Executive Development

Zou Fragou operates professionally across the full spectrum of her expertise. She manages projects in culture transformation, employee training and development, business coaching, personal branding, public speaking, and writing for both private and corporate clients worldwide. She serves as a mentor for Women on Top, a feminist organization dedicated to workplace equality, and is a senior member of the Hellenic Institute of Coaching. Zou was recognized as the Best Career Coach at the Global Coaching Conference in 2021, ranked among the Top 15 Coaches in Athens in 2023, and is the number 7 global thought leader in coaching according to Thinkers360. Since September 2023, Zou has also been a consultant for WHO, focusing on leadership and mental health development for the organization’s executives.

Why organisations work with Steven MacGregor He has built a single, named methodology, the Sustaining Executive Performance programme, and tested it on more than 20,000 executives in person across markets ranging from Peru to Qatar. The Chief Wellbeing Officer platform gives senior teams an operating model for sustaining leadership performance under pressure, delivered inside Google, Salesforce, Uber, Accenture, Santander, and Oracle. He founded the General Counsel Wellbeing Network, a global peer network for senior in-house counsel partnered with Pinsent Masons and shortlisted for Mental Health & Wellbeing Initiative of the Year at the Legal 500 ESG Awards 2026, evidence the platform holds up in one of the highest-pressure leadership populations. A decade-long trilogy, Sustaining Executive Performance (Pearson, 2015), Chief Wellbeing Officer (LID, 2018), and The Daily Reset (2024), gives him a coherent body of work that connects performance science, organisational design, and behavioural change. He sits inside McKinsey’s People and Organizational Performance practice as a Senior Advisor, so the work is calibrated to how serious operating companies actually run. Biography highlights Founder, Chief Wellbeing Officer (CWO) leadership development platform, delivered to executive teams at Google, Salesforce, Uber, Accenture, Santander, and Oracle Founder, General Counsel Wellbeing Network, a global peer network for senior in-house counsel with chapters across the UK, Spain, Ireland, and the Middle East Founder and CEO, Leadership Academy of Barcelona (LAB) Senior Advisor, People and Organizational Performance practice, McKinsey & Company Honorary Professor of Health and Wellbeing, Glasgow School of Art Faculty experience at IESE, IE Business School, IMD (Lausanne and Singapore), and CEIBS (Shanghai and Jakarta) Author of Sustaining Executive Performance (Pearson, 2015), Chief Wellbeing Officer (LID, 2018, with Rory Simpson), and The Daily Reset (2024) Biography Most senior leaders today are running a workload their predecessors would not recognise. Decision volume has compounded, recovery time has collapsed, and the pressure is no longer episodic. The harder question is what organisations actually invest in to make that sustainable. That is the line of work Steven MacGregor has spent two decades building, first inside business schools, then through the Leadership Academy of Barcelona, and now through the Chief Wellbeing Officer platform and as a Senior Advisor inside McKinsey’s People and Organizational Performance practice. The Sustaining Executive Performance programme started as an applied research project drawing on elite sport, including time with FC Barcelona’s athletics team, and elements of human-centred design. It has since been delivered to more than 20,000 executives in person, from Peru to Qatar. Today the Chief Wellbeing Officer platform sits on top of that foundation, and is delivered inside executive teams at Google, Salesforce, Uber, Accenture, Santander, and Oracle, with teaching at IESE, IE, IMD, CEIBS, and the Glasgow School of Art. The decade-long trilogy gives the work its intellectual spine. Sustaining Executive Performance (Pearson, 2015) set out the evidence-based link between wellbeing and decision-making, clarity, and long-term execution. Chief Wellbeing Officer (LID, 2018), written with former Telefónica Chief Learning Officer Rory Simpson, formalised the argument that wellbeing needs an owner at the top table, with metrics, budget, and authority. The Daily Reset (2024) translates behavioural science and habit formation into the everyday practices that make performance stick. The General Counsel Wellbeing Network, which MacGregor founded in 2024, is where the platform meets one of the most pressured leadership populations in business. It now operates across the UK, Spain, Ireland, and the Middle East, with a partnership with Pinsent Masons and a Legal 500 ESG Awards 2026 shortlisting for Mental Health & Wellbeing Initiative of the Year. His training is unusual for the field: a doctorate in engineering design management with research periods at Stanford and Carnegie Mellon, and an Honorary Professorship at the Glasgow School of Art. That background shapes the work. The focus is less on motivation and more on the design of work itself, which is what makes the material useful to senior teams trying to convert wellbeing language into operating change. Key speaking topics Sustainable leadership performance under pressure Executive resilience, clarity, and recovery Workplace wellbeing as an operating discipline The Chief Wellbeing Officer platform Personal energy and recovery for senior leaders Health, performance, and the design of work Behaviour change inside corporate environments Ideal for CHROs, Chief People Officers, and Chief Wellbeing Officers building enterprise-wide leadership performance and wellbeing strategies Executive committees and boards reviewing burnout, attrition, and human-capital risk General Counsel, Chief Legal Officers, and senior in-house counsel managing performance under chronic load Partner groups in professional services and law firms managing performance under chronic load Audience outcomes A working definition of what wellbeing means as a leadership performance discipline, not a benefit category The Sustaining Executive Performance framework as a concrete tool for senior leaders to apply to themselves and their teams A view on where the Chief Wellbeing Officer function sits in an operating model, with named accountabilities Practical habit-formation tools drawn from elite sport, behavioural science, and design that senior leaders can adopt in their own week

Why organisations work with Adam Markel Author of Change Proof (McGraw-Hill, 2022) and the Wall Street Journal bestseller Pivot, giving leadership audiences a researched framework rather than a personal story repurposed as advice. Co-Founder and Chief Researcher of WORKWELL, where his work translates resilience research into measurable cultural inputs for senior teams. Operator credibility from 18 years as a trial attorney and a multi-year run as CEO of a professional training business; senior buyers get someone who has run a P&L, not only studied one. Track record with operating businesses under pressure, including Medtronic and Jack in the Box, working with leadership audiences rather than only HR and L&D. Biography highlights Wall Street Journal bestselling author of Pivot: The Art and Science of Reinventing Your Career and Life Author of Change Proof, published by McGraw-Hill in 2022 Co-Founder and Chief Researcher, WORKWELL Host of The Change Proof Podcast TEDx speaker Former CEO of Peak Potentials/New Peaks, a professional training enterprise; previously an 18-year trial attorney Biography Most senior leaders do not have a resilience problem in the wellness sense. They have a decision-quality problem. Repeated restructures, AI rollouts, and cost programmes compound, and the cost shows up in slower judgement long before it shows up in attrition. That is the gap Adam Markel’s work addresses. His framework, set out in Change Proof (McGraw-Hill, 2022), treats resilience as a capacity that organisations build into how leaders work, not a personal trait. The earlier Pivot, a Wall Street Journal bestseller, traced the same logic across career and business reinvention. Both books sit on top of his research practice at WORKWELL, where he is Co-Founder and Chief Researcher. The credibility comes from a layered career. Eighteen years as a trial attorney, a multi-year run as CEO of the professional training business Peak Potentials, and several seasons as an ocean lifeguard before any of it. Senior audiences respond to the operator content; they have heard the resilience speech before, and what they recognise here is someone who has run a real enterprise through pressure. The Change Proof Podcast and a steady stream of corporate engagements with operating businesses, Medtronic and Jack in the Box among them, keep his material tested against current leadership briefs rather than older keynote material. Key speaking topics Leadership resilience under sustained change Change Proof: building organisational capacity for uncertainty Workplace culture and engagement Leading through restructure and reinvention Burnout prevention in senior teams Trust and connection in distributed workforces Ideal for CEOs and executive committees facing repeated change cycles CHROs and people leaders responsible for senior-team resilience Leadership offsites and annual conferences for operating businesses Transformation and change leads owning multi-year programmes Audience outcomes A working definition of resilience as an operating capacity, not a personal trait A diagnostic for where change fatigue is degrading senior decision quality Specific practices for recovery and renewal that fit inside a leader’s working week A frame for translating resilience research into culture and engagement decisions Language to use with their own teams about why this matters now

Why organisations work with Sam Silverstein A 30-year body of work that treats accountability as an operating system, not a virtue. Buyers get a structured method, not a motivational reset. Founder of The Accountability Institute and creator of the Certified Accountability Advisor designation. The frameworks are productised, taught, and used inside client organisations long after the keynote. Author of 13 books on the subject, anchored by No More Excuses and The Accountability Advantage. Senior teams can verify the substance before they commission the talk. CPAE Speaker Hall of Fame inductee and past President of the National Speakers Association. The peer recognition is from people who book and brief speakers for a living. Practitioner credibility: built and sold a manufacturing business to a Fortune 500 acquirer before turning to the topic full-time. The room reads him as an operator who later became an author. Biography highlights Founder of The Accountability Institute and the Certified Accountability Advisor programme. Author of 13 books, including No More Excuses, The Accountability Advantage, No Matter What, Non-Negotiable, and Pivot!. CPAE Speaker Hall of Fame, inducted by the National Speakers Association in 2021. Past President of the National Speakers Association (2008). Named one of the World’s Top 30 Organisational Culture Professionals by Global Gurus. Former owner of manufacturing and distribution companies with combined sales over $100 million, including a successful exit to a Fortune 500 company. Biography Most organisations treat accountability as a tone of voice. Silverstein treats it as a structure. His work, developed over three decades and codified through The Accountability Institute, defines accountability as the willingness to keep commitments to others. That definition is operational, not motivational, and it changes how leaders are expected to behave when no one is watching the dashboard. The frameworks sit inside thirteen books, beginning with No More Excuses and built out through The Accountability Advantage, No Matter What, Non-Negotiable, and the Certified Accountability Advisor designation that licenses the method to practitioners. Clients use them to address the problems culture decks usually skirt: turnover that erodes margin, change programmes that lose energy after launch, and senior leaders who carry decisions that should live closer to the customer. The credentials are equally serious. The National Speakers Association inducted him into the CPAE Speaker Hall of Fame in 2021, and he previously served as the association’s President. Global Gurus has named him among the world’s top thirty organisational culture professionals. The peer recognition matters because it comes from the part of the industry that watches speakers under pressure. Before any of this, he built and ran manufacturing and distribution companies with combined sales above $100 million and sold one of them to a Fortune 500 acquirer. That history is why the room reads him as an operator first. The accountability argument lands harder because the person making it has been the one writing the cheque for the consequences of weak execution. Key speaking topics Accountability as a culture operating discipline Organisational culture and retention Values-driven leadership Change adoption and resistance Trust and team commitment Disengagement and turnover reduction Ideal for CHROs and people directors facing retention and engagement pressure COOs and operating leaders translating strategy into consistent execution CEOs leading culture or values resets after restructure, merger, or rapid growth Leadership development and L&D teams building behavioural standards across the management layer Audience outcomes A working definition of accountability that separates it from blame, compliance, or performance management A clear view of where commitments break down inside their own organisation Specific behaviours that leaders can adopt to model accountability without micromanaging A vocabulary for culture that the senior team can use in operating meetings, not just engagement surveys A defensible answer to “what would change if we actually did this?”

Why organisations work with George Randle He has run talent acquisition at the scale most organisations are trying to reach. His teams hired 85,000+ professionals and 2,000+ executives across 75+ countries inside Fortune 100 and Fortune 1000 firms. His framework is published and specific. The Talent War sets out an attribute-based selection model drawn from US Special Operations, applied to corporate hiring, with named predictors rather than personality archetypes. He brings Hogan certification (HPI, HDS, MVPI) and uses assessment data operationally, for executive selection and derailer identification, not as decoration in a keynote. He built one of the largest veteran hiring programmes inside a Global Fortune 50, which gives him a concrete answer to a problem most CHROs are still solving in PowerPoint. He speaks to talent and HR audiences as a peer, not a consultant. He has sat on both sides of the executive search transaction and structured the team that ran it. Biography highlights Co-author, The Talent War: How Special Operations and Great Organizations Win on Talent (Lioncrest, 2020), foreword by Jocko Willink. Co-host, The Talent War Podcast. Managing Partner, Randall Partners LLC; former Managing Partner at Talent War Group and EF Overwatch. 20+ years of Fortune 100 and Fortune 1000 HR and talent acquisition leadership, including head of talent acquisition roles at a Global Fortune 50 firm. Hogan Leadership Assessment certified coach across HPI, HDS, and MVPI instruments. Former US Army officer with operational assignments in Berlin, US CENTCOM, and III Corps, and deployments to Somalia, Kenya, Central America, and Guantanamo Bay. Biography Most large organisations hire the wrong people in the same way every year. They optimise for credentials and interview performance, then absorb the cost when those hires fail under real conditions. The Special Operations community solved that problem decades ago, by selecting on attributes that predict behaviour under stress rather than on resumes. That is the argument George Randle makes, with the standing to make it. He co-wrote The Talent War: How Special Operations and Great Organizations Win on Talent with former SEAL officer Mike Sarraille and Dr. Josh Cotton, with a foreword by Jocko Willink. The book sets out a selection model anchored in named attributes such as drive, resilience, adaptability, and integrity, and shows how to test for them in a corporate interview. The credibility behind the argument is operational, not theoretical. Randle ran talent acquisition functions inside Fortune 100 and Fortune 1000 firms, and his teams hired more than 85,000 professionals and 2,000+ executives across 75+ countries. He built one of the largest veteran hiring programmes at a Global Fortune 50. He is Hogan certified across HPI, HDS, and MVPI, and uses the assessment data to surface candidates that interview processes routinely miss. He came to the work through the US Army, where he served as an officer with assignments at Berlin, US CENTCOM, and III Corps, and deployments across Somalia, Kenya, Central America, and Guantanamo Bay. The through-line of his career is the same question asked twice: in a high-stakes selection decision, what actually predicts performance. Key speaking topics Attribute-based talent selection Executive search and assessment Building high-performing teams Veteran hiring and transition programmes Talent strategy as competitive advantage Leadership under pressure Talent acquisition at scale Ideal for CHROs, Chief Talent Officers, and Heads of Talent Acquisition rebuilding selection processes CEOs and boards reviewing executive search and succession discipline Private equity operating partners assessing portfolio company leadership Senior HR and people leaders running veteran hiring or transition programmes Audience outcomes A named set of attributes to test for in executive and high-stakes hires, beyond competency interviews A working view of how Special Operations selection translates into corporate hiring decisions A clearer read on where assessment data, including Hogan, belongs in the selection process A sharper case to take back to the executive team for treating talent acquisition as a strategic function, not an administrative one

Meet Janine Hamner Holman Janine Hamner Holman is an internationally recognized speaker, bestselling author, and expert on what it takes to attract and retain world-class talent, organizational culture change and development, conscious leadership, leading in a virtual workplace, diversity equity inclusion & belonging (DEI&B), psychological safety at work, and emotional intelligence. As CEO of the J & J Consulting Group, Janine brings more than 30 years’ experience to the stage for her consulting, workshops, keynote speaking, and trainings. Janine uses scientifically validated strategies and tools to build high performance teams, enhance organizational functioning, and develop organizations and leaders with whom everyone wants to work. Janine spent 20 years in nonprofit leadership and then almost another decade working for a Fortune 200 company, where she had an opportunity to work closely with the public sector. This combination of nonprofit, for profit and public sector work conferred Janine with unique insights into how to effectively motivate people, their teams, and organizational leaders. After completing school at NYU where she double majored in English and Political Science, Janine has gone on to earn a Certification from Cornell University in the Psychology of Leadership, is a SHRM-CP and SHRM certified in Inclusive Cultures, is a Certified Partnership Practitioner, a Certified Practitioner in Emotional Intelligence, a Certified Coach, and a Certified Partner with Culture Talk. She is the author of the newly released book, Mind the Gap: Lessons in 21st Century Conscious Leadership, as well as a contributing author to the bestselling books Mission Matters: World’s Leading Entrepreneurs Reveal Their Top Tips To Success (Business Leaders Vol. 8, Edition 7) and On the Shoulders of Mighty Women. She is also host of the podcast, The Cost of Not Paying Attention.

Why organisations work with Mark Noon He has built leadership benches inside two of the most accountability-driven environments in American working life: the U.S. Air Force medical system and Studer Group’s healthcare client base. Senior teams get someone who has run the work, not described it. His signature framework, Set Up To Step In, gives organisations a concrete method for preparing successors before the seat opens, drawn from his book Set Up: Timeless Leadership Skills for Your Success. He has coached and presented inside more than 300 organisations across 43 states and several countries, which means the playbook has been pressure-tested across hospital systems, military units, and civilian operating environments. He treats employee engagement as a discipline rather than a sentiment, anchored in structured one-on-one rounding practices that frontline managers can repeat weekly. He pairs Studer Group’s service excellence lineage with first-hand command experience, a combination that lands credibly with clinical leaders who are sceptical of theory imported from outside healthcare. Biography highlights Retired U.S. Air Force Major after roughly 20 years of service, including 12 years as a commissioned officer and clinical lab director. Career path moved from enlisted laboratory technician to officer with immediate appointment to a lab management role. Served across nine assignments in seven U.S. states and a tour of duty in the Middle East. Spent approximately eight years as a coach with Studer Group, working with healthcare systems on operational and service excellence. Currently a Professional Speaker, Executive Coach and Developer of Leaders with LeadershipTen. Author of Set Up: Timeless Leadership Skills for Your Success (T.H.E. Studer Group, 2018). Biography The hardest moment in any organisation is the one nobody schedules: a seat opens, and the person expected to fill it is not ready. That gap is rarely a hiring problem. It is the cumulative result of small leadership habits that were never made routine. Mark Noon spent 20 years inside the U.S. Air Force watching that pattern up close, then nearly a decade at Studer Group helping healthcare leaders fix it. He retired as a Major after 12 years as a commissioned officer and clinical lab director, with assignments across seven states and a tour in the Middle East. The path from enlisted lab technician to officer running a lab gave him a working theory of leadership grounded in operational reality rather than abstraction. That theory became Set Up: Timeless Leadership Skills for Your Success, published by T.H.E. Studer Group in 2018. The book and its companion keynote, Set Up To Step In, treat succession as a daily discipline, not an annual planning exercise. Leaders are not chosen, they are prepared, through repeatable habits that show up in how meetings are run, how feedback is given, and how one-on-one rounding is conducted with the people closest to the work. His client work now runs through LeadershipTen, where he coaches and speaks inside hospital systems, military units, and operationally demanding civilian organisations. The footprint covers more than 300 organisations across 43 states and several countries, which gives senior teams something useful: a coach who has seen which engagement and culture practices survive contact with a stretched workforce, and which do not. Key speaking topics Leader development and succession readiness Employee engagement and one-on-one rounding Culture aligned to strategy Healthcare leadership and service excellence Managing up and team reliability Lessons from military command for civilian leaders Ideal for Healthcare CEOs, COOs, and chief nursing officers building leader benches across hospital systems Heads of leadership development and learning leaders responsible for succession and frontline manager capability Senior military and veteran-serving organisations translating command experience into civilian operating practice Operationally complex organisations where frontline leadership turnover threatens service quality Audience outcomes A clear, named set of habits that distinguish leaders who are setting up successors from those who are not A working method for one-on-one rounding that frontline managers can run inside their existing week Language for talking about engagement as an operational discipline, not a survey result A frame for connecting daily leader behaviours to the strategy and culture senior teams have already committed to Confidence that the practices have been tested across military, healthcare, and civilian operating environments

Why organisations work with Ben Hines A signature programme, Know the Score, delivered with the Royal Philharmonic Orchestra and other professional ensembles, that puts senior leaders in the room with a world-class team operating in real time. Faculty appointments at Henley Business School and Korn Ferry International, anchoring the experiential work in a credible leadership development frame. Eighteen years in financial and legal services, including strategic marketing leadership at Barclays PLC, which keeps the corporate translation grounded rather than theatrical. A coaching credential (ACC, International Coach Federation) and a music degree from the University of York, sitting behind a method that other speakers cannot replicate. Biography highlights Founder of Moving Performance (2009), a leadership development firm using music and live musicians as the medium for senior team work. Creator of Know the Score, the first leadership programme to be developed in partnership with the Royal Philharmonic Orchestra. Senior Associate faculty at Henley Business School, Korn Ferry International, and Altitude Leadership Partners. Associate Certified Coach, International Coach Federation. BA (Hons) Music, University of York. Earlier career as a strategic marketer at Barclays PLC and advisor to CPA Global. Biography A high-performing orchestra and a high-performing executive team face the same problem. Many specialists, one shared outcome, no rehearsal time. Most leadership development programmes describe that problem in abstract terms. Ben Hines puts it on a stage and lets leaders watch it solved in front of them. Moving Performance, the firm he founded in 2009, places professional musicians inside leadership sessions for serious organisations. The signature programme, Know the Score, runs in partnership with the Royal Philharmonic Orchestra and was the first leadership format developed with that orchestra. Senior teams observe how a group of experts coordinates without verbal instruction, then translate what they have seen into their own decision rhythms, listening habits, and roles under pressure. The credibility of the work rests on the corporate spine behind it. Eighteen years inside financial and legal services, including strategic marketing leadership at Barclays PLC across multiple international markets and an advisory role at CPA Global, sit underneath the musical method. Senior Associate faculty appointments at Henley Business School and Korn Ferry International, and an ACC coaching credential from the International Coach Federation, place the practice inside recognised leadership development infrastructure. Clients to date include Accenture, BP, Cisco, Coca-Cola, Deutsche Borse, Jaguar Land Rover, PwC, Telekom Austria, Thames Water, and Wise. Key speaking topics High-performing teams Leadership and team development Change leadership Emotional intelligence in senior teams Communication and listening Executive presence Ideal for Chief Executives and executive committees running team off-sites and leadership conferences Heads of Leadership Development and CHROs commissioning senior team programmes Transformation leads using a leadership intervention to reset team behaviour during change Conference organisers needing a substantive keynote that doubles as a shared experience for the room Audience outcomes A common reference point for how an expert team coordinates without hierarchy interrupting the work Specific behavioural cues from professional musicians that translate into meeting and decision rhythms Sharper attention to listening, non-verbal signals, and timing in senior team interaction A shared experience the group keeps referring back to long after the session

Why organisations work with Pamela Barnum Field-tested credibility on trust and deception. Her techniques were developed making hundreds of undercover drug buys and prosecuting the resulting cases, not derived from lab studies. Two operating perspectives in one speaker: the covert practitioner who had to read a room to stay safe, and the federal prosecutor who had to read witnesses to win convictions. Practical decoding tools that transfer directly into negotiations, sales calls, performance conversations, and board meetings. Academic grounding that backs the stories: a Bachelor of Laws and Master of Public Administration from the University of Western Ontario, and graduate work in corporate negotiations. A point of view on trust as a measurable leadership behaviour, not a culture slogan, anchored in the TEDxCollingwood talk “What Drug Dealers Taught Me About Trust.” Biography highlights Twenty-year career in Canadian criminal justice across undercover policing and federal prosecution. Eight years deep undercover in the Drug Enforcement Section, with hundreds of buys at street and multi-six-figure level. Federal prosecuting attorney with the Federal Crown, specialising in drug trafficking cases. Bachelor of Laws and Master of Public Administration, University of Western Ontario. TEDxCollingwood speaker, “What Drug Dealers Taught Me About Trust,” hosted on TED.com. Keynote work for corporate, association, and law enforcement audiences across the United States, Canada, and Australia. Biography Trust is read in seconds, by people who often cannot articulate what they just saw. For most of Pamela Barnum’s first career, getting that read wrong carried physical risk. Eight years undercover in the Drug Enforcement Section meant building rapport with people whose business depended on detecting outsiders, then walking back into court rooms as a federal prosecutor and reading witnesses for credibility under cross-examination. That dual experience is the spine of her speaking work. She studied law at the University of Western Ontario while still serving as a full-time undercover officer, later adding a Master of Public Administration and graduate study in corporate negotiations. The result is a speaker who can connect a specific nonverbal cue to a specific commercial outcome, not just a story. Her keynote material translates field practice into decisions leaders actually make. How to enter a difficult negotiation without leaking intent. How to deliver a restructuring message that retains belief in the sender. How to spot the signals that a senior hire, supplier, or counterparty is hedging. The TEDxCollingwood talk “What Drug Dealers Taught Me About Trust” condensed the core argument into three working trust hacks now used widely across her corporate audiences. What makes her unusual on the leadership communication circuit is the source material. Trust as practised by undercover operators and prosecutors is observable, repeatable, and tied to consequence. That is what travels into a sales kickoff, an executive offsite, or a board preparation session, and that is what senior leaders take away. Key speaking topics Trust as a leadership behaviour Nonverbal communication and body language Deception detection in business contexts Negotiation under pressure Executive presence and credibility High-stakes communication Sales communication and influence Ideal for Sales leadership and revenue organisations preparing for high-value negotiations Executive development programmes focused on presence, credibility, and difficult conversations HR and culture leaders rebuilding trust after restructure or major change Associations, fraud and risk professionals, and law enforcement audiences Audience outcomes A working method for reading trust signals in real conversations, not in theory Specific nonverbal cues that indicate hedging, deception, or disengagement Sharper preparation for negotiations, performance conversations, and board interactions A clearer sense of how their own body language is being read by others Concrete techniques to project composure and authority under pressure

Why organisations work with Heather Moyse She has competed at Olympic level in three sports she did not start as a child, including learning bobsleigh from scratch and winning gold in her first Games. That gives her a credible voice on rapid capability acquisition under high stakes. Her occupational therapy training (Master’s, University of Toronto) gives her a clinical frame for human performance rather than the standard motivational-athlete narrative. She talks about the mechanics of resilience, not the feeling of it. She is the first Canadian woman inducted into the World Rugby Hall of Fame and one of only two Canadians inducted. The credential is rare enough to anchor a senior audience that has heard many Olympic stories. She has worked with senior corporate audiences including CIBC, BMW, Sun Life Financial, Fidelity Investments, the Royal Canadian Mint, and the Canadian Armed Forces, so the translation from sport to commercial leadership is already calibrated. Biography highlights Two-time Olympic gold medallist in women’s bobsleigh (Vancouver 2010, Sochi 2014, pilot Kaillie Humphries). Four-time Olympian. World Rugby Hall of Fame, inducted 2016. First Canadian woman, second Canadian overall. Master’s in Occupational Therapy, University of Toronto. BSc (Honours Kinesiology), University of Waterloo. Author, Redefining ‘Realistic’ (2017), with foreword by John C. Maxwell. Order of Prince Edward Island (2014); inaugural Randy Starkman Olympian Humanitarian Award (2014). Biography Bobsleigh is not a sport you take up casually. Heather Moyse was recruited into the Canadian programme as an adult, learned the discipline from a standing start, and won Olympic gold in Vancouver in 2010 with pilot Kaillie Humphries. Four years later, in Sochi, the same pair defended the title. She is also a World Rugby Hall of Famer, one of two Canadians ever inducted, and competed internationally in track cycling after taking up the sport during a rugby injury recovery. Three sports, all picked up later than the orthodox path allows, all carried to international level. The story is not about innate talent. It is about how a person decides what is realistic. That decision sits at the centre of her work with organisations. Her keynote and coaching content draws on a Master’s in Occupational Therapy from the University of Toronto, which gives her a clinical vocabulary for performance most athletes do not have. She talks about how leaders narrow their own range of options under pressure, how recovery is engineered rather than waited for, and how the gap between current capability and the next required capability is closed in practice. Her book Redefining ‘Realistic’ sets out the argument in long form, with a foreword by John C. Maxwell. The corporate work, with audiences at CIBC, BMW, Sun Life Financial, Fidelity Investments, the Royal Canadian Mint, the Canadian Armed Forces and others, applies it to leaders who are being asked to recalibrate their assumptions about what their teams can do, and how quickly. Key speaking topics Self-leadership under pressure High-performance mindset and recovery Resilience as an operational discipline Goal-setting and capability acquisition Leading through uncertainty and setback Personal accountability and authentic leadership Ideal for Executive leadership teams facing prolonged change or post-restructure recovery Sales and commercial leadership audiences where sustained performance under pressure is the central question Senior women’s leadership programmes and high-potential development cohorts Conferences where the closing keynote needs an authority voice on composure and reinvention Audience outcomes A direct account of how elite performers manage themselves before, during, and after high-stakes moments A working definition of what counts as “realistic” and how that judgment limits or extends what teams attempt Specific tools for breaking large objectives into the next executable step under time pressure A clearer view of how recovery and preparation interact, drawn from Olympic-level practice rather than metaphor

Why organisations work with Richard Foster-Fletcher Brings a structured research practice, run through MKAI and Reality & Reason, that publishes instruments organisations can use to test the integrity of management information once AI is in the loop. Has examined AI’s effect on disclosure and decision processes through a study of 150 SEC 10-K filings across 50 US public companies, giving a quantitative spine to claims most AI keynotes leave at the anecdote. Advises across an unusually wide institutional surface: UK Parliament, the United Nations Environment Programme, governments including Tunisia, and Fortune 500 boards, so the perspective is not single-sector. Treats AI ethics as an operating problem for governance, audit, and the executive, rather than a values statement, which is the brief most boards now actually need. Holds standing as a Favikon UK Top 20 AI Researcher and Entrepreneur and a LinkedIn Top Voice in AI, both reflecting sustained public output rather than a one-off ranking. Biography highlights Founder and Executive Chair of MKAI.org, a global responsible-AI organisation established in 2019. Founder of Reality & Reason, publisher of the Management Information Integrity Addendum and the Residual Logic Scanner. Author of the weekly essay series “What Still Matters,” with a subscriber base of over 6,000 senior readers. Former AI and CX Director at Oracle; earlier career at the BBC. Member of the United Nations Environment Programme Resilience Frontiers Advisory Group. Lecturer at LSE, UCL, Oxford, Imperial College London, Cranfield, and Henley Business School. Named in the UK’s Top 20 AI Researchers and Entrepreneurs by Favikon; LinkedIn Top Voice in AI. Qualifications from MIT Sloan (Implications of AI for Business Strategy) and the University of Michigan (Data Science Ethics). Biography Most organisations now have generative AI inside their writing, analysis, and decision flows. Few have a clear view of what that is doing to the quality of the reasoning the board ultimately sees. That gap is the territory Foster-Fletcher works in. Through MKAI, the responsible-AI organisation he founded in 2019, and Reality & Reason, his editorial and research body, he publishes practical instruments for senior teams. The Management Information Integrity Addendum and the Residual Logic Scanner sit alongside a study of 150 SEC 10-K filings across 50 US public companies, looking at how AI-shaped language enters formal corporate disclosure. His advisory footprint covers UK Parliament, the United Nations Environment Programme Resilience Frontiers Advisory Group, governments including Tunisia, and Fortune 500 boards. He lectures at LSE, UCL, Oxford, Imperial College London, Cranfield, and Henley Business School, and earlier in his career held senior roles at Oracle and the BBC. The signature contribution is a framework on the structural dynamics of enterprise AI adoption, which sets out seven recurring patterns including private accumulation of capability, erosion of human capacity through routine offloading, and the narrowing of visible strategic alternatives under model-led framing. That framework is what senior buyers are usually responding to when they commission him. Key speaking topics Responsible AI governance for boards and executive teams AI strategy beyond pilots and proof-of-concept AI in management information, reporting, and disclosure The future of work in the age of generative AI AI ethics as an operating capability Decision-making and human judgement when models are in the loop Leadership in an AI-shaped organisation Ideal for Boards, audit committees, and CROs wrestling with AI as a governance and disclosure question CIOs, CDOs, and Chief AI Officers moving from experimentation to operating deployment CEOs and executive teams in regulated sectors where AI is entering decision processes Government and policy audiences responsible for AI regulation, public-sector adoption, or capability building Audience outcomes A working language for what AI is doing to the integrity of internal information and decision papers A clear map of recurring failure modes in enterprise AI adoption, drawn from the seven-pattern framework A defensible point of view on AI governance suitable for board, audit, and disclosure conversations Concrete next moves on where AI should and should not be in the reasoning chain A grounded sense of the future of judgement, expertise, and human capability inside AI-shaped organisations

Why organisations work with Zana Goić Petričević Her SOUL Framework® is a registered trademark with a published book at its centre, not a proprietary slide deck but a structured, repeatable model that organisations can keep using through her books long after the engagement ends. She holds faculty standing inside the institutions that credential the field itself: faculty member at CRR Global, Leadership Circle Ambassador in Europe, and a contributor to PwC’s coaching and leadership development programmes across EMEA. That places her inside the leadership-development industry’s credentialing infrastructure, a position most keynote speakers on leadership do not hold. She works as a coach and programme contributor within PwC’s EMEA leadership development network, meaning her frameworks have been tested inside one of the most scrutinised professional development environments in the world. Her corporate background in the oil and gas and pharmaceutical sectors gives her a specific kind of credibility with executives who are impatient with leadership development that hasn’t been tested under commercial pressure. Named clients include TikTok, UniCredit, PwC, Sandoz, Zalando, and Capgemini, whose University she has opened the Game Changers leadership programme for in two consecutive years, a spread that shows she works across sectors and leadership cultures rather than a single industry vertical. Biography highlights Founder of Bold Leadership Culture, an EU and UK-based leadership development and coaching consultancy Author of Bold Reinvented (built around the trademarked SOUL Framework®) and Leading on the Edge Faculty member of CRR Global; Leadership Circle Ambassador in Europe; Leadership Circle Profile certification coach Coach, tutor, and mentor within PwC’s EMEA coaching and leadership development programmes Named client engagements include PwC, Capgemini University, TikTok, UniCredit Bank, and EU institutions Certified CPCC, ICF-PCC, and ORSCC; trained Immunity to Change facilitator Holds degrees from the University of Zagreb and Leeds Beckett University; corporate background in oil and gas and pharmaceutical sectors Biography Most organisations treat change as something to survive. The harder truth is that the same conditions of volatility that expose weak leadership are also where the strongest leadership is built, and most teams never learn to use them that way. Zana Goić Petričević’s work starts at that gap: between the leadership organisations articulate under pressure and the leadership they actually practise. Her approach is anchored in the SOUL Framework®, a trademarked model for leadership development introduced in Bold Reinvented: Next Level Leading with Courage, Consciousness, and Conviction. Her second book, Leading on the Edge, extends the argument, mapping the specific self-protective patterns, passivity, over-control, emotional distance, that cause high-capability leaders to default to safety over impact. Together, they form a coherent body of published work on why capable leaders underperform under pressure. Before founding Bold Leadership Culture, she held senior corporate communications and marketing roles in the oil and gas and pharmaceutical sectors – industries where the distance between stated and actual leadership behaviour carries a direct commercial cost. As a faculty member of CRR Global and Leadership Circle Ambassador in Europe, she operates inside the credentialing infrastructure of the leadership development field, not simply adjacent to it. She also works as a coach and programme contributor within PwC’s EMEA leadership network. Her client base spans technology, banking, pharmaceuticals, retail, and professional services: TikTok, UniCredit, Sandoz, Zalando, PwC, and Capgemini University, alongside EU institutional programmes. The consistent thread is leadership teams with strong technical or commercial capability whose default behaviours, individual or collective, are quietly limiting what the organisation around them can achieve. Key speaking topics Leadership capability in complexity and change Self-protective leadership patterns and how to shift them Bold leadership culture Change management and organisational transformation Relationship-centred and conscious leadership Executive development and coaching frameworks Scaling leadership capacity across teams Ideal for C-suite executives and senior leadership teams facing significant cultural or strategic transition CHROs and L&D leads designing or commissioning executive development programmes Leadership teams in professional services, banking, technology, and pharmaceuticals where risk-aversion or protective behaviours are limiting performance Organisations seeking a leadership development speaker whose work can be extended through structured frameworks and published material Audience outcomes A working command of the SOUL Framework® and how it maps onto their own leadership context The specific self-protective patterns, control, distance, and pleasing, that cause capable leaders to retreat under pressure instead of stepping up, and how to interrupt them Why an organisation’s performance tends to track the consciousness of its leaders, and what that implies for how they develop their teams Language and models for the bolder leadership conversations that teams typically avoid A reframe of change from an obstacle to be managed into a position to lead from