal, Tanzania, and Guatemala for charitable partners are its clearest expression, and the reason a Rotary International president has publicly credited her fundraising impact. Key speaking topics Event hosting and moderation Panel chairing and interviewing Portfolio and multi-hyphen careers Career reinvention and resilience Future of work and careers Diversity, equity and inclusion Mental health in the workplace Storytelling and business communication Ideal for CHROs, internal communications leads and DEI directors anchoring long-running internal channels. Boards, summit organisers and awards committees commissioning a host for inclusion, women in business or skills conferences. Talent and early-careers leaders programming events on career reinvention, portfolio working and retention. Financial services, professional services and public-sector organisations briefing a moderator on senior international panels. Audience outcomes A panel or summit that lands its argument rather than drifting between speakers. An internal communications moment that employees actually listen to, anchored by a broadcaster they recognise as credible. Senior speakers drawn out on substance, not left to recite prepared lines. Sensitive subject matter on inclusion, mental health or women’s progression handled with editorial care. Audiences leave rethinking what a viable career can look like, prompted by someone who built one across news, comedy and film.

Why organisations work with Zavier Coyne He is the rare generational expert who belongs to the generation in question. Most authorities on Gen Z are older researchers studying it from the outside; Zavier started his first business at 15 and works the subject as a digital native, so he can translate in both directions between senior leaders and the employees they struggle to read. His Generational Intelligence framework gives leaders something to fix instead of someone to blame. He treats young-employee friction as a structural mismatch in how digitally native people handle feedback and authority, not as an attitude or entitlement problem. The work is tied to numbers leaders already own. Gen Z Coach engages on retention and engagement with clients from tech start-ups to FTSE 100 and NYSE-listed companies, so sessions are built around measurable outcomes, not sentiment. One engagement can reach both sides of the divide. He speaks to senior leadership on leading digitally native talent and to early-career employees on working across generations without lowering standards, addressing the friction from both directions at once. Biography highlights Co-Founder of Gen Z Coach, a multigenerational performance consultancy whose clients range from tech start-ups and universities to FTSE 100 and NYSE-listed companies Originator of the Generational Intelligence (GQ) framework, a behavioural skillset for leading and working across digitally native generations TEDx speaker and guest contributor to the University of Bath School of Management Skills Series Accredited Coach at the highest level of the Association for Coaching and a Master Intuitive Psychology Coach Fellow of beVisioneers: The Mercedes-Benz Fellowship, taking part in the fellowship’s youth-entrepreneurship session at Davos during the 2026 World Economic Forum Featured guest on generational-leadership podcasts including TomorrowToday Global’s Elephants in the Boardroom, and founder of a self-development podcast that topped the Apple charts Biography Gen Z is the first generation shaped entirely by digital systems from birth, and it is now entering workplaces built for an earlier era. The result is friction that most leaders misread. Falling retention and flat engagement get blamed on attitude, when the real gap is in how digitally native employees handle feedback and authority. Zavier Coyne built his work around closing that gap. Through Gen Z Coach, the consultancy he co-founded, he reframes the issue as a structural mismatch rather than a values problem. He gives it a name: Generational Intelligence, a behavioural skillset that both leaders and young employees can be trained in. His clients run from tech start-ups and universities to FTSE 100 and NYSE-listed companies, and the work is measured on retention and engagement. What separates him from most voices on the subject is position. The established authorities on Gen Z tend to be older researchers describing it from the outside. Zavier is a digital native who started his first business at 15 and works the subject from inside the generation. That lets him translate in both directions, which is why senior leaders use him as a bridge to employees they find hard to read. The credentials are concrete. Zavier is a TEDx speaker and an Association for Coaching accredited coach at the highest level. As a fellow of beVisioneers: The Mercedes-Benz Fellowship, he joined the programme’s youth-entrepreneurship session at Davos during the 2026 World Economic Forum. Key speaking topics Generational intelligence in the workplace The digitally native workforce Gen Z retention and engagement Multigenerational team dynamics The future of work Early-career talent development Ideal for CHROs and Heads of Talent facing falling retention or engagement among early-career employees HR and L&D leaders, including Heads of Learning & Development, designing programmes for a five-generation workforce Senior leaders and people managers who run digitally native teams and want to reduce generational friction Organisations whose growth depends on recruiting and keeping Gen Z talent, from tech start-ups to large listed firms Audience outcomes A shared language for naming generational friction, so teams stop putting it down to attitude or entitlement Specific changes managers can make to feedback and expectations with digitally native employees A clearer read on what actually makes Gen Z different at work, separated from what is simply misunderstood For younger employees, practical ways to work across age groups without lowering their own standards