Future of Work speakers

Why organisations work with Tammy Erickson A trilogy of Harvard Business Review Press books on Boomers, Gen X and Gen Y built on primary research, not commentary, giving leaders a defensible base for talent and engagement decisions. A McKinsey Award-winning HBR article (“It’s Time to Retire Retirement”) that reframed how Fortune 500 employers think about late-career workers, still cited in CHRO conversations. Five appearances on the Thinkers50 ranking, evidence that her ideas have stayed relevant across more than a decade of workforce change. Operating credibility from board seats at PerkinElmer and Allergan, plus client work with General Electric, Bank of America and Novartis, so the workforce arguments land with senior commercial leaders, not just HR. Co-direction of London Business School’s “Leading Businesses into the Future” programme, which keeps her arguments calibrated to current senior-executive challenges rather than past research. Biography highlights Adjunct Professor of Organisational Behaviour, London Business School; co-director of the “Leading Businesses into the Future” programme. Founder and CEO of Tammy Erickson Associates, a workforce and engagement advisory firm. McKinsey Award winner, Harvard Business Review, for “It’s Time to Retire Retirement.” Author of the HBR Press generational trilogy: “Retire Retirement,” “Plugged In,” and “What’s Next, Gen X?” Co-author of “Workforce Crisis” (Harvard Business School Press) and “Third Generation R&D.” Former director of Fortune 500 corporations PerkinElmer and Allergan. Ranked on Thinkers50 five times, including 2011, 2013, 2015 and 2017. Biography Most workforce strategies still treat the employee base as one undifferentiated group with a single set of motivations. That worked when one or two cohorts dominated the org chart. It does not work now, with Boomers, Gen X, Millennials and Gen Z sharing teams and reporting lines, each carrying different assumptions about authority, loyalty and what work is for. Erickson built her career on closing that gap. Her Harvard Business Review article “It’s Time to Retire Retirement” won the McKinsey Award and reframed how large employers thought about late-career talent. The argument was not nostalgic or motivational. It was an operating case for redesigning roles, hours and contracts to retain expertise that the demographics said would otherwise walk out. The HBR Press trilogy that followed, “Retire Retirement,” “Plugged In” and “What’s Next, Gen X?,” gave leaders something most generational commentary lacks: a research base built cohort by cohort, with practical implications for engagement, team design and career architecture. Her companion book “Workforce Crisis,” with Ken Dychtwald and Bob Morison, set the broader demographic context. “Leading Across the Ages” was named a Harvard Business Review Breakthrough Idea of 2008. That research sits on top of a working role at London Business School, where she co-directs “Leading Businesses into the Future,” and a track record of Fortune 500 board service at PerkinElmer and Allergan. The result is a voice on workforce questions that boards and executive teams take seriously, because it carries both the scholarship and the operating context. Key speaking topics Multi-generational workforce strategy Employee engagement and the changing employer-employee contract Workforce planning and talent shortage Collaboration in complex organisations Innovation in the intelligent economy Twenty-first century organisational design Future of work and changing assumptions about careers Ideal for CHROs and chief people officers redesigning engagement and retention strategy Boards and executive teams setting talent and workforce policy Heads of organisational development and learning leading multi-generational team programmes Leadership development faculty and HR conferences Audience outcomes A clearer read of how each generational cohort actually behaves inside organisations, beyond the stereotypes Specific implications for talent retention, engagement and team design across cohorts A reframed view of late-career workers as a retention and capacity question, not a cost question An organising frame for redesigning roles, hours and contracts to fit a five-generation workforce Vocabulary senior leaders can use in board and executive conversations on workforce strategy

Why organisations work with Tan Le A working neurotech CEO. EMOTIV’s brainwear is used by researchers and enterprises in over 140 countries and cited across more than 4,000 peer-reviewed studies. Her view of where neurotechnology meets business is built on shipped products and enterprise pilots with companies like Dell and JLL. A defined thesis for the next decade. Her book The NeuroGeneration sets out how brain science, AI, and consumer-grade neurotechnology are converging into a new generation of human-machine integration. Leadership audiences leave with a structured way to think about a domain most have only encountered through headlines. Credibility at the level boards take seriously. She holds a board seat at ASX-listed QBE Insurance Group, sits on the World Economic Forum’s Global Future Council on Neurotechnologies and Brain Science, and writes for the Forbes Technology Council. The cognitive workplace, made tangible. EMOTIV’s enterprise products measure attention and cognitive stress in everyday work settings. For leadership teams thinking about productivity and wellbeing as separate questions, she shows how cognitive measurement is starting to bring them together. Biography highlights Founder and CEO of EMOTIV, the Silicon Valley neurotechnology company whose EEG-based brain-computer interface technology is used in over 140 countries and validated across more than 4,000 peer-reviewed studies Author of The NeuroGeneration: The New Era in Brain Enhancement That Is Revolutionizing the Way We Think, Work, and Heal (BenBella/Simon & Schuster, 2020), endorsed by Klaus Schwab and David Eagleman Non-Executive Director of QBE Insurance Group, an ASX-listed multinational insurer with over 11,700 employees across more than 27 countries Member of the World Economic Forum’s Global Future Council on Neurotechnologies and Brain Science, and a WEF Young Global Leader since 2009 Three-time TED speaker; her TEDxWomen talk “My Immigration Story” has been viewed more than 1.4 million times Recipient of the Industrial Research Institute Achievement Award (2018), Young Australian of the Year (1998), Fast Company Most Influential Women in Technology (2010), Forbes 50 Names You Need to Know (2011), and National Geographic Emerging Explorer (2013); her portrait is held in the permanent collection of the National Portrait Gallery of Australia Biography Wireless EEG technology has crossed out of the research lab into everyday environments. Offices, classrooms, and consumer products are starting to use brain data in ways that were impossible a decade ago. EMOTIV has been one of the companies opening that path. Tan Le founded EMOTIV in 2011 and runs it today. The company’s headsets and earbuds turn brain activity into usable data for researchers and enterprises in more than 140 countries, with citations across over 4,000 peer-reviewed studies. Pilots with Dell and JLL apply that measurement to attention and cognitive stress in real workplace settings. Her book The NeuroGeneration (Simon & Schuster, 2020) traces how brain-computer interfaces, neural stimulation, and AI are converging into human-machine integration that reshapes work, healthcare, and learning. The book carries endorsements from Klaus Schwab and David Eagleman. Le sits on the World Economic Forum’s Global Future Council on Neurotechnologies and Brain Science. She also holds a board seat at ASX-listed QBE Insurance Group and writes for the Forbes Technology Council. That biographical arc adds to the institutional credibility. She arrived in Australia as a four-year-old refugee from Vietnam and was named Young Australian of the Year at 21. Today, she runs one of the most cited platforms in mobile EEG research. Her portrait sits in the permanent collection of the National Portrait Gallery of Australia. Key speaking topics Brain-computer interfaces and neurotechnology The future of work and human-machine integration AI, automation, and cognitive augmentation Workplace wellbeing and cognitive performance Innovation and entrepreneurship in deep technology The ethics and governance of neurotechnology Reinvention and outsider thinking Ideal for Boards and CEOs setting long-range technology strategy in financial services, healthcare, technology, and consumer industries Chief Technology Officers and Chief Innovation Officers are thinking about the convergence of AI, neurotech, and human performance CHROs and Chief People Officers looking for substantive content on cognitive workplace design beyond the wellness category Founders and growth-stage entrepreneurs working at frontier-technology intersections Audience outcomes A clear-eyed view of which neurotechnology and brain-computer interface applications are operating today and which are still emerging The argument behind The NeuroGeneration, with concrete examples from enterprise pilots and clinical research A practical frame for how cognitive measurement is starting to change how leaders think about workplace productivity and wellbeing A view of the ethical and governance questions board-level decision-makers will face as neurotechnology moves into enterprise use Sharper questions to ask vendors and internal teams making claims about brain-related products

Why organisations work with Tania de Jong AM A working body of evidence that creativity is buildable inside an organisation, drawn from six businesses and four charities she has founded, including Creative Universe, Creativity Australia and The Song Room. Co-founder and Executive Director of Mind Medicine Australia, the organisation behind Australia’s 2023 rescheduling of psilocybin and MDMA for treatment-resistant depression and PTSD, the first national framework of its kind in the world. A keynote format that pairs argument with live performance, used at Thinkers50 European Business Forum in Denmark and the International Forum on Consciousness in the United States, and tested across more than 40 countries. Eight editions of the Creative Innovation Asia Pacific Global Forum, awarded Corporate Event of the Year at the global Eventex Awards, giving her direct exposure to how international leaders are framing innovation, AI, wellbeing and the future of work. A position on social inclusion through the With One Voice programme that is grounded in operating practice, not theory, having reached thousands of participants across community choirs in Australia. Biography highlights Co-founder and Executive Director of Mind Medicine Australia, the organisation behind the world-first 2023 rescheduling of psilocybin and MDMA in Australia for treatment-resistant depression and PTSD. Member of the Order of Australia (AM), 2008, for service to the arts and to music and arts enrichment programmes in schools and communities. Founder of Creativity Australia, Creative Universe, Creative Innovation Global, The Song Room, MTA Entertainment & Events, Dimension5 and Pot-Pourri. Keynote speaker at the Thinkers50 European Business Forum, Denmark, 2018, and the International Forum on Consciousness, United States, 2019; TEDxMelbourne speaker, “How singing together changes the brain”. Named in the Australian Financial Review 100 Women of Influence, Richtopia’s 100 Most Influential Australian Entrepreneurs, and Psychedelic Invest’s 100 Most Influential People in Psychedelics. Ernst and Young Australian Social Entrepreneur of the Year; Churchill Fellow; AGSE Entrepreneurs Hall of Fame, Swinburne University; Bachelor of Law (Honours), University of Melbourne. Special guest performer on Dr Bessel van der Kolk’s 2026 four-city Australian workshop tour for The Body Keeps the Score, presented with Mind Medicine Australia; speaker on psychedelic-assisted therapies at Dave Asprey’s BEYOND Biohacking Conference in Austin, Texas. Biography Australia became the first country in the world to reschedule psilocybin and MDMA for the treatment of depression and PTSD in 2023. Mind Medicine Australia, which de Jong co-founded with Peter Hunt and now runs as Executive Director, did the regulatory and clinical groundwork that made it possible. That outcome is the clearest statement of how de Jong tends to work: a long-running campaign to change a system that most assume cannot be moved. The same pattern runs through the rest of her record. Six businesses and four charities, including Creative Universe, Creativity Australia, The Song Room and Creative Innovation Global, each built around a specific argument about creativity, inclusion or social repair. The Song Room alone has reached over a million Australian students through music programmes in schools that would not otherwise access them. Her speaking work is unusual in form. She is a classically trained soprano who has performed in over 40 countries, and her keynotes weave argument with live singing. Thinkers50 invited her to keynote its European Business Forum in 2018, and in 2026 she performed as special guest on Dr Bessel van der Kolk’s Australian tour for The Body Keeps the Score. Her TEDxMelbourne talk on the neuroscience of group singing is often cited in workplace wellbeing writing. The substantive claim underneath all of it is that creativity and collective purpose are operating disciplines. The Creative Innovation Asia Pacific Global Forum, which she has run eight times and which won Corporate Event of the Year at the Eventex Awards, is the working venue for that argument across AI, leadership, wellbeing and the future of work. Key speaking topics Creativity as a strategic discipline Innovation culture and the future of work Entrepreneurship and social enterprise Mental health, wellbeing and the neuroscience of connection Diversity, inclusion and collective purpose Leadership in disruption and reinvention Storytelling and performance in business communication Ideal for CHROs and culture leads designing engagement, wellbeing and inclusion programmes that need to land beyond the slide deck. Innovation leads, transformation directors and strategy teams looking to move creativity from training programme to operating practice. CEOs and boards in sectors facing structural reinvention, where the soft conditions of change are as material as the hard ones. Conference organisers seeking a keynote that combines argument with live performance and high audience engagement. Audience outcomes A specific case for treating creativity as a leadership capability, not a workshop output. A working view of how social inclusion and collective practice change individual and team performance, drawn from the With One Voice programme and supporting neuroscience. An updated read on the global innovation agenda, informed by eight editions of the Creative Innovation Asia Pacific Forum. Exposure to one of the few global voices arguing for psychedelic-assisted therapy as a serious instrument of mental health policy, with evidence from the Australian rescheduling. A keynote experience that uses live performance to shift the energy of a room, useful for conferences that need a tonal lift alongside content.

Why organisations work with Terence Mauri He gives leadership teams a defined decision framework, DARE (Data, Agility, Risk, Evolution), drawn from his Wiley and Thinkers50 book, that turns “respond to disruption” from a slogan into a working method. His vantage point sits across operating roles, not commentary alone: founder of Hack Future Lab, Entrepreneur Mentor in Residence at MIT, visiting professor at IE Business School. Senior audiences can tell the difference. The content is built for the AI era without becoming a technology lecture. The argument is about how executives think, choose, and govern when technology cycles are shorter than planning cycles. He writes for a senior business readership through a monthly Inc.com column, “Future Proof,” which means the room hears arguments that have already been pressure-tested in print. Biography highlights Founder of Hack Future Lab, a global management think tank focused on leadership, AI, and disruption. Author of The Upside of Disruption (Wiley, in partnership with Thinkers50, 2024), centred on his DARE framework. Earlier books include The Leader’s Mindset and The 3D Leader. Entrepreneur Mentor in Residence at MIT and visiting professor at IE Business School. Inc.com columnist, author of the “Future Proof” column. Described by Thinkers50 as “an influential and outspoken thinker on the future of leadership.” Biography The hardest part of leading through disruption is not recognising that the environment has changed. It is changing the way a senior team decides while the business still has to deliver this quarter. That gap, between awareness and operating practice, is the question Terence Mauri has spent his work addressing. His most recent book, The Upside of Disruption, was published by Wiley in 2024 in partnership with Thinkers50. It introduces the DARE framework, Data, Agility, Risk, Evolution, as a way of organising executive decisions when conditions will not stabilise. Earlier books, The Leader’s Mindset and The 3D Leader, traced the same thread through the language of mindset and leadership behaviour. The institutional ground underneath the work matters. Mauri founded Hack Future Lab as a global management think tank, and holds active posts as Entrepreneur Mentor in Residence at MIT and visiting professor at IE Business School. He writes the “Future Proof” column for Inc.com, which is where many of the arguments arrive in public before they appear in a keynote. Thinkers50, the management ranking authority, has called him “an influential and outspoken thinker on the future of leadership.” For a senior team weighing whether to put a speaker in front of their own leadership, the practical question is sharper: he gives them a structured way to talk about decisions in conditions of uncertainty, drawn from a published framework rather than a slide deck. Key speaking topics Leadership in the age of AI Decision-making under uncertainty Future readiness and organisational agility Disruption as a strategic input, not a threat Executive mindset and unlearning Innovation and growth in fast-changing markets Ideal for CEOs and executive committees setting strategy in conditions where AI and market shifts have shortened planning horizons. CHROs and chief learning officers redesigning leadership development for senior cohorts. Boards and transformation leads asking how the organisation should make decisions, not just which technology to adopt. Audience outcomes A working vocabulary for how senior leaders make decisions when the operating context is actively changing. The DARE framework as a structure for diagnosing where the leadership team is strong and where it is exposed. A sharper read on the difference between adopting AI and leading through the AI era. A set of named behaviours, around unlearning, calculated risk, and trust, that senior teams can return to after the keynote.

Why organisations work with Thimon de Jong His Trust Pendulum framework gives leadership teams a structured account of why institutional trust has declined – and what leaders must do differently as a result His book Future Human Behaviour (Routledge) maps the behavioural shifts most likely to affect strategy over the next decade, making his frameworks referenceable long after the event As a lecturer in social psychology at Utrecht University, he brings academic grounding that makes his arguments credible to analytically rigorous leadership teams, not just receptive conference audiences His Polycrisis framing helps organisations move from crisis-by-crisis reaction to a coherent leadership posture designed to absorb the next disruption – whatever form it takes He holds together trust, generational change, technology adoption, and mental health as an integrated account of how human behaviour is shifting – not as a list of separate topics Biography highlights Founder of WHETSTON / strategic foresight, an Amsterdam-based think tank established in 2014, specialising in future human behaviour and societal change Author of Future Human Behaviour: Understanding What People Are Going To Do Next, published by Routledge Lecturer in social psychology at Utrecht University, teaching master’s-level students how to apply academic research to business strategy Master’s degree in Cultural Studies with a minor in International Business Studies Former Insights & Strategy Director at TrendsActive; researcher at FreedomLab Future Studies; Editor-in-Chief of RELOAD Magazine Clients include Morgan Stanley, Vodafone, IKEA, Google, L’Oréal, BNP Paribas, and the European Central Bank Biography Human behaviour is changing faster than most organisations’ ability to read it. The gap between how people actually think, trust, and act – and how leaders assume they do – is the problem Thimon de Jong has spent fifteen years researching. De Jong is the founder of WHETSTON / strategic foresight, an Amsterdam-based think tank focused on the implications of societal and behavioural change for leadership and business strategy. His Routledge book, Future Human Behaviour: Understanding What People Are Going To Do Next, maps the key shifts across trust, technology adoption, generational expectations, and mental health – and translates each into practical strategic implications. Routledge described it as an example of the future of publishing: part business book, part academic work, designed to be used, not shelved. His academic grounding matters. De Jong lectures in the social psychology department at Utrecht University, teaching master’s students how research applies directly to business decisions. That dual footing – practitioner and academic – gives his frameworks a rigour that is uncommon in the foresight and futures space. The organisations that work with him – Morgan Stanley, IKEA, BNP Paribas, the European Central Bank – are not looking for trend lists. They are looking for a coherent way to lead in a world where the assumptions that underpinned past decisions no longer hold. That is the territory his work occupies, and has done for over a decade. Key speaking topics Behavioural foresight and societal change Trust dynamics and institutional decline Technology adoption and human response Generational change and multigenerational leadership Leadership under polycrisis conditions Mental health and leadership responsibility Future of work and evolving workplace expectations Strategic foresight for leadership teams Ideal for Senior leadership teams preparing for medium-term strategy cycles or leadership offsites CHROs and people directors navigating generational change and shifting employee expectations Transformation leads and innovation functions applying foresight to organisational planning Board-level audiences seeking a research-grounded view of societal and behavioural risk Audience outcomes A structured framework – the Trust Pendulum – for understanding how trust is shifting and what it demands of leaders today Clearer thinking about the behavioural and societal shifts most likely to affect their organisation in the next five years Practical perspective on how emerging technologies are adopted and resisted across different generations and groups Tools for distinguishing meaningful signal from noise in an era of overlapping, compounding disruption Greater confidence in leading through sustained uncertainty – without defaulting to reactive, short-term decision-making

Why organisations work with Tia White Operator perspective from inside a hyperscaler. She runs go-to-market, product and engineering for an AWS AI portfolio tracking over USD 25M in profit, including some of the fastest-growing services at AWS. A track record of taking generative AI and personalisation from theory into customer-facing product. She led the introduction of Personalized Search, Next Best Action and generative AI capabilities into Amazon Personalize. Cross-sector enterprise fluency. Before AWS she held senior technology roles at Wells Fargo, Capital One and JPMorgan Chase, leading regulated digital transformation programmes in financial services. A specific point of view on what separates AI investments that compound from AI investments that stall, grounded in current AWS customer work rather than vendor abstraction. A credible voice on building the technical leadership bench behind AI, including women and Black technologists, that boards are now being asked to account for. Biography highlights General Manager, AI and Machine Learning, Amazon Web Services. First Black woman hired as a GM in Machine Learning, AI and Analytics at AWS. Director of Engineering at a Fortune 100 company before age 30. Prior senior technology roles at Wells Fargo, Capital One and JPMorgan Chase. Led the launch of new Amazon Personalize capabilities including Personalized Search, Next Best Action and generative AI features; speaker at AWS re:Invent 2022 on personalisation. Featured in Forbes; keynote and emcee credits include SXSW and the Grace Hopper Celebration. Board and advisory roles include Rewriting the Code. Biography Generative AI has moved faster than most enterprise operating models can absorb. Inside AWS, Tia White runs the AI and Machine Learning business that customers turn to when a pilot has to become a product. She owns go-to-market, product and engineering for an AI portfolio tracking over USD 25M in profit, including some of the fastest-growing services at AWS. Her work at AWS includes leading the next generation of Amazon Personalize, with features such as Personalized Search, Next Best Action and generative AI capabilities now used by enterprises to lift engagement and revenue. She has spoken at AWS re:Invent on personalisation as an operating discipline rather than a marketing feature, and is regularly cited by AWS as a voice on what Gen Y and Gen Z customers expect from personalised experiences. Before AWS she held senior technology roles at Wells Fargo, Capital One and JPMorgan Chase, including the leadership of public cloud migrations in financial services. She reached Director of Engineering at a Fortune 100 company before the age of 30. That financial services background gives her a working answer to the questions regulated industries are now asking about generative AI, data, privacy and risk. She was the first Black woman hired as a GM in Machine Learning, AI and Analytics at AWS, and uses that platform to address the harder question behind most AI roadmaps, which is whether the organisation has the talent and the leadership bench to deliver them. She has been featured in Forbes, has keynoted and emceed at SXSW and the Grace Hopper Celebration, and sits on boards including Rewriting the Code. Key speaking topics Generative AI in the enterprise Personalisation as a revenue and engagement discipline AI agents and agentic workflows Machine learning in regulated industries Cloud migration and digital transformation Responsible AI and bias mitigation Building diverse technical leadership in AI and engineering Ideal for CTOs, CIOs and Chief Data and AI Officers moving from AI pilots into production CMOs and Chief Customer Officers investing in personalisation, recommendation and customer engagement Boards and executive committees in financial services, retail and regulated industries setting AI strategy CHROs and DEI leads responsible for the technical talent pipeline behind AI Audience outcomes A clearer read on which generative AI use cases pay back and which do not, drawn from live AWS customer patterns. A working view of personalisation as an operating capability that touches data, product and engineering, not a marketing campaign. Sharper questions for the board on AI risk, privacy and the operating model around generative AI. A concrete sense of what the technical leadership bench behind a serious AI roadmap looks like, and where most organisations are short.

Why organisations work with Tim Cortinovis He treats AI in sales as an operating model question, not a tooling question. The conversation shifts from “which platform” to “what does revenue generation look like when the work itself is automated” His “single-handed unicorn” thesis names a specific argument that lands with founders, scale-up CEOs and corporate innovators: the unit economics of building large companies with very small teams have changed, and the strategic implication is concrete He is one of a small number of speakers genuinely fluent in agentic AI for revenue, recognised by Thinkers360 in both the AI and Sales categories, not one or the other He delivers in English, German and Spanish, which makes him commercially useful across European corporate audiences without translation overhead The frame is business-first and pragmatic. Forbes called him a tech visionary, but the room gets actionable economics, not a tour of model capabilities Biography highlights Top 10 Thought Leader in Agentic AI and Top 10 Thought Leader in Sales, Thinkers360 Author of several books on AI in sales and revenue, including Agentic Revenue Systems and The Single-Handed Unicorn Named clients include Siemens, E.ON, ING, MSC Cruises, Edelman and YPO Master of Arts in Spanish and German Linguistics, University of Hamburg Member, Global Speakers Federation and German Speakers Association Keynote languages: English, German, Spanish Biography Most “AI in sales” content is still tooling content. It explains what platforms exist, how a model can draft an email, where automation removes a click. The harder argument, the one buyers are starting to ask for, is what the commercial organisation looks like when an autonomous agent owns the workflow end to end. Tim Cortinovis works in that argument. His ‘single-handed unicorn’ thesis names something specific: the unit economics of building a large business have changed, because agentic systems now do work that once required headcount. For corporate leaders, the implication is a redesign of how revenue and customer operations are staffed. His most recent book, Agentic Revenue Systems, carries that argument into the enterprise. It frames a three-layer model for revenue teams: human judgment, agentic execution, and governance. Thinkers360 places him in the top ten globally for both Agentic AI and Sales. The credentials sit on top of fifteen years of operating experience in international B2B sales and marketing, primarily in IT and automation. That history shows in the room. Named clients include Siemens, E.ON, ING, MSC Cruises and Edelman, and the work is delivered across English, German and Spanish for European audiences who want practical economics rather than a tour of model capabilities. In Forbes, Michael Ashley described him as a ‘tech visionary’. The more useful description is that he gives a sales leadership team a defensible answer to what AI is actually for in their organisation. Key speaking topics The Agentic Revenue Architecture Agentic AI in sales and revenue operations The single-handed unicorn thesis Sales and marketing automation AI-driven business model redesign Future of work in commercial functions Digital transformation in B2B sales Ideal for Chief Revenue Officers and Chief Commercial Officers running AI transformation in sales Founders and scale-up CEOs rethinking headcount under agentic AI Boards and ExCos asking what AI actually changes about commercial operating models Sales leadership offsites and B2B revenue conferences across Europe and the Americas Audience outcomes A clear position on what agentic AI changes about the structure of a revenue organisation, not just its tools A working vocabulary for the single-handed unicorn argument and where it does and does not apply Specific examples of AI-driven commercial models from companies already operating this way A sharper view of where their own sales function is automatable now versus 18 months out

Why organisations work with Tim Ringo A practitioner thesis on productivity, not a survey of the field. Solving the Productivity Puzzle won the HR & Management category at the Business Book Awards because it sets out a specific operating model for connecting engagement, performance and learning, rather than describing the problem. Three decades inside the firms that built the modern HR function: Accenture, IBM and SAP SuccessFactors, including global leadership of IBM’s 1,500-strong Human Capital Management consulting practice and EMEA leadership at SAP SuccessFactors. A rare combination of HR strategy and workforce analytics credentials, evidenced by Calculating Success, his Harvard Business Review Press book on workforce analytics co-authored with Carl Hoffmann and Eric Lesser. Recognised peer authority: named to HR Magazine’s Most Influential HR Thinkers list in 2022, alongside the people the audience is reading. A working point of view on AI in the workplace from someone who has run global HR technology programmes, not a commentator new to the topic. Biography highlights Named to HR Magazine’s HR Most Influential Thinkers, 2022. Author, Solving the Productivity Puzzle (Kogan Page); Category Winner, HR & Management, Business Book Awards. Co-author, Calculating Success (Harvard Business Review Press), on workforce analytics. Former Vice President and Global Leader, IBM Human Capital Management consulting practice. Former Vice President for EMEA, SAP SuccessFactors. Chartered Fellow of the CIPD; BSc, Fisher College of Business, The Ohio State University. Biography Most large organisations now spend more on HR technology, engagement programmes and learning platforms than at any point in their history. Productivity has not followed. Tim Ringo’s work begins where that gap sits, and treats it as a design problem inside the people function rather than a cultural mood. His 2020 book Solving the Productivity Puzzle, published by Kogan Page, won the HR & Management category at the Business Book Awards. The argument is operational: engagement, performance management and learning have to be wired together, and supported by analytics, before any productivity number moves. His earlier book with Carl Hoffmann and Eric Lesser, Calculating Success, was published by Harvard Business Review Press and helped to define what serious workforce analytics looks like inside an enterprise. The credibility behind the work is built over three decades. Ringo led IBM’s global Human Capital Management consulting practice, with more than 1,500 consultants worldwide, ran SAP SuccessFactors HR advisory across Europe, the Middle East and Africa, and spent sixteen years as an executive partner in Accenture’s Human Performance service line. He is a Chartered Fellow of the CIPD and was named to HR Magazine’s Most Influential HR Thinkers list in 2022. For senior HR audiences, that mix is unusual. Ringo can move from a board conversation about AI in the workforce to a working session on engagement metrics or HR technology investment, and bring the same operating language to both. His view on generative AI at work is a practitioner’s view, formed inside the systems that the rest of the function relies on. Key speaking topics Workforce productivity and engagement Digital HR transformation Workforce analytics Generative AI in the workplace Employee experience and retention Workforce wellbeing strategy HR technology investment Ideal for CHROs, CPOs and HR directors leading productivity, engagement or HR technology agendas Executive teams reviewing return on HR technology and workforce analytics investment HR leadership conferences, CHRO summits and people analytics events Boards considering the workforce implications of generative AI Audience outcomes A clearer view of where productivity is actually lost inside the organisation, and which HR levers move it. A working model for connecting engagement, performance and learning to business outcomes. A practical sense of what good workforce analytics looks like, and what most organisations are still missing. An informed perspective on how to introduce generative AI to the workforce without losing trust or governance.

Why organisations work with TJ Power He gives wellbeing programmes a scientific spine. The DOSE framework names the specific neurochemistry behind motivation, connection, mood, and recovery, so HR and L&D leaders can move beyond generic mindfulness content. He addresses the dopamine and screen problem head-on, which is the single biggest unmanaged variable in workplace attention right now and the area most wellbeing speakers skirt. His material has been pressure-tested at scale: 650-plus live sessions across organisations including Amazon, Salesforce, Accenture, Coca-Cola, TikTok, the NHS, and academic institutions including Oxford, Harrow, and Le Rosey. The credibility is real and verifiable: Sunday Times bestseller, Waterstones Non-Fiction Book of the Month, peer-reviewed publication in the Journal of Cognition, lecturing record at the University of Exeter. Sessions are designed as gamified, interactive formats rather than lectures, so the habits stick beyond the room. Biography highlights Founder of the DOSE Lab and co-founder of Neurify, a neuroscience education organisation launched in 2022. Author of The DOSE Effect, Sunday Times bestseller and Waterstones Best Non-Fiction Book of the Month. Former lecturer at the University of Exeter, where he developed a third-year module on the neuroscience of mindfulness. Published research in the Journal of Cognition. Delivered 650-plus live neuroscience sessions to clients including Amazon, Salesforce, Accenture, Coca-Cola, TikTok, the NHS, Oxford University, Harrow School, and Le Rosey. Featured on ITV’s This Morning discussing digital habits and dopamine overload. Biography Modern work is colliding with a brain that was not built for it. Constant notifications, infinite scroll, and the dopamine economics of phones are eroding attention, recovery, and mood faster than most wellbeing programmes can respond. Power’s work starts here, with the neurochemistry that explains why so many people feel wired, distracted, and flat at the same time. His DOSE framework is built around four chemicals that govern how people feel and perform: dopamine, oxytocin, serotonin, and endorphins. Each maps to a specific organisational outcome. Dopamine sits behind motivation and focus; oxytocin behind trust and team connection; serotonin behind mood and confidence; endorphins behind resilience under load. Power names the daily behaviours that raise or drain each one, which gives leaders something concrete to act on. The credentials are substantive. He completed his degrees in psychology and neuroscience at the University of Exeter, lectured there on the neuroscience of mindfulness, and published in the Journal of Cognition. He went on to found the DOSE Lab and co-found Neurify, and his book The DOSE Effect became a Sunday Times bestseller and Waterstones Non-Fiction Book of the Month. The applied work is broad: 650-plus sessions delivered into Amazon, Salesforce, Accenture, Coca-Cola, TikTok, the NHS, Oxford, Harrow, and Le Rosey. What makes him useful in a corporate room is the translation layer. The science is real, but the takeaway is a short list of behaviours a finance team or a sales floor can actually run on Monday morning. Key speaking topics Neuroscience of attention and focus Dopamine overload and screen behaviour The DOSE framework for performance and wellbeing Mental health in the digital age Habit change and behavioural neuroscience Burnout, recovery, and resilience Workplace wellbeing strategy Ideal for CHROs, heads of L&D, and wellbeing leads designing the next phase of mental health programmes Leadership and high-performance teams looking for a scientifically grounded answer to attention loss and digital fatigue Sales, technology, and customer organisations where focus, motivation, and team connection are direct commercial inputs Education and healthcare organisations briefing staff on screen behaviour and youth mental health Audience outcomes A working mental model of the four brain chemicals that drive motivation, connection, mood, and resilience at work Specific daily habits, mapped to each chemical, that people can apply immediately A clear understanding of how phones, notifications, and digital habits are degrading attention and what to change Language and evidence that lets HR and leadership talk about wellbeing without resorting to soft framing A more honest read on the mental health pressures inside the organisation and the levers that actually move them

Why organisations work with Tom Coleman He brings clinical sleep science into operational contexts where it actually changes behaviour, including shift-working teams, elite sport and high-pressure corporate environments. His client base spans nine of the top ten pharmaceutical companies along with Coca-Cola, Pfizer, Roche, Deloitte and Samsung, demonstrating that the content lands across regulated, industrial and consumer-facing workforces. He works with institutional partners that most wellbeing speakers do not, including An Garda Siochana on officer resilience and the Royal College of Surgeons in Ireland on shift-working nurses. His framing treats burnout and recovery as biology, not motivation, which gives senior leaders a defensible language for investment decisions on workforce health. Biography highlights Honours Degree in Public Health and qualified health scientist. Resident sleep expert for Bauer Media, with regular contributions to Newstalk and Today FM. Consultant to An Garda Siochana on health and resilience strategy for serving officers. Collaborator with the Royal College of Surgeons in Ireland on educational material for shift-working healthcare staff. Corporate clients include Coca-Cola, Pfizer, Roche, Deloitte, Samsung, eBay, PayPal, AIB, Dropbox, DHL and Irish Rail. Has worked with Olympic and elite athletes on sleep analytics and recovery. Biography Most wellbeing programmes treat sleep as a personal problem. Coleman treats it as an operating risk. His work translates clinical sleep science into inputs that organisations can actually manage, including shift schedules, recovery protocols and executive workload. The grounding is academic and applied. An Honours Degree in Public Health, qualification as a health scientist, and over a decade of consulting with corporate and elite-sport clients give him a base most wellness speakers cannot match. He has worked with Olympic athletes on recovery analytics, with An Garda Siochana on officer resilience, and with the Royal College of Surgeons in Ireland on educational content for shift-working nurses. The corporate footprint is substantial. Nine of the top ten pharmaceutical companies have used his programmes, alongside Coca-Cola, Pfizer, Roche, Deloitte, Samsung, eBay, PayPal, AIB, Dropbox and Irish Rail. The work is consistent across very different operating models, which is what gives senior buyers confidence that this is a scalable intervention rather than a single-keynote topic. As Bauer Media’s resident sleep expert in Ireland, he is the voice most regularly consulted by Newstalk and Today FM on sleep and recovery. That media role keeps the content sharp, current and accessible to non-specialist audiences, which matters when the brief is a board offsite or an all-hands rather than a clinical seminar. Key speaking topics Sleep science in the workplace Burnout prevention and recovery Shift work and circadian performance Recovery for high-pressure roles Stress, fatigue and decision quality Health and longevity for executives Ideal for CHROs and heads of wellbeing redesigning health and resilience strategy Operations leaders accountable for shift-working populations in healthcare, manufacturing, logistics or emergency services Executive teams under sustained workload pressure where recovery is the bottleneck Talent and engagement leaders looking to move beyond mindfulness app procurement Audience outcomes A clear separation between fatigue, stress and burnout, with different organisational responses for each Specific behavioural inputs that improve sleep quality, applicable to executives and shift workers alike A defensible business case for recovery as a performance variable rather than a benefits line item Practical structures for managers responsible for high-pressure or round-the-clock teams

Why organisations work with Tom Gimbel Twenty-six years running a staffing firm gives him unusually direct visibility into why employees actually leave: it shows up in his content as specific tactical guidance, not generalised culture theory. He treats middle managers as the operating layer where culture is either built or broken, and gives leadership teams a practical agenda for upgrading that layer. His perspective on hiring, onboarding and retention is the perspective of a CEO who has had to make payroll, not a consultant selling frameworks. Inc. 5000 recognition for twelve consecutive years and a Staffing Industry Analysts Staffing 100 listing back the credibility of his operating record on talent. Biography highlights Founder of LaSalle Network, a national staffing, recruiting and culture firm headquartered in Chicago. LaSalle Network named to the Inc. 5000 list of fastest-growing private companies for 12 consecutive years. Named to Staffing Industry Analysts’ Staffing 100 list of the most influential people in staffing, multiple years. Inducted into the Chicago Area Entrepreneurship Hall of Fame; named to Crain’s Chicago Business 40 Under 40. Regular media commentator on hiring, careers and company culture across CNBC Squawk Box, TODAY, Fox Business, The Wall Street Journal, Fortune, The New York Times and Entrepreneur. Board roles include American Staffing Association and Start Early; member of YPO, the Economic Club of Chicago and Entrepreneurs’ Organization. Biography People do not quit companies. They quit managers. That observation, which sits at the centre of Tom Gimbel’s work, sounds simple but is uncomfortable for most executive teams, because it locates the retention problem in the layer of the organisation where the least leadership development happens. Gimbel founded LaSalle Network in Chicago in 1998 and ran it as CEO for 26 years. The firm reached the Inc. 5000 list of fastest-growing private companies for 12 consecutive years and was repeatedly named to “best places to work” lists by Glassdoor, Fortune, Inc. and Crain’s Chicago Business. He was named to Staffing Industry Analysts’ Staffing 100 list of the most influential people in the industry. That operating record is what makes his content credible to senior buyers. He is a regular commentator on hiring and culture for CNBC, TODAY, Fox Business, The Wall Street Journal, Fortune, The New York Times and Entrepreneur, and his core argument is consistent across those appearances: middle-manager capability is the real engine of retention, and most companies underinvest in it. Gimbel’s keynote material focuses on the practical levers a leadership team can pull, hiring discipline, onboarding, manager development, the often-overlooked “B player” cohort, and how to build a retention-focused culture that survives growth. The audience is the CEO, COO and CHRO who already know they have a culture problem and want a sharp operator’s view on what to do about it. Key speaking topics Company culture and retention Middle-manager development Hiring, onboarding and talent strategy Employee engagement Building and protecting workplace culture through growth The labour market and the future of work Ideal for CEOs, COOs and CHROs leading high-growth or post-acquisition organisations facing retention pressure. Executive teams looking to upgrade their middle-manager population as a strategic priority. HR and talent leadership communities at industry conferences and association events. Audience outcomes A clear-eyed view of why retention numbers move and which decisions actually shift them. A specific agenda for upgrading middle managers from individual contributors to people leaders. Tactical guidance on hiring and onboarding processes that protect culture as headcount scales. An operator’s perspective on company culture, distinct from consulting frameworks.

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