Executive Development speakers

Why organisations work with Peter Vogel He holds the Debiopharm Chair for Family Philanthropy at IMD, one of the only dedicated academic chairs in Europe focused on how wealthy families turn giving into strategy rather than reputation management. His two reference books, Family Philanthropy Navigator and Family Office Navigator, function as operating manuals for principals and advisors, and the philanthropy title won the Axiom Business Book Awards silver medal. He directs the IMD Global Family Business Center, which gives him a live view across hundreds of enterprising families and their governance, succession, and investment decisions. He is also an operator: founder and non-executive Chairman of Delta Venture Partners, which means founder and family-office audiences hear practitioner judgement, not only academic frameworks. Family Capital ranked him among the Top 100 Family Influencers globally, and Poets&Quants named him to its Best 40 Under 40 business school professors list. Biography highlights Professor of Family Business and Entrepreneurship, IMD Business School, Lausanne. Debiopharm Chair for Family Philanthropy and Director, IMD Global Family Business Center. Co-author of Family Philanthropy Navigator (Axiom Business Book Awards Silver Medal) and Family Office Navigator. Author of Generation Jobless? (Palgrave Macmillan) on the youth employment crisis. Founder and non-executive Chairman, Delta Venture Partners AG; Associate Partner, Cambridge Family Enterprise Group. Inducted into the Family Business Hall of Fame (2024); Poets&Quants Best 40 Under 40 business school professors (2022). Biography Most family businesses do not survive the second generation, and most family offices are built reactively, after a liquidity event, with little design behind them. The work that decides whether enterprising families compound capital or destroy it happens in governance, succession, and philanthropy, areas treated as private until they go wrong in public. Peter Vogel’s research and teaching at IMD sit precisely there. At IMD Business School in Lausanne, he holds the Debiopharm Chair for Family Philanthropy and directs the Global Family Business Center, which works with principals, next-generation owners, and their advisors across continents. The chair, funded by the Debiopharm Group, is one of very few dedicated academic posts in Europe focused on how families convert wealth into strategic giving rather than reputational signalling. His two reference books, Family Philanthropy Navigator and Family Office Navigator, are used by family principals and their advisors as practical operating guides. The philanthropy title won the Axiom Business Book Awards silver medal. Before the family-enterprise work, he wrote Generation Jobless? (Palgrave Macmillan), a global analysis of youth unemployment built on interviews with policymakers, employers, and young entrepreneurs. He is also a practitioner. He founded and chairs Delta Venture Partners, an early-stage investment firm, and is an Associate Partner of the Cambridge Family Enterprise Group. Family Capital has named him to its Top 100 Family Influencers list; Poets&Quants placed him among its Best 40 Under 40 business school professors; and in 2024 he was inducted into the Family Business Hall of Fame. Key speaking topics Family business governance and succession Family office design and operating models Strategic philanthropy for enterprising families Next-generation ownership and leadership Entrepreneurship inside family enterprises Multi-generational wealth and capital allocation Ideal for Principals and next-generation members of family-owned businesses and family offices Advisors to enterprising families: private banks, wealth managers, multi-family offices, legal and tax counsel Boards of family-controlled companies considering succession, governance reform, or philanthropic strategy Foundation trustees and philanthropy leaders inside enterprising families Audience outcomes A clearer view of what separates family enterprises that survive transitions from those that fragment A vocabulary for the three connected systems in an enterprising family: the operating business, the family office, and the philanthropy Practical reference points for governance design, ownership succession, and next-generation engagement A sharper sense of where philanthropy belongs in family strategy and where it does not

Why organisations work with Philip Keil He brings the operating discipline of Crew Resource Management, the framework airlines use to prevent crew failure under pressure, into language a leadership team can actually apply on Monday morning. He has been the captain in command during a genuine in-flight emergency with nearly 200 passengers on board, so his content on composure and decision-making is grounded in a specific event, not a hypothetical. His books You are the pilot! and The inner compass give him a published position on intuition and self-leadership, which extends a keynote into a longer programme for executive development. He delivers in English and German at a senior corporate level across more than 20 countries, which suits multinational audiences without an interpreter compromise. He is an active TV aviation expert in Germany, which means he is fluent at explaining technical environments to non-technical audiences without losing the senior register. Biography highlights Qualified as a Lufthansa-trained airline pilot at 22, one of the youngest in Germany. Over 9,000 hours of commercial flying across four continents. Author of You are the pilot! (2019) and The inner compass (2022). Listed in Europe’s TOP 100 Excellent Keynote Speakers since 2017. Two-time nominee for the Red Fox Award, Germany’s Keynote Speaker of the Year (2019, 2020). Recurring aviation expert across ZDF, RTL, Pro 7, Sat.1, WELT, and ntv. Biography The aviation industry has spent four decades engineering away a single problem: capable people, working together, still making fatal decisions. The framework that emerged is called Crew Resource Management, and it is the operating discipline behind the modern cockpit. It assumes that a senior captain can be wrong, that a junior co-pilot must be heard, and that error must surface before it compounds. Philip Keil works inside that framework professionally. He qualified as an airline pilot at 22 after training at Lufthansa in Bremen, and has since logged more than 9,000 flying hours over four continents. On 24 February 2009 he was the captain in command when a routine flight with around 200 passengers became an emergency landing, an event he has used as the empirical anchor for his work on composure and decision-making ever since. His books extend the cockpit material into something more useful for a senior leader. You are the pilot! (2019) is a study in self-leadership and confidence under load. The inner compass (2022) addresses the role of intuition in high-stakes decisions, the part of judgement that does not appear on a spreadsheet. Both have given him a published intellectual position rather than a single-incident speaker hook. That position has been recognised commercially. Keil has been listed in Europe’s TOP 100 Excellent Keynote Speakers since 2017, was nominated as Germany’s Keynote Speaker of the Year in 2019 and 2020, and is the recurring aviation voice across the major German broadcasters. He works in English and German, which is what a multinational leadership audience actually needs. Key speaking topics Decision-making under pressure Crew Resource Management for executive teams Error culture and accountability Self-leadership and composure Crisis communication and command Team coordination across hierarchy Ideal for Executive committees and boards facing high-consequence decisions under time pressure COOs, CHROs, and operational leaders rebuilding accountability and error reporting culture Leadership development programmes for newly appointed senior managers Safety-critical, regulated, or operationally complex industries (aviation, energy, manufacturing, healthcare, financial services) Audience outcomes A working vocabulary from Crew Resource Management that they can apply to their own leadership meetings A specific model for how to surface bad news up a hierarchy before it becomes a crisis A clearer view of what composure looks like as an operational skill, not a personality trait A repeatable approach to making the next decision when the information is incomplete

Why organisations work with Phillippa Mole She brings the practical content of executive presence into the room: how leaders hold themselves in a pitch, a board meeting, or a difficult conversation, taught as craft rather than as personality. Her coaching combines elite-sport performance psychology with certified executive coaching credentials, including Association for Coaching Master Executive Coach and ICF PCC accreditation, giving the work a defensible technical base. She is the first UK qualified practitioner of Reconsolidation of Traumatic Memories techniques for post-traumatic stress, which gives her unusual range when working with leaders carrying real career or personal load. Her broadcast background, including BBC and GMTV presenting, sharpens the work on how senior people communicate when the stakes and the camera are both live. Clients have included Deloitte, Dell, Sandtoft and Wienerberger, with applications spanning bid pitches, capital raises and senior team development. Biography highlights Founder and CEO of Fresh Air Coaching, established 2007. Master Executive Coach (Association for Coaching) and ICF Professional Certified Coach (PCC). NLP Master Practitioner and Trainer; first UK practitioner certified in Reconsolidation of Traumatic Memories for PTSS. MSc Sport Science and Performance Psychology, Loughborough University. Former lecturer in Performance Psychology at Manchester Metropolitan University. Former BBC and GMTV network broadcaster and Sunday Telegraph columnist. Biography Composure is rarely the line item in a leadership development plan, but it is what senior people are actually judged on when the room turns difficult. Phillippa Mole’s coaching practice is built around that observation. Fresh Air Coaching, the firm she founded in 2007, works with senior leaders and teams on the behavioural mechanics of presence, influence and decision-making under pressure. The technical base is unusual. She holds an MSc in Sport Science and Performance Psychology from Loughborough and lectured in performance psychology at Manchester Metropolitan University before moving into executive coaching full time. Her certifications run from Association for Coaching Master Executive Coach to ICF PCC, with NLP Master Practitioner and Trainer status alongside. She is named as the first UK practitioner certified in Reconsolidation of Traumatic Memories techniques for post-traumatic stress, which extends her range into work that touches genuine personal load. Before coaching, she competed in sprint hurdles for the South of England and represented Great Britain in bobsleigh, then spent years in front of a camera as a network broadcaster for the BBC and GMTV, including coverage of the Commonwealth Games, and as a Sunday Telegraph columnist. That background informs the way she teaches presence: the work is granular and physical, closer to a directing note than a leadership homily. Named clients include Deloitte, Dell, Sandtoft and Wienerberger, with engagements on bid pitches, capital raising and senior team performance. Buyers describe her as a “secret weapon” in those high-stakes settings, language that reflects what the work actually does, which is to make a small set of senior people materially better at the moments their reputation rests on. Key speaking topics Executive presence and influence Self-leadership under pressure Emotional intelligence in senior teams Performance psychology applied to business Communication and persuasion craft Resilience and recovery for senior leaders Ideal for CEOs, managing partners and board members preparing for high-stakes pitches, capital raises or contested set-pieces Senior leadership teams investing in presence, influence and team performance ahead of restructure or growth Newly promoted executives stepping into roles where credibility is judged in moments rather than over months HR directors and L&D leads commissioning behavioural development for the top layer rather than generic wellbeing content Audience outcomes A clearer, behaviourally specific picture of what executive presence is and how to build it Practical methods for holding composure in pitches, boardrooms and difficult conversations A working model for using emotional intelligence to read a room and shift a dynamic in real time Language for naming and addressing the pressure points that quietly reduce senior performance Renewed personal confidence in the moments where reputation is actually decided

Why organisations work with Pierluigi Collina He is the only figure in global sport who achieved celebrity status not as a player or coach but as the person whose sole function was to make consequential public judgments under pressure – his perspective on authority and decision-making has no direct equivalent in the business speaker market. His post-playing career adds institutional weight that most performance speakers cannot match: two decades in senior governance roles across Serie A, UEFA, and FIFA, including leading the global implementation of VAR – the most disruptive change to officiating rules in the sport’s history. My Rules of the Game, translated into more than ten languages across twenty countries, demonstrates that his framework for elite performance and disciplined decision-making has cross-cultural resonance far beyond football. His economics background (cum laude, University of Bologna) and career as a financial consultant mean his analytical lens on preparation, risk, and judgment is grounded in professional rigour, not athletic instinct alone. For organisations working through governance reform, accountability culture, or leadership under scrutiny, he offers a case study of sustained credibility at the highest levels of a globally watched, deeply contested environment. Biography highlights Refereed the 2002 FIFA World Cup Final (Brazil v Germany), the 1999 UEFA Champions League Final (Manchester United v Bayern Munich), the 1996 Olympic Games Final, and the 2004 UEFA Cup Final Named IFFHS World’s Best Referee for six consecutive years, 1998–2003; Serie A Referee of the Year six times Chairman of the FIFA Referees Committee since January 2017; previously UEFA Chief Refereeing Officer and Chairman of the Referees Committee (2010–2018); Chairman of the Serie A referees committee (2007–2010) Led preparation and training of referees for VAR introduction at the 2018 FIFA World Cup Author of My Rules of the Game (Macmillan, 2003), translated into more than ten languages across twenty countries Economics graduate cum laude, University of Bologna; former professional financial consultant Appointed Commendatore of the Order of Merit of the Italian Republic (2003); Honorary Doctor of Science, University of Hull (2004) Biography Making a decision that 1.2 billion people will immediately scrutinise is not a leadership metaphor. For Pierluigi Collina, it was the 2002 FIFA World Cup Final – the most-watched sporting event on the planet, and the last in a career that also included the 1999 Champions League Final and the 1996 Olympic Games Final. What those moments produced was not simply a record of high-profile matches, but a working methodology for sustained authority under conditions of total public exposure. Collina was named IFFHS World’s Best Referee six consecutive years from 1998 to 2003 – a period that also produced My Rules of the Game, his account of the preparation, discipline, and judgment required to perform at the top of an intensely adversarial profession. Translated into more than ten languages across twenty countries, the book demonstrated that his thinking on decision-making under pressure had relevance well beyond the sport. His economics degree cum laude from the University of Bologna and a parallel career as a financial consultant are consistent with a mind that approached officiating analytically, not intuitively. His retirement from the pitch in 2005 opened a second, structurally significant chapter. He led the Serie A referees committee, moved to UEFA as Chief Refereeing Officer, and since January 2017 has served as Chairman of the FIFA Referees Committee. In that role, he was central to the design and implementation of VAR – the most consequential change to football’s decision-making infrastructure in modern times – preparing referees globally for a system that required them to re-examine, in public and in real time, decisions already made. For organisations grappling with accountability culture, judgment under scrutiny, and the conditions under which authority holds – or fails – Collina brings something rare: not a sporting story applied to business by analogy, but a career-long, institutionally tested practice of making high-consequence decisions when the cost of error is immediate and the audience is watching every call. Key speaking topics Decision-making under public scrutiny Authority, credibility, and trust in leadership Performance preparation and elite standards Governance and institutional integrity Conflict management and de-escalation Accountability and rule-based leadership Technology-led change in high-stakes environments Ideal for Senior leadership teams navigating high-visibility, high-accountability environments Boards and governance professionals addressing decision-making culture and institutional integrity C-suite and executive development programmes focused on judgment, authority, and performance under pressure Transformation leads and HR directors building accountability frameworks within complex organisations Audience outcomes A structured understanding of how preparation, not instinct, is the foundation of sound judgment under pressure Practical perspectives on how authority is built and maintained – and the specific behaviours that erode it A framework for making and communicating consequential decisions in ways that command trust rather than invite challenge Clearer thinking on the relationship between governance structures and individual performance standards Concrete examples of how high-stakes decision-making principles from elite sport translate to organisational and leadership contexts

Why organisations work with Princess Rym Ali She has reported on a major conflict from inside it. Her Baghdad coverage for CNN during the 2003 invasion gives her an editorial instinct for how facts, narratives, and reputations move under pressure that few corporate communicators ever develop. She built a working institution, not a campaign. The Jordan Media Institute is a functioning Arab journalism school she founded in 2007, which gives her practical authority on how educational and editorial standards actually take hold in a region. She leads the Anna Lindh Foundation across 42 Euro-Mediterranean member states. The role gives her a working brief on intercultural dialogue at scale, including how to convene parties who fundamentally disagree. Her credentials are issued by named bodies, not bureaus: a Columbia Journalism Award, France’s Legion of Honour, and a Coventry University honorary doctorate. Buyers can verify each. Biography highlights Founder, Jordan Media Institute (2007), the first Arab non-profit centre of excellence for journalism education. President, Anna Lindh Foundation (since 2021), succeeding French politician Elisabeth Guigou. CNN Baghdad correspondent, 2001 to 2004; previously with BBC, UPI, Bloomberg TV, Dubai TV, and Radio Monte-Carlo Moyen-Orient. Knight of the French Legion of Honour; Columbia University Graduate School of Journalism Award (2011); Ischia International Journalism Award for Best International Journalist (2011); Coventry University honorary doctorate (2013). Master’s in Journalism, Columbia University; DEA in Political Science, Sciences Po Paris; MA English Literature, Sorbonne. Board of Commissioners, Royal Film Commission of Jordan, since 2005; President, Amman International Film Festival, since 2017. Biography Most organisations underestimate how much of their credibility depends on the information environment around them, not the messages they send into it. Princess Rym Ali has worked on both sides of that environment, first as a CNN correspondent reporting from Baghdad during the 2003 invasion, then as the founder of an Arab journalism school built to raise the editorial standards leaders eventually have to operate inside. The Jordan Media Institute, which she founded in 2007, is the part of her record that explains the rest. It is a functioning institution, not a campaign or a foundation grant. Building it forced her to make decisions about ethics, curriculum, and editorial independence that most commentators on media only describe. That practical grounding is what shapes her view on how trust is built and lost in an organisation. Since 2021 she has been President of the Anna Lindh Foundation, the Euro-Mediterranean intergovernmental body whose 42 member states span a fault line of contested politics, religion, and migration. The role puts her in the middle of conversations that most leaders only see in summary, and gives her a working method for convening people who disagree without collapsing into platitudes. Her credentials are issued by serious institutions: Columbia University, Sciences Po, the Sorbonne, the French Republic. The argument behind them is what matters. She has done the editorial work, built the institution, and now runs the convening platform. For a board navigating reputation, cross-cultural risk, or the civic dimensions of its operating context, that combination of editorial judgement and institutional discipline is rare. Key speaking topics Media credibility and organisational reputation Information literacy in fragmented environments Freedom of expression and editorial responsibility Intercultural dialogue across the Euro-Mediterranean Values-based leadership under public scrutiny Higher education and civic culture Women’s leadership in media and public institutions Ideal for Boards and executive committees managing reputation across regulatory, political, and cultural lines. Heads of communications, corporate affairs, and public policy responsible for credibility in contested information environments. Leadership audiences in media, education, philanthropy, and international institutions. Convenings on cross-cultural strategy, particularly involving the Middle East, North Africa, and Europe. Audience outcomes A sharper read on how editorial decisions, algorithmic curation, and platform incentives shape what audiences treat as fact. A working sense of what intercultural dialogue at institutional scale actually requires, drawn from the Anna Lindh Foundation’s 42-member-state remit. A concrete view of how a regional educational institution is built and sustained, taken from the Jordan Media Institute case. Honest framing of the limits of communications strategy when the underlying information environment is fragmented.

Why organisations work with Rachel Botsman She has built a discrete intellectual territory around trust, with three named frameworks (Trust Leap, Trust Shift, Risk–Trust Lens) that give leadership teams a working vocabulary rather than a motivational concept. She holds the first Trust Fellowship at Oxford University’s Saïd Business School, a position created around the subject she defined. Few speakers in this category have a comparable academic anchor. Her thinking on AI is grounded in fifteen years of work on how humans transfer trust to new systems, which is why boards use her to pressure-test AI adoption plans before they reach the workforce. Thinkers50 ranked her among the world’s 30 most influential management thinkers and gave her the 2015 Breakthrough Idea Award, signalling that her ideas have been judged consequential by peers, not only by bureau marketing. She works directly with boards and senior executives as an advisor, so the keynote is the visible part of a deeper practice on culture and governance. Biography highlights Trust Fellow, Oxford University’s Saïd Business School, the first such fellowship at the school. Author of What’s Mine is Yours, Who Can You Trust? and How to Trust & Be Trusted; books translated into 14 languages. Three TED talks with more than 5 million combined views. Named one of the world’s 30 most influential management thinkers by Thinkers50; winner of the Thinkers50 Breakthrough Idea Award. Young Global Leader, World Economic Forum. Contributor to and subject of coverage in The New York Times, Financial Times, TIME, Wired, The Guardian and Fast Company; writer of the Rethink newsletter. Biography Most leadership crises are described as strategy problems and turn out to be trust problems. A workforce that has been through three restructures will not run faster because the new operating model is sharper. A board that has lost confidence in a CEO will not be rebuilt by a clearer plan. The active variable is whether people believe enough in the institution, the leadership, and each other to take risks on its behalf. Rachel Botsman has spent two decades turning that observation into a working discipline. As the first Trust Fellow at Oxford University’s Saïd Business School, she designed and teaches courses on trust and technology, and advises boards, senior leaders and governments on the same questions in live operating contexts. Her books, including Who Can You Trust? and How to Trust & Be Trusted, redefine trust as a confident relationship with the unknown rather than a synonym for assurance or predictability. Her named frameworks give that idea operational form. The Trust Leap explains how people move from familiar to unfamiliar behaviour, which is why it has been useful for organisations deploying AI and automating workflows. The Trust Shift maps how authority has migrated from institutions to individuals and platforms. The Risk–Trust Lens gives senior leaders a way to read where their cultures sit on the spectrum between paralysis and recklessness. Thinkers50 has ranked her among the 30 most influential management thinkers in the world and gave her its Breakthrough Idea Award. The World Economic Forum named her a Young Global Leader. Her three TED talks have been watched more than five million times. The reason her work has carried that distance is that it gives leaders something specific to do on a subject that most speakers can only describe. Key speaking topics Trust as a leadership capability Trust and AI adoption Culture and decision-making under change The Trust Shift from institutions to individuals Designing for trust in new products and systems The future of work and the social contract Authority and accountability in modern organisations Ideal for CEOs, CHROs and chief people officers leading organisations through restructure, integration, or cultural reset. Boards and risk committees evaluating AI deployment, governance, and workforce trust. Transformation, technology and product leaders responsible for adoption of new systems by employees or customers. Executive education and senior leadership programmes building common language around trust, accountability and decision-making. Audience outcomes A working definition of trust that holds up to scrutiny inside a leadership team, not a motivational phrase. A read on where the organisation sits on the risk–trust spectrum and what that implies for current decisions. A clearer view of why specific change programmes, AI rollouts, or cultural initiatives are stalling, and where the trust gap actually lives. Specific language and frameworks (Trust Leap, Trust Shift, Risk–Trust Lens) that travel from the keynote into board and executive conversations. A sharper position on how authority, accountability, and AI intersect inside the organisation over the next two to three years.

Why organisations work with Rachel Stone A coach’s diagnostic eye rather than a speaker’s set piece. She reads what is actually happening between a leader and their team and names it, then offers next steps the leader can act on the same week. Direct experience of the operator’s chair. Commercial buying, retail management at Safeways PLC, classroom teaching and senior college leadership, before twelve years coaching 130-plus companies. The advice lands because it is grounded in those rooms. A clear behavioural model. The “breathe life into people” frame and the Kindness Economy (People, Planet, Profit) give leaders a vocabulary for what trust-based leadership looks like day to day. Tools that travel back to the workplace. ICQ Global DISC and Growth Zone diagnostics give audiences something concrete to use with their own teams, not just a takeaway feeling. Biography highlights Founder of Rachel Stone Coaching Ltd, established 2012. Author of “Spend Time With Me: A Story to Inspire Transformational Leaders” (2024), foreword by Professor Damian Hughes. Accredited ICQ Global DISC Profile and Growth Zone Practitioner. Qualified business coach via The Coaching Academy. Coached 130-plus companies and 250-plus leaders across construction, retail, education, manufacturing and professional services. Earlier career: commercial buyer in electronics, retail manager at Safeways PLC, Business Studies teacher and senior college manager. Biography Most managers are promoted for being good at the job they used to do. The job they now have is different, and the gap between the two is where engagement breaks, conflict festers and culture quietly drifts. Stone built her practice around closing that gap. She works with business owners and senior teams on the small behavioural shifts that change how a team performs, not on abstract leadership theory. Her route into coaching was unusual. After commercial buying in electronics and retail management at Safeways PLC, she retrained as a Business Studies teacher, took on senior college management, and in 2012 left to start her own coaching business. Twelve years later the client list runs to more than 130 companies across construction, retail, education and manufacturing, with over 250 individual leaders coached. The work spans board-level transformation, embedding coaching cultures, and middle-management development. The intellectual frame is set out in her 2024 book “Spend Time With Me: A Story to Inspire Transformational Leaders”, with a foreword by Professor Damian Hughes of the High Performance podcast. The book pairs her own story with the principles she teaches: trust as a leadership currency, the “Kindness Economy” of People, Planet and Profit, and the idea that leaders “breathe life into people” rather than extract performance from them. Audiences leave with usable language and a diagnostic. ICQ Global DISC and Growth Zone tools give leaders a way to read their own behaviour and their team’s. The delivery is pacey and pragmatic; the focus is on what a leader can do differently on Monday morning. Key speaking topics Transformational leadership Coaching cultures and coaching as a leadership skill Trust and team performance Communication and conflict in teams Employee engagement and burnout Resilience and self-management for leaders The Kindness Economy: People, Planet, Profit Workplace culture in hybrid and growing businesses Ideal for Business owners and founder-CEOs scaling beyond a hands-on operating model. Senior leadership teams in mid-market and SME organisations who need a behavioural reset, not a strategy day. HR and L&D leads commissioning manager development or embedding a coaching culture. Leadership groups in sectors that promote technically (construction, manufacturing, professional services, education). Audience outcomes A clearer read on how their own behaviour shapes their team’s engagement and output. Practical coaching techniques managers can use in one-to-ones and team conversations from the next working day. A shared vocabulary for trust, conflict and culture that survives beyond the session. Tools to spot early signs of burnout and disengagement before they cost the business people. A working definition of transformational leadership grounded in behaviour, not theory.

Why organisations work with Rachel Treece A coach-led leadership thesis grounded in published work, not platform rhetoric: her book “The Henka Effect” sets out how coaching changes the operating behaviour of senior leaders, with named case studies from financial services. Operating credibility inside financial services. The Henka Institute reports work with a majority of the largest fund managers and investment banks, and her podcast “Flex and the City” speaks directly to FS leadership audiences. ICF-accredited coaching credentials (PCC, CPCC) and a psychology background, which means the content is built on practice-tested method, not opinion. A multinational and multilingual delivery range across 35 countries, useful for boards and leadership populations that span Europe, North America, and Asia Pacific. A direct, no-platitudes register on inclusion and culture that buyers can put in front of mixed senior audiences without it landing as DEI theatre. Biography highlights CEO of The Henka Institute and fts global, a leadership development firm operating in 35 countries. Author of “The Henka Effect: How Coaching is Transforming Leadership and Organisations” (2022). Host of the podcast “Flex and the City – Great leadership in financial services”. ICF-credentialled executive coach (PCC, CPCC) and Fellow of the Chartered Institute of Marketing. Speaker at the ALFI Leadership Seminar, the leading industry forum for the Luxembourg fund and asset management sector. Co-founder of Dress for Success Luxembourg. Biography Most senior leaders know that pushing harder no longer produces the result it used to. Workforces are exhausted by repeated change, sceptical of slogans, and quick to disengage from leaders who default to control. The harder question is what leaders should do instead, and how to develop that behaviour at scale. Rachel Treece’s answer is coaching. Not coaching as a development perk, but coaching as the operating mode of senior leadership itself. Her book “The Henka Effect” sets out the argument with case material drawn from her work inside financial services, where she has spent much of her career advising FTSE and Fortune 100 leadership teams. That work runs through The Henka Institute, the Luxembourg-based firm she leads. The institute operates across 35 countries and reports clients including a majority of the largest fund asset managers and investment banks. Her credentials sit alongside the practice: PCC and CPCC coaching certifications, a psychology background, and Fellowship of the Chartered Institute of Marketing. For organisations going through restructure, integration, or cultural reset, the value of her work is specific. She gives senior leaders a usable behavioural toolkit that replaces directive instinct with curiosity, ownership, and accountability, rather than asking them to soften their style and hope. Key speaking topics Coaching as a leadership operating model Leadership in financial services Inclusive and values-based leadership Change and transformation in regulated industries Communication and executive presence Organisational culture and trust Sustainable performance and leader energy Ideal for CEOs, CHROs, and heads of leadership development inside banks, asset managers, and other regulated financial institutions. Boards and executive committees navigating restructuring, M&A integration, or cultural reset. Senior leadership populations being asked to lead through change without burning out their teams or themselves. Audience outcomes A clear distinction between coaching as a development activity and coaching as a senior leadership behaviour, with the second framed as the lever for sustainable performance. Specific behavioural moves senior leaders can use to replace directive defaults in real conversations with their teams. A working model for building trust and ownership inside teams that have been through repeated change. An honest read on what inclusive leadership looks like in practice in commercial organisations, beyond statement-making.

Why organisations work with Rahul Kapoor Content that has run inside IIM Bangalore’s executive programmes since 2009, across general management, family business, and armed forces cohorts. Accenture, Amazon, Cisco, Dell, Google, Microsoft, Samsung, Adobe, American Express, and SAP Labs have all booked him. Content is built for the personal layer of leadership performance: focus, self-direction, recovery, and decision discipline. Certified consultant and trainer for Thomas Profiling Systems, the UK psychometric provider, which puts assessment method behind the delivery. Delivers in English and Hindi, with engagements across India, the Gulf, Southeast Asia, Australia, and North America. Biography highlights Guest faculty, IIM Bangalore, since 2009, leading the “Bond and Learn” programme for EGMP, Entrepreneurs & Family Businesses, and Armed Forces cohorts. Author of Workwise: Lessons in Excellence for Young Professionals (Times Group Books) and Dad and I; columnist for The Times of India (Education Times), Dainik Bhaskar, and Feelings Magazine. Outstanding Young Person of India 2010, conferred by Junior Chamber International; Young Achievers Award for Social Entrepreneurship, Young India Conclave 2016; Power Motivational Speaker of the Year, Power Creator Awards 2025, Times Entertainment. Corporate engagements with Accenture, Amazon, Adobe, American Express, Cisco, Dell, Google, Microsoft, Samsung, SAP Labs, Nestle Nutrition Institute. Founder and Managing Trustee, Ignite India Initiative, a registered non-profit under Sections 12A and 80G of the Income Tax Act, established 2007. Has spoken at Institute of Chartered Accountants of India conferences in both Abu Dhabi and Dubai, most recently the Dubai chapter’s annual international conference in December 2024. Biography IIM Bangalore has run Rahul Kapoor’s “Bond and Learn” sessions inside its Executive General Management Programme since 2009. The subject is the layer of senior performance that sits underneath strategy: attention, recovery, and the quality of decisions made by people short of both. The same sessions run for the Entrepreneurs and Family Businesses cohort and the Armed Forces cohort. One of those rooms is where a second strand of his work sits: succession, and the friction between founders and the next generation expected to take over the business. Workwise: Lessons in Excellence for Young Professionals was published by Times Group Books, and Kapoor has written columns for The Times of India Education Times, Dainik Bhaskar, and Feelings Magazine. He delivers in English and Hindi. The work travels. He has spoken across India, the Gulf, Southeast Asia, Australia, and North America, gave the keynote at AAHOACON24 in Orlando, and appeared at the Institute of Chartered Accountants of India’s Dubai conference in December 2024, where the organisers billed him as a mindset coach and author. Key speaking topics Mindset and self-leadership Personal performance and goal achievement Purpose, values, and work-life integration Resilience and emotional regulation under pressure Team motivation and engagement Executive development for early- and mid-career leaders Family business succession and next-generation transition Ideal for CEO and CHRO audiences commissioning an opening or closing keynote at leadership offsites Sales and revenue teams entering a high-stakes quarter Executive education and high-potential cohorts inside multinationals operating in South and Southeast Asia Family business and entrepreneur networks looking for a serious mindset and values session Audience outcomes A repeatable routine for self-direction that holds up in an ordinary working week Renewed clarity on individual purpose and how it maps onto current organisational role Practical tools for emotional regulation and recovery under sustained pressure A shared language inside the team for discipline and follow-through

Why organisations work with Ram Charan The Leadership Pipeline gives boards and CHROs a six-passage diagnostic framework – built from research across more than 100 global corporations – for selecting, developing, and assessing leaders at each organizational level. Most leadership development programmes describe this kind of architecture in principle. Charan operationalized it. His co-authored book Execution made a specific argument that most organizations resist: strategy failure is a discipline failure, not a strategy failure. Spending 150 weeks on the New York Times bestseller list suggests the argument landed. The named disciplines it identifies – talent selection, operating reviews, and decision accountability – give executive teams something to act on, not just reflect on. Client relationships at GE (approximately four decades) and DuPont (approximately three) are not testimonials. They are evidence of how a working model holds up under repeated stress at the apex of large, complex organizations. He originated business acumen as a teachable, measurable organizational capability rather than an executive personality trait. The curriculum built around What the CEO Wants You to Know has been adopted at major corporations as a tool for developing commercial judgment across all levels of leadership. His work on corporate governance, including Boards That Lead (co-authored with Dennis Carey and Michael Useem), gives directors specific tools for managing the boundary between governance and management – one of the most contested and consequential relationships in any large organization. Biography highlights Harvard Business School MBA and DBA; graduated Baker Scholar with high distinction Former faculty member at Harvard Business School, Northwestern University (Kellogg School of Management), Wharton School, and GE’s Crotonville Leadership Institute Co-author of Execution (with Larry Bossidy, 2002) – number 1 Wall Street Journal bestseller and New York Times bestseller for 150 weeks Author and co-author of more than 30 books with over 4 million copies sold in more than twelve languages; publisher record via ram-charan.com Distinguished Fellow of the National Academy of Human Resources Contributor to Harvard Business Review, Fortune, BusinessWeek, Time, and Chief Executive; listed on Thinkers50 Long-term advisor to GE, DuPont, Bank of America, KLM, Verizon, Novartis, 3M, and the Tata and Aditya Birla Groups Biography Most organizations can articulate their strategy clearly. Fewer can explain why it consistently fails to arrive at the front line. Ram Charan has spent four decades working inside that gap – as an advisor to CEOs and boards at GE, DuPont, Bank of America, and some forty other major corporations across multiple continents. His 2002 book Execution, co-authored with former Honeywell CEO Larry Bossidy, made an argument that is still unsettling to senior teams: the problem is not the strategy, it is the absence of named disciplines for making it real. The book identified three of those disciplines – talent selection, operating reviews, and decision accountability at the CEO level – and spent 150 consecutive weeks on the New York Times bestseller list. The Leadership Pipeline, developed with Stephen Drotter and James Noel, pressed the argument further. It defined six discrete passages through which leaders must develop, with distinct skills, time allocation, and values required at each stage. The model is now used as a standard succession architecture at major corporations worldwide. Charan trained at Harvard Business School, graduating Baker Scholar with high distinction before joining its faculty. He later taught at Northwestern’s Kellogg School, at Wharton, and at GE’s Crotonville Leadership Institute. He left full-time academia in 1978 to consult – a decision shaped by a conviction, present from the start, that the real problems of business are not solved in classrooms but inside the operating decisions that organizations make every day. His body of work – more than thirty books, including What the CEO Wants You to Know, Boards That Lead, and Global Tilt – is structured around a single question: what does it actually take to build an organization that delivers? Directors, CHROs, and CEO teams use his frameworks not because they are theoretically elegant but because they name things that were previously unnameable – and give senior leaders something concrete to do on Monday morning. Key speaking topics Execution as organizational discipline Leadership Pipeline and succession architecture Business acumen as a teachable capability Corporate governance and board-CEO relationship Growth strategy and profitability fundamentals Global competition and emerging market strategy Talent development and leadership readiness Ideal for CEOs and board directors working on succession planning, governance accountability, or the gap between strategic intent and operational performance CHROs and talent leaders designing or overhauling leadership development and succession frameworks Senior executive teams where strategy is consistently better-articulated than delivered Leadership development programmes at global corporations seeking an established, research-backed architecture Audience outcomes A diagnostic framework for identifying where the leadership pipeline is blocked and what specific actions unblock it A clear distinction between strategy and execution, and the named disciplines – talent, decision-making, and operating process – that close the gap Practical tools for assessing leadership readiness at each stage of the organizational hierarchy A framework for structuring the board-CEO relationship and understanding when governance becomes leadership An understanding of business acumen as a measurable, developable skill applicable across organizational levels – not just at the top

Why organisations work with Ramon Vullings A named, written methodology for cross-industry innovation, set out in Not Invented Here (BIS Publishers, with Marc Heleven), that gives innovation teams a shared language and a repeatable process rather than a one-off creativity session. The ideaDJ framework: a specific operating model for combining and adapting external ideas across silos, used in executive programmes at Antwerp Management School, Fontys and IE Business School. A working bridge between corporate and academic practice. Former PwC Consulting and IBM operations leader, now executive professor at three European business schools, with material that holds up in front of senior practitioners. Chair of the European Association for Creativity and Innovation, with access to a peer network of innovation specialists across Europe and a long view on what is actually working in the field. A clear position on failure tolerance, framed through “nearlings” rather than abstract permission to experiment, that gives leadership teams something concrete to take into governance and incentive design. Biography highlights Author of four management books, including Not Invented Here: Cross-Industry Innovation (BIS Publishers, with Marc Heleven) and Creativity in Business. Executive Professor at Fontys University of Applied Sciences, Antwerp Management School, and IE Executive Education at IE Business School in Madrid. Chairman of the European Association for Creativity and Innovation (EACI). Advisor to the Global Innovation Institute (GInI). Former Global CRM Operations Manager at PwC Consulting and EMEA CRM Learning and Knowledge Lead at IBM Business Consulting Services. Founder of innovation consultancy Twinkeling and co-founder of innovation network 21 Lobsterstreet. Biography Most original ideas are not original. The strongest commercial innovations of the last twenty years are recombinations of methods, business models and design patterns lifted from one industry and reapplied in another. Ramon Vullings built a career arguing this point and turning it into a method that innovation teams can actually run. The argument is set out in Not Invented Here: Cross-Industry Innovation, co-authored with Marc Heleven and published by BIS Publishers. The book gives leaders a structured way to find working answers in adjacent sectors and translate them into their own context, and it has been translated into five languages and sold over 60,000 copies. Three further books, including Creativity in Business and Great Leaders Mix and Match, extend the same logic into idea generation, leadership behaviour and complex problem-solving. The credibility behind the method is operational, not only academic. Before founding his consultancy Twinkeling, Vullings ran global CRM operations at PwC Consulting and led EMEA CRM learning and knowledge at IBM Business Consulting Services after the IBM acquisition. That background shows up in the work: the focus is on processes leaders can sponsor, governance models that tolerate productive failure, and innovation as a managed discipline rather than a creativity workshop. He now teaches the method as Executive Professor at Fontys, Antwerp Management School and IE Business School, chairs the European Association for Creativity and Innovation, and advises the Global Innovation Institute. For senior teams trying to break a sector-bound innovation pattern, his contribution is a vocabulary, a framework, and a network that have all been pressure-tested on practitioners. Key speaking topics Cross-industry innovation The ideaDJ framework and remix strategy Innovation methodology and idea management Cross-silo leadership Creativity in business Risk tolerance and productive failure Ecosystems and innovation partnerships Ideal for Chief innovation officers, CSOs and corporate strategy leads running innovation portfolios that have plateaued. R&D and product leadership teams in mature industries seeking analogies from outside their sector. Executive education cohorts and leadership programmes in regulated or engineering-heavy industries. Heads of transformation looking to embed innovation as a managed discipline rather than an event series. Audience outcomes A working vocabulary for cross-industry innovation, including ideaDJ, copy-adapt-paste, and “nearlings”. Examples of analogies transferred between sectors that audiences can map onto their own portfolio. A clearer test for which external ideas are worth importing and which break on contact with the operating model. Concrete governance and incentive moves to raise tolerance for productive failure without losing discipline. A method audiences can run inside their teams without external facilitation.

Why organisations work with Rashim Mogha Two decades inside the rooms where women’s leadership advancement is decided. Senior roles at Oracle, Amazon Web Services, VMware, Automation Anywhere, and Skillsoft, building teams that supported over $2 billion in business. Few speakers on this topic carry that operational depth. Her work is built on a published, repeatable framework. The #1 Amazon bestseller Fast-Track Your Leadership Career gives HR teams and emerging leaders a specific template covering sponsorship, brand-building, and the unwritten rules of internal promotion. She treats women’s leadership development as a pipeline and retention question, which lands with executives who are accountable for the actual numbers. That framing avoids the trap of positioning DEI as a values exercise sitting outside business outcomes. Her LinkedIn Learning courses have reached over 250,000 professionals globally. That scale gives her a working understanding of which leadership content actually shifts behaviour across geographies and seniority levels. The credentials are named and external. Woman of the Year at the Women in IT Awards Silicon Valley, Top 20 Thought Leader by Thinkers360, Top 100 DEI Leader by Mogul, and induction into the Alameda County Women’s Hall of Fame. Biography highlights Founder and CEO of eWOW (empowered Women of the World), launched in November 2018; podcast audiences in more than 50 countries Author of the #1 Amazon bestseller Fast-Track Your Leadership Career and its companion Guided Journal; reached #1 on Amazon within eleven hours of release LinkedIn Learning instructor with courses including Succeeding as a First-Time Tech Manager, Women Transforming Tech: Finding Sponsors, and Cloud Concepts: Determining Your Cloud Strategy; over 250,000 learners globally Senior leadership roles at Oracle, Amazon Web Services, VMware, Automation Anywhere, and Skillsoft, building teams supporting over $2 billion in business Forbes Business Council member; contributor to Forbes, Association for Talent Development (ATD), and Thrive Global Recognitions include Woman of the Year (Women in IT Awards Silicon Valley), Silicon Valley Woman of Influence, Top 20 Thought Leader (Thinkers360), Top 100 DEI Leader (Mogul), and induction into the Alameda County Women’s Hall of Fame Biography American women hold 52 percent of professional-level jobs. They hold roughly 20 percent of executive leadership positions in US high-tech industries. The gap between those numbers is what Rashim Mogha has worked inside for two decades, first at Oracle, AWS, and VMware, then as founder of eWOW. Her #1 Amazon bestseller Fast-Track Your Leadership Career codified what she learned inside those companies. It treats career advancement as an integrated strategy. Sponsorship and personal brand are framed as concrete corporate moves, drawn from her own promotion path. The book hit number one on Amazon within eleven hours of release. eWOW, which she founded in November 2018, scaled the method beyond a single book. Its podcast reaches audiences in more than fifty countries. Her LinkedIn Learning courses, including Succeeding as a First-Time Tech Manager and Women Transforming Tech: Finding Sponsors, have been taken by more than 250,000 professionals globally. Few speakers on women’s tech leadership combine that operational depth with that audience reach. Her credibility with executive audiences sits in the specifics. Woman of the Year at the Women in IT Awards Silicon Valley. Top 20 Thought Leader by Thinkers360. Forbes Business Council member. Inducted into the Alameda County Women’s Hall of Fame. For organisations focused on the leadership pipeline rather than the talking points, that combination of operational record and external recognition is rare. Key speaking topics Women’s leadership advancement in technology Sponsorship and career advancement strategy Diversity as a talent pipeline question Leadership development for technical professionals Mindful leadership Cloud strategy and digital transformation for business leaders Future of work and corporate learning at scale Ideal for CHROs and Chief People Officers responsible for stronger leadership pipelines for women in technology Heads of DEI and Talent looking to move beyond awareness toward measurable promotion outcomes Women’s networks and ERGs inside technology, financial services, and professional services organisations L&D and learning leaders designing executive development programmes for emerging women leaders Audience outcomes The distinction between mentorship and sponsorship, and the specific moves required to convert one into the other Practical language for asking for promotion and stretch assignments A diagnostic for what is actually stalling a woman’s advancement at her current level Two operational levers HR and senior leaders can pull to shift promotion outcomes inside the next twelve months