Innovation & Disruption

Why organisations work with Lauren LoGrasso She brings the operating logic of a working podcast producer to the question of creative leadership, having executive produced two of the highest-charting podcasts of the past five years, Unlocking Us with Brené Brown and We Can Do Hard Things with Glennon Doyle. She speaks to creativity as engagement infrastructure, not as inspiration, drawing on a body of work that has won the Webby, Signal, W3, Hermes Creative, People’s Choice, and Communicator awards through her own show. She gives event audiences a recognisable name from the podcast economy, paired with a keynote performer’s stagecraft as a SAG-AFTRA actor and working musician. Her perspective on self-expression at work is grounded in production craft: what gets people to show up with their fullest contribution, and what systematically silences them. Biography highlights Creator and host of Unleash Your Inner Creative, winner of the Webby, Signal, People’s Choice, W3, Hermes Creative, and Communicator awards. Vice President of Programming and Development at Audacy Podcasts. Executive producer credits on We Can Do Hard Things with Glennon Doyle and Unlocking Us with Brené Brown during her tenure at Cadence13. Named one of Podcast Magazine‘s 22 Unsung Heroes of Podcasting. Featured in People Magazine, Yahoo, and Business Insider; named by CEO Weekly as a top inspiring woman to follow. Singer-songwriter who has collaborated with Grammy-winning producer Jeff Bova, with songs placed in award-winning films. Biography Unlocking Us with Brené Brown launched at number one and was named Apple’s top new podcast of 2020. We Can Do Hard Things with Glennon Doyle did the same a year later. Lauren LoGrasso was an executive producer on both, working at Cadence13 to shape the editorial sensibility that made those shows resonate. The thread running through that work is now the thread running through her keynotes. Unleash Your Inner Creative, the podcast she creates and hosts, has won the Webby, Signal, W3, Hermes Creative, People’s Choice, and Communicator awards. The subject is creativity, but the working question is organisational: why people stop offering their best ideas, and what conditions bring those ideas back into the room. LoGrasso speaks to corporate audiences and university programmes on creative leadership and workplace engagement, with signature talks including “The Key to Creative Leadership” and “The Power of Unleashing Creativity in Your Workplace.” She currently serves as VP of Programming and Development at Audacy Podcasts and continues to perform as a singer-songwriter, with collaborations including Grammy-winning producer Jeff Bova. The substance of her contribution is the connection between self-expression and contribution at work, named by Podcast Magazine as one of 22 Unsung Heroes of Podcasting and consistently profiled by major outlets for the operating model behind her shows. Key speaking topics Creative leadership in the workplace Employee engagement and morale Self-expression and authentic voice at work Podcasting and audio storytelling for brands and leaders Mental health and creative wellbeing Innovation through creative practice Event hosting, moderation, and interview craft Ideal for Heads of People, Culture, and Employee Engagement designing programmes that move beyond wellness benefits. Innovation, marketing, and brand leaders looking to bring creative practice into commercial work. Internal conferences, leadership offsites, and women’s leadership programmes seeking a keynote with stagecraft. Universities and graduate business programmes hosting events on creative careers and purpose-led work. Audience outcomes A working definition of creativity as an organisational condition, not a personality trait. Specific practices for managers who want their teams to surface ideas earlier and more often. A clearer reading of why engagement scores stall in technically high-performing teams. An honest framing of the link between self-expression, mental health, and sustained contribution at work.

Why organisations work with Ellis Watson He has run a ten-year transformation of a family-owned media group, DC Thomson, including the digital reinvention of brands like The Beano, with full P&L accountability. Few keynote speakers can show that length of tenure inside a turnaround. He has held the top operating role in three different content businesses, newspapers, global TV formats and family-owned media, so the change playbook he offers is sector-tested, not theoretical. His current seat as Chief Business Advisor to the First Minister of Scotland gives him a live view of how policy, regulation and capital are shaping the conditions executive teams are actually working in. He is direct in a room. Boards and executive audiences book him when they want candour about cost, culture and pace, not a motivational set piece. Biography highlights Chief Business Advisor to the First Minister of Scotland, appointed January 2023. CEO and later Executive Chairman of DC Thomson, 2011 to 2020, leading the modernisation of titles including The Beano and The Press and Journal. Global CEO of Syco Entertainment under Simon Cowell in 2010, with responsibility for the X Factor and Got Talent franchises. CEO of Celador International from 2000, oversaw the international rollout of Who Wants to Be a Millionaire? to around 100 territories. Managing Director of Mirror Group Newspapers from 2003 to 2005, accountable for five national and around 240 regional titles. Non-executive director of FirstGroup plc from 2009, with North American Greyhound responsibility, and a former Marketing Director of News International reporting to Rupert Murdoch. Biography DC Thomson is the kind of business that does not usually survive a digital decade. A family-owned publisher in Dundee, built on print titles like The Beano, The Sunday Post and The Press and Journal, it carried a cost base shaped by an industry that no longer existed. Between 2011 and 2020 it was rebuilt from the inside, with a third of the staff gone and the consumer brands repositioned for digital. Ellis Watson ran that decade as CEO and then Executive Chairman. That was not an unfamiliar problem to him. He had already taken Who Wants to Be a Millionaire? out to roughly 100 territories as CEO of Celador, run five national newspapers and around 240 regional titles at the Mirror Group, and spent 2010 as global CEO of Simon Cowell’s Syco Entertainment, holding the X Factor and Got Talent franchises. The earlier ground had been News International, as Marketing Director reporting to Rupert Murdoch. What that career produces, in a board context, is an unusually long lens on the same problem. Legacy businesses tend to be governed by people who have never personally rebuilt one. Ellis has, in three sectors, and he is now sitting inside Scottish Government as the First Minister’s Chief Business Advisor, a role created in January 2023 to bring private sector judgement into policy decisions. The result is a speaker who is most useful to executive teams in the middle of structural change, where the questions are about cost, talent and tempo, and where a generic transformation framework is not enough. Key speaking topics Leadership through structural change in legacy businesses Turnaround and brand revitalisation Building and holding high-performance cultures Engaging younger workforces inside traditional organisations Disruption as an operating discipline, not a slogan Governance and stakeholder trust during transformation Ideal for Boards and executive teams of legacy or family-owned businesses facing structural decline CEOs, COOs and transformation directors running cost and culture programmes in parallel CHROs and senior people leaders rebuilding engagement during restructure Senior leadership audiences in media, publishing, transport and consumer brands Audience outcomes A clear-eyed read on how long real turnaround actually takes inside a legacy business Specific operator decisions, on cost, talent and brand, drawn from DC Thomson, Mirror, Celador and Syco A working argument for why culture is the binding constraint in any transformation, not strategy A view from inside government on the conditions UK businesses are operating against A different vocabulary for talking about disruption with a board, less abstract, more accountable

Why organisations work with Rohit Bhargava He brings a decade of annual trend research, distilled into the Non-Obvious and Megatrends book series, into a board or strategy off-site as a working method, not a slide deck. The SIFT framework gives marketing, innovation and strategy teams a shared language for separating durable shifts from passing noise, which most trend keynotes leave unresolved. His client list (NASA, Disney, World Bank, Intel, American Express) signals a track record with organisations that have to make capital decisions on long horizons, not just generate quarterly campaigns. Beyond Diversity, co-authored with Jennifer Brown, gives him a credible second register on inclusion as a commercial and cultural question, useful when a single keynote needs to cover both growth strategy and people. He works as a trained marketer (15 years at Ogilvy and Leo Burnett), which means innovation and trend content lands with sales, brand and customer leaders rather than staying at the level of abstract foresight. Biography highlights 3-time Wall Street Journal and USA Today bestselling author of ten books, including #1 WSJ bestseller Non-Obvious Megatrends. Adjunct professor of marketing and storytelling at Georgetown University. Co-founder of Ideapress Publishing and founder of the Non-Obvious Company. Co-author of Beyond Diversity with Jennifer Brown (Simon & Schuster / Ideapress); WSJ bestseller. Keynote and workshop work for NASA, Disney, Intel, American Express, World Bank, Coca-Cola, Microsoft. Featured speaker at five SXSW events; keynote at SXSW Sydney 2023, the first SXSW outside the United States. Biography Trend forecasting is crowded. Most of what circulates inside large organisations is a recycled version of the same six themes: AI, sustainability, hybrid work, generational change, geopolitics, the consumer. The harder question for a senior team is which of those headlines actually changes how they should allocate capital next year, and which signals further out are not yet on anyone’s deck. That gap is the work Rohit Bhargava has built a decade-long research practice around. His Non-Obvious book series, published annually from 2015 and culminating in the WSJ and USA Today #1 bestseller Non-Obvious Megatrends in 2020, reached more than a million readers. The follow-up, The Future Normal, co-authored with Henry Coutinho-Mason and launched at SXSW in 2023, covers thirty shifts shaping the next decade, from generative AI to biophilic design. The 2024 book Non-Obvious Thinking, written with Ben duPont, formalises the SIFT method, a four-step habit for curating ideas that audiences can take into their own teams. Before becoming a full-time author and speaker, Bhargava spent 15 years in brand strategy roles at Ogilvy and Leo Burnett, advising consumer brands on behaviour and storytelling. He teaches marketing and storytelling at Georgetown University as an adjunct professor, and writes a monthly column for Inc. on books that matter. With Jennifer Brown he co-authored Beyond Diversity, a Wall Street Journal bestseller published by Simon & Schuster and Ideapress, which examines inclusion across twelve domains including workplace, leadership and technology. The client list, NASA, Disney, the World Bank, Intel, American Express, Microsoft, signals where the work lands hardest: organisations that need to translate cultural and technological signals into product, capital and brand decisions on multi-year horizons. The point is not to predict the future but to teach a working team to spot it earlier than the competition. Key speaking topics Trend forecasting and the non-obvious method Innovation as a research discipline Marketing and brand in low-trust markets AI and the future of trust The Future Normal: thirty shifts reshaping commerce Inclusive growth and Beyond Diversity Storytelling for senior leaders Creative thinking and curation as a managed habit Ideal for Chief marketing officers, brand teams and customer experience leads navigating attention and trust in saturated markets Chief strategy officers, innovation leads and corporate development teams setting multi-year direction Boards and executive committees commissioning a sharper view of how cultural and technological shifts will hit their category Sales and partner kickoffs where a strategy team wants a working method, not a trend slide Audience outcomes A working knowledge of the SIFT method and how to use it inside a team A named set of cultural and commercial shifts that are relevant to the audience’s specific industry, not generic trend lists A shared vocabulary for separating durable signals from passing noise Practical examples of how organisations including NASA, Disney and World Bank have translated trend research into operating decisions Confidence that trend work can be a repeatable internal habit, not a one-off external report

George King: The Shard Climber George King, widely recognised as The Shard Climber, is a young pioneer in the world of extreme sports and urban free climbing. His most talked-about achievement was scaling London’s iconic Shard in 2019 at the age of just 19, a stunt that catapulted him into the global spotlight. George King BASE jumps from the buildings he climbs, using a parachute to descend safely to the ground. He has also climbed the Lotte Tower in Seoul, South Korea, and the Stratosphere Tower in London, Copenhill, and Copenhagen, Denmark. With each climb, George King has further confirmed his reputation as a daredevil urban climber. As a result of his radical feats and likeable, down-to-earth character, George has gained work as a TV presenter for Channel 4, presenting two extreme sports specials. In 2020, George was featured in a Channel 4 documentary called The Boy Who Climbed The Shard. It has currently gained an extraordinary 1.6M views on YouTube. A popular and engaging speaker, George talks openly on fear management, touching on the theme of neurodiversity, specifically ADHD, with his first-hand knowledge of the subject. More about George: Fearless Pursuit: Conquering the Heights Within From a very young age, George was intrigued by fear. He was consumed by curiosity about fear and was obsessed with unravelling its mysteries so sought to understand, control and harness it. His mission is to transform people’s lives through changing their relationship with their fears, because everyone has fears, whether they like to admit it or not. From Hindrance to Superpower: Reclaiming Strength through Neurodiversity Growing up, academic success within traditional educational settings eluded George, leading to premature (and often underestimated) judgments of his intelligence and pace of learning. His journey took a significant turn for the worse following an ADHD diagnosis, which resulted in him being medicated with Ritalin. This treatment, however, felt like it stripped away my essence, transforming me into someone I hardly recognised. George feels strongly that if it’s necessary to give a child a drug for them to be normal in school, that’s a clear sign that schooling is not for them. During this challenging period, George began to forge mental strategies to redirect the energies of his ADHD from a debilitating hindrance into a powerful and positive force. This experience taught him to view ADHD not as a limitation but as a unique strength or superpower when harnessed and directed appropriately. As a consequence, he chose to discontinue medication, having learned to navigate and manage his ADHD effectively on his own terms. Central to his mission is empowering other individuals grappling with neurodiversity issues to reclaim control over their personal narrative and find what works for them from a position of knowledge.

Why organisations work with Christina Yan Zhang She co-writes the UN ITU standards her clients will eventually be measured against. Her CitiVerse evaluation framework spans 130 indicators across 14 domains, with input from more than 30 global authorities. She has converted that standards work into operational strategy for cities, including Tampere’s Metaverse Vision 2040, the first people-centred metaverse strategy adopted as a UN resource for governments. Her China innovation insight is grounded in direct operating experience, not commentary. As QS China Director from 2013 to 2020, she sat across hundreds of Chinese universities, national labs and science parks during the 13th Five-Year Plan. She holds advisory positions across the International Science Council’s Centre for Science Futures, The Economist Impact’s AI economy board, and TechUK’s Digital Twins Board, giving her unusually direct line of sight into where AI policy is heading. She was named in the 100 Global Women in AI 2025 list at Davos and chaired the jury of the 2024 Metaverse Entertainment World Awards under the patronage of Prince Albert II of Monaco. Biography highlights CEO, The Metaverse Institute Vice Chair, UN ITU Metaverse Working Group on Sustainability, Accessibility and Inclusion Co-Chair, UN ITU Task Group on Pre-standardisation for the CitiVerse Author of the UN’s first approved technical report on People-Centred CitiVerse China Director, QS World University Rankings, 2013 to 2020 100 Global Women in AI 2025 (announced at Davos) Biography The rules for AI in cities, public services and immersive environments are being written right now, mostly inside the UN ITU. Christina Yan Zhang is one of the people writing them. As Co-Chair of the UN ITU Task Group on Pre-standardisation for the CitiVerse, she leads the evaluation framework that 30 plus global authorities have shaped and that hundreds of cities are expected to align to before 2030. That standards work feeds directly into operational strategy. Her team at The Metaverse Institute produced Tampere Metaverse Vision 2040, the first people-centred metaverse strategy commissioned by a city government and subsequently published by the UN as a resource for other administrations. She is also the author of the UN’s first approved technical report on People-Centred CitiVerse, which set out an 8-level entry framework for governments and operators moving into virtual environments. She arrived at this work through an unusual route. Her PhD in 2012 was on digital twin applications for the construction industry, well before the term entered mainstream board conversations. Between 2013 and 2020 she was China Director for QS World University Rankings, building the firm’s China operation from scratch and sitting close to the universities, science parks and national labs that drove the country’s 13th Five-Year Plan in research and innovation. She now advises across the International Science Council’s Centre for Science Futures, The Economist Impact’s AI economy board, and TechUK’s Digital Twins Board. The throughline is consistent: where AI, digital twins and virtual environments meet public infrastructure, she has been writing the standards before most boards have read them. Key speaking topics AI governance and the UN CitiVerse standards Digital twins for cities and critical infrastructure Responsible deployment of virtual environments People-centred AI strategy for governments and operators China’s innovation system and research capacity Future of work in AI-enabled cities Ideal for Boards and C-suites setting AI, digital and immersive technology strategy Government and city leadership teams designing smart city or CitiVerse roadmaps Heads of innovation, digital and infrastructure inside regulated industries Investors and operators positioning capital around AI-powered urban and built-environment plays Audience outcomes A working map of where UN ITU standards on AI and the CitiVerse are heading, and what that means for their own roadmap A clearer view of how digital twins move from technical pilot to citywide operating system Direct insight into China’s innovation engine from someone who operated inside it for seven years A framework for testing whether their current AI and virtual-environment plans will hold up against emerging international standards

Why organisations work with Kai Gondlach Brings academic foresight methodology (Master of Arts in Future Studies, Freie Universitat Berlin) into rooms that usually receive trend talks. The difference shows in how scenarios are constructed, not just how they are presented. Co-editor of Arbeitswelt und KI 2030, the Springer Gabler reference volume that pulled together 78 contributors on AI and the world of work. Few keynote speakers on AI sit on a publication of comparable academic weight in the German-speaking market. Built the scientific methodology behind a major commercial trend-research institute (2b AHEAD) before founding PROFORE. Boards get a foresight practitioner, not a generalist commentator. Works in both German and English, with sustained client traction in regulated sectors, insurance, mobility, energy, public administration, where foresight needs to survive contact with risk and compliance teams. Biography highlights Master of Arts in Future Studies, Freie Universitat Berlin; bachelor degrees in Sociology and Political/Administrative Sciences from Universitat Potsdam. Founder and Managing Director, PROFORE Gesellschaft fur Zukunft mbH, Leipzig. Co-editor of Arbeitswelt und KI 2030 (Springer Gabler), with Inka Knappertsbusch. Author and editor of further volumes including KI Jetzt! and Regenerative Zukunfte und kunstliche Intelligenz. Former Senior Research Fellow at 2b AHEAD ThinkTank, where he established the institute’s scientific foresight methodology. Member of the World Futures Studies Federation; founding member of the German Master of Future Science alumni network. Biography Strategic foresight is the discipline most often demanded and least often supplied at board level. Companies ask for a view of the next decade and receive a trend list. Kai Gondlach trained in the academic version of the discipline at Freie Universitat Berlin, where he completed the Master of Arts in Future Studies, before bringing that methodology into commercial practice. His four years as Senior Research Fellow at 2b AHEAD ThinkTank in Leipzig were spent translating academic foresight into work that industrial clients could act on. He built the scientific basis for the institute’s trend studies, then left in 2019 to found PROFORE, his own Leipzig-based foresight institute. The shift was deliberate. Clients increasingly wanted long-range scenarios that held up under board scrutiny, not headline trends. His publishing record sits on Springer Gabler. Arbeitswelt und KI 2030, co-edited with Inka Knappertsbusch, gathered 78 contributors across research and industry on how AI reshapes the structure of work; a second edition followed in 2024. KI Jetzt! and the Regenerative Zukunfte und kunstliche Intelligenz volumes extend the same method into operational AI and into the ecological and social dimensions of the technology. Gondlach is a member of the World Futures Studies Federation and a founding member of the German Master of Future Science alumni network. Boards in insurance, mobility, energy, and public administration use him when the question is not whether AI matters, but how to plan capital, talent, and operating model around a future that resists single-point forecasting. Key speaking topics Strategic foresight and scenario planning Artificial intelligence in the world of work Future of work and workforce transformation Industry 5.0 and regenerative futures Mobility, energy and sustainability to 2050 Long-range megatrends for boards and executives Ideal for Boards and executive committees setting long-range AI and workforce strategy CHROs and transformation leads redesigning the workforce around AI capability CSOs and corporate strategy teams in regulated sectors (insurance, mobility, energy, public administration) Innovation and R&D leadership briefing senior stakeholders on long-horizon scenarios Audience outcomes A working method for thinking about long-range futures, not a memorable trend list Sharper distinction between trends, scenarios, and forecasts in their own strategy conversations A defensible language for talking about AI with boards that resists hype on either side Concrete reference points from German-speaking industry on how AI is restructuring the world of work

Why organisations work with Christian Stiegler He works at the rare junction of three constituencies that rarely speak the same language: regulators, corporates and creative-industry partners. His client list runs from the European Commission, UNICEF and GIZ to Björk, Phoebe Bridgers and the team behind #bravehood with Coldplay and The Rolling Stones. His MIT Press book, The 360° Gaze, gives him a peer-reviewed framework for immersive media that buyers can cite when justifying XR, metaverse or AI-content investments to a sceptical board. He has advised the European Commission, UNICEF and GIZ on algorithmic accountability and digital governance, which means his governance content reflects what regulators are actually pressing for, not a generic responsible-AI script. He runs Guiding Light, an organisation built specifically to convert ethics and sustainability principles into deployable technology programmes, so his keynotes connect to a delivery practice rather than ending at the slide deck. Biography highlights Director, Guiding Light (Organisation for Ethics and Sustainability in Technologies), Vienna and Berlin. Academic Director Design and faculty, IU International University of Applied Sciences, Germany; research focus on AI, XR, Metaverse and technology ethics. Former Wallscourt Associate Professor of Immersive Media, UWE Bristol; former Associate Professor / Senior Lecturer in Digital Media, Brunel University London. Author, The 360° Gaze: Immersions in Media, Society, and Culture (MIT Press, 2021); earlier monograph New Media Culture (transcript, 2015). Named advisor to the European Commission, UNICEF and GIZ on AI ethics, algorithmic accountability and digital governance. Speaker at SXSW, Cannes XR, Berlinale, International Film Festival Rotterdam, MIPTV Cannes and C21 Content Summit London. Biography Most organisations describe AI ethics as a principle and treat it as a compliance task. The decisions that decide outcomes, what training data is licensed, how a model is evaluated before release, who owns the recall trigger, sit several layers below the published policy. That is the operating gap Christian Stiegler works in. As Director of Guiding Light, the Vienna and Berlin organisation he founded for ethics and sustainability in technologies, he advises governments, multilateral bodies and corporates on translating governance principles into deployment decisions. Named advisory clients include the European Commission, UNICEF and GIZ, covering algorithmic accountability, AI ethics and digital policy. His academic anchor is The 360° Gaze: Immersions in Media, Society, and Culture (MIT Press, 2021), a peer-reviewed treatment of immersive media that underwrites his work on XR, the metaverse and AI-generated content. He holds faculty positions in technology ethics at IU International University of Applied Sciences in Germany, and was previously Wallscourt Associate Professor of Immersive Media at UWE Bristol and Senior Lecturer in Digital Media at Brunel University London. He also operates across the creative industries, an unusual range for an AI ethics voice. Through his #bravehood initiative with UNICEF and War Child he has worked with Coldplay, The Rolling Stones, Björk, Phoebe Bridgers and others on the technology-driven design of social-impact campaigns. That cross-sector reach is what buyers in regulated industries tend to remark on; he can move between a regulator’s framing, a CTO’s risk register and a brand team’s storytelling problem without losing the thread. Key speaking topics AI ethics and algorithmic accountability Digital policy and AI governance Extended reality and the metaverse Sustainable and human-centred innovation Immersive media and cultural impact of emerging technologies Tech for good and social-impact technology design Ideal for Boards and audit committees setting AI governance and assurance frameworks Chief AI officers, CDOs and CTOs moving from responsible-AI principles to deployed controls Government, regulator and multilateral teams shaping digital policy and AI regulation Brand, content and creative leadership teams evaluating XR, metaverse and generative-AI investments Audience outcomes A clearer map of where regulator attention is actually concentrating across AI governance and digital policy A working distinction between AI ethics as principle and AI ethics as operating practice Reference frames from The 360° Gaze that audiences can use to assess XR, metaverse and generative-content decisions Examples from European Commission, UNICEF and GIZ advisory work that show how governance language converts into named deployment decisions

Why organisations work with Jim Carroll He builds each keynote around the client’s own industry data, not a generic deck. NASA, Pfizer, the World Bank, and the PGA of America have brought him in to map their specific sector horizon, from space to pharma acceleration to manufacturing in emerging economies. BusinessWeek named him one of four leading sources of insight on innovation and creativity, a credential that travels well in C-suite rooms where buyers want an outside voice with editorial standing. He pairs futurist work with a CPA background and a decade inside large advisory firms. That combination tends to land with CFOs and operating leaders who push back on speakers without commercial grounding. Two million-plus attendees across thirty years of corporate, institutional, and conference platforms, including the World Government Summit and the Swiss Innovation Forum, give him a pattern library few peers can match. His column work for the Globe and Mail and trade titles such as Profit and Marketing established an independent public record of trend calls, useful when boards want a speaker whose views predate the engagement. Biography highlights Named by BusinessWeek as one of four leading sources of insight on innovation and creativity. Lifetime Achievement Award, Canadian New Media Awards (2002), for pioneering work in the digital industry. Named “One of 50 International Names to Know” by the Online Journalism Review. Keynote engagements for NASA, The Walt Disney Company, Pfizer, the World Bank, the PGA of America, Mercedes-Benz, Microsoft, BlackRock, the Swiss Innovation Forum, and the World Government Summit. Author of titles including “The Future Belongs To Those Who Are Fast”, “Think Big, Start Small, Scale Fast”, and “Dancing in the Rain: How Bold Leaders Grow Stronger in Stormy Times”. Former national columnist for the Globe and Mail; columns in Profit, Marketing, and hiTech Careers; CPA with prior advisory, tax, and audit experience at predecessor firms of KPMG and EY. Biography The hardest call in any boardroom is timing. Most leadership teams can describe the trend lines reshaping their industry. Far fewer can say, with conviction, which curve bends in the next eighteen months and which is still a decade out. That gap is where Carroll’s work lives. He has spent more than thirty years building a library of industry-specific futurist research, then translating it into keynotes for the executive teams making capital and portfolio decisions. NASA brought him in twice for sessions on the future of the space industry. Pfizer engaged him on the acceleration of medical science. The PGA of America used him to rethink innovation in golf. The World Bank asked him to look at manufacturing in emerging economies. Each engagement is built from the client’s own sector data rather than a generic trends deck. The credentials behind that work matter. BusinessWeek named him one of four leading sources of insight on innovation and creativity. The Canadian New Media Awards gave him a Lifetime Achievement Award in 2002. The Online Journalism Review listed him among “50 International Names to Know”. A CPA designation and roughly a decade in advisory, tax, and audit roles at predecessor firms of KPMG and EY underwrite the commercial register he speaks in. His books, from “The Future Belongs To Those Who Are Fast” through to “Dancing in the Rain: How Bold Leaders Grow Stronger in Stormy Times”, argue a consistent line: the organisations that win in volatile decades are the ones that compress decision cycles, treat optimism as a strategy, and refuse to let the planning calendar set the pace of change. Key speaking topics Industry-specific trend forecasting Innovation and disruption Strategic foresight and scenario planning Acceleration and decision velocity Future of healthcare, manufacturing, and financial services Leadership in volatile markets Workforce and skills transformation Ideal for Boards and executive committees setting three-to-five-year strategy in industries facing structural disruption CEOs, CSOs, and innovation leads commissioning offsites that need an outside trend voice anchored in their sector Conference programmes for healthcare, manufacturing, energy, financial services, and technology that need a headline futurist with sector range Audience outcomes A clearer view of which trends in the audience’s specific industry are accelerating, which are overhyped, and which are mispriced by current strategy. A sharper internal language for talking about decision speed, with examples drawn from sectors as varied as space, pharma, and manufacturing. Confidence to challenge planning cycles and capital allocation assumptions that quietly assume a slower world. Concrete reference points from named organisations (NASA, Pfizer, the PGA of America, the World Bank) that have used the same lens.

Why organisations work with Alison McCauley She brings a Stanford-trained social scientist’s lens to AI adoption, focused on the human and organisational variables that decide whether a deployment moves the operating numbers. Her LinkedIn Learning course on emerging technology has reached more than 90,000 enterprise learners, evidence she can translate complexity into something a non-technical workforce can act on. How To Think With AI is built on a year of fieldwork with hundreds of early adopters, giving her a usable framework for cognitive performance with AI rather than a survey of capabilities. She has tracked technology adoption cycles across blockchain and AI since 2016, which gives boards a pattern recogniser, not a vendor pitch, when assessing what is signal and what is hype. Her writing in Harvard Business Review, Forbes, and VentureBeat, plus LinkedIn Top Voice status, gives senior audiences a credible voice they can quote internally after the keynote. Biography highlights Bestselling author of Unblocked: How Blockchains Will Change Your Business (O’Reilly Media) and How To Think With AI. Founder and CEO of Unblocked Future, a strategy firm advising leaders on adoption of emerging technology. Chief Advocacy Officer at Think with AI. LinkedIn Learning course creator with more than 90,000 students enrolled in her enterprise technology programme. Named a LinkedIn Top Voice; published in Harvard Business Review, Forbes, and VentureBeat. BA in Psychology and MA in Organization Design and Development, Stanford University. Speaking platforms include SXSW, the Aspen Ideas Festival, Columbia University, and UC Berkeley. Biography Most AI rollouts stall at the same place. The model works, the licence is bought, and three months later the only people getting value from it are the same handful who would have found a way regardless. The variable that matters is not the technology. It is whether the rest of the workforce learns to think with it. That is the operating problem Alison McCauley has spent two decades on. Her training is in psychology and organisational behaviour, both at Stanford, and her consulting career has put her opposite C-suites at firms including Adobe, Oracle, IBM, PNC, First Data, and Verizon. She studies the human side of how new technology lands inside organisations, which is why her work reads differently from technologist commentary on AI. She wrote Unblocked with O’Reilly Media in 2018, before blockchain literacy was a board concern, and her LinkedIn Learning course on the same topic became a default executive education resource with more than 90,000 enrolments. Her current book, How To Think With AI, is built on a year of fieldwork with hundreds of generative AI early adopters and translates what they do differently into a framework leaders can teach. As Chief Advocacy Officer at Think with AI and founder of Unblocked Future, she works with senior teams on the practical question of what changes when AI becomes a capability rather than a tool. Her articles appear in Harvard Business Review, Forbes, and VentureBeat. She has been named a LinkedIn Top Voice. The reason boards bring her in is not to be told that AI matters; it is to be shown what their workforce has to do differently for the next eighteen months to count. Key speaking topics AI adoption and workforce capability Human-centred technology change Generative AI for cognitive performance Digital transformation strategy Emerging technology pattern recognition Executive AI literacy Future of work in the age of AI Ideal for C-suite and board audiences setting AI strategy beyond pilots CHROs and learning leaders rebuilding capability around AI Transformation and innovation leads moving deployment from tooling to operating advantage Executive education and senior leadership programmes Audience outcomes A clear vocabulary for the human variables that determine AI return on investment A practical framework, drawn from fieldwork with early adopters, for how individuals and teams use AI to lift cognitive performance A sharper read on which AI signals matter for their sector and which are vendor noise Confidence to lead AI conversations internally without deferring to technology vendors A point of view on workforce redesign that holds up in a board setting

Why organisations work with Michelle Stacy She has personally run the playbook she teaches. Keurig went from $200M to $2.5B in revenue on her watch, with category-defining partnerships built around Starbucks, Dunkin’, and Folgers. She brings sitting board director judgement, not retired-executive nostalgia. iRobot and Skullcandy are her current rooms; she speaks about commercial decisions she is still being held accountable for. She works with named operating frameworks, OGSM for strategic alignment and the Superconsumer model for customer prioritisation, so audiences leave with a structured way to attack the problem on Monday morning. Her 25 years inside P&G and Gillette give her a deep view on global brand building, including leading Gillette’s Oral Care across 70 countries and the launch of Mach3. She is one of a small group of speakers who can move credibly between a CEO offsite on growth strategy and a women’s leadership keynote without changing register. Biography highlights Former President, Keurig: grew revenue from $200M to $2.5B and built partnerships with Starbucks, Dunkin’, and Folgers 25 years at Procter & Gamble and Gillette, including leadership of Global Oral Care across 70+ countries and the launch of Gillette Mach3 Current board director: iRobot, Skullcandy, Milton’s Baking Company Prior board roles: Coravin, Hydrafacial, Tervis Tumblers, Young Innovations Advisor to growth-stage brands including Bellwether Coffee and Adventure Ready Brands MBA, Kellogg School of Management, Northwestern; BA, Dartmouth College Biography Keurig was a $200M business when Michelle Stacy took over as President. Five years later it was a $2.5B category leader, with Starbucks, Dunkin’, and Folgers running their coffee through its system. That story is the basis of nearly every keynote she gives, but it is not nostalgia. It is the case study she uses to teach portfolio choice, partnership design, and the operating decisions that separate growth from scale. Before Keurig she spent 25 years inside Procter & Gamble and Gillette, including a global Oral Care role across more than 70 countries and the launch of Mach3, one of the most successful product introductions in shaving category history. That background gives her a view of consumer business most speakers cannot match: how a global parent operates, how a category challenger competes, and where the two playbooks differ. She is still in the rooms where these decisions get made. As a current board director at iRobot, Skullcandy, and Milton’s Baking Company, with prior service at Coravin, Hydrafacial, Tervis Tumblers, and Young Innovations, she works on live commercial questions every quarter. Her advisory clients, including Bellwether Coffee and Adventure Ready Brands, get the same operating lens. What she brings to a stage is named, structured method. OGSM as a strategic planning tool. The Superconsumer model to find the 10% of customers driving most of the value. A view of engagement built on the premise that disengaged teams cannot execute a growth plan, regardless of how good the plan is. Senior audiences leave with a playbook they recognise, because she has run it. Key speaking topics Scaling consumer brands Strategic partnerships and category creation Superconsumer segmentation Innovation portfolio management Engagement-driven leadership Board-level commercial judgement Women in senior commercial roles Ideal for CEOs and commercial leaders of consumer, retail, and CPG businesses scaling past $200M Boards and executive teams setting innovation and growth strategy Heads of marketing and customer experience working on segmentation and brand prioritisation Senior women’s networks inside large commercial organisations Audience outcomes A clearer view of which customer segments warrant the largest share of investment and why A structured strategic planning approach (OGSM) audiences can apply to their own businesses Specific lessons from category-defining partnerships, told from the inside of the deal A practical model for how engaged leadership translates into commercial execution

Why organisations work with Costas Andriopoulos He has built one of the most cited academic foundations for organisational ambidexterity, the discipline of running exploitation and exploration in parallel, and translates it into language a leadership team can act on rather than admire. His 2009 Organization Science paper with Marianne Lewis is on most senior reading lists in the field, which gives the boardroom conversation a defensible reference point when innovation budgets come under pressure. “Purposeful Curiosity” gives leaders a working method for the awkward middle of an innovation cycle, where the question is not whether to explore but how to keep the inquiry productive when results are slow. As founder of Bayes X, he runs a live research programme on disruption with corporate partners, so the case material he brings to a session is current rather than historical. He has acted as thematic advisor on the Amundi (Lyxor) MSCI Disruptive Technology ETF, giving him a working view of how capital markets currently price the very disruption that operating leaders are trying to manage. Biography highlights Professor of Innovation and Entrepreneurship, Bayes Business School, City, University of London Associate Dean for MBA Programmes, Bayes Business School Founder and Director, Bayes X, the school’s Research Centre for Innovation and Disruption Director, Avyssos Advisors Ltd., innovation management consultancy Author, “Purposeful Curiosity” (Yellow Kite/Hachette, 2022), endorsed by Adam Grant Co-author, “Managing Change, Creativity and Innovation” (5th edition, Sage, 2024) Research published in Organization Science, Human Relations, Journal of Product Innovation Management, Long Range Planning, and California Management Review Thematic advisor to the Amundi (Lyxor) MSCI Disruptive Technology ETF Biography The hardest problem inside an established firm is not whether to innovate. It is how to keep the innovation agenda alive against the gravitational pull of the existing business. Costas Andriopoulos has spent two decades building the academic and practical answer to that question. His 2009 paper with Marianne Lewis in Organization Science set out how ambidextrous firms hold exploitation and exploration in productive tension rather than collapsing one into the other. The work has become a reference point for how senior teams discuss the paradox of running today’s business while building tomorrow’s. He has continued that line of research through articles in Human Relations, Journal of Product Innovation Management, Long Range Planning and California Management Review. At Bayes Business School he holds the chair in Innovation and Entrepreneurship, serves as Associate Dean for MBA Programmes, and founded the Bayes X Centre for Innovation and Disruption. Through Avyssos Advisors he works with founders and corporate leadership teams; through the Amundi (Lyxor) MSCI Disruptive Technology ETF advisory work he sees the same disruption priced by capital markets. “Purposeful Curiosity,” published by Yellow Kite in 2022 and endorsed by Adam Grant, took that research base to a wider audience. Its argument is operational rather than inspirational: curiosity becomes useful only when it is structured, directed, and protected against the day-to-day demands that crowd it out. That is the brief he brings into a leadership room. Key speaking topics Organisational ambidexterity Disruptive innovation in established firms Purposeful curiosity as a leadership discipline Innovation portfolio management Entrepreneurial mindset inside corporates Leading creative teams The paradox of exploitation and exploration Ideal for CEOs and executive committees holding both a profitability and a growth mandate Chief Innovation Officers and heads of R&D under board pressure to show returns from exploration CHROs and learning leaders building leadership development programmes that include innovation capability Founders and senior leadership teams of scale-ups moving from a single product to a portfolio Audience outcomes A clear vocabulary for the paradox of running today’s business while building the next one A defensible reference framework, drawn from peer-reviewed research, for protecting the exploration agenda inside an established firm A working method for converting individual curiosity into a managed organisational practice Examples of how ambidextrous firms structure decisions, incentives and team design to hold both modes at once

Why organisations work with Eric Ries He authored the operating method most used by modern product teams. When a CFO asks how an innovation portfolio should be measured and governed, the answer most large companies reach for is his. He has tested the method inside GE, IBM, Intuit, and the US federal government, not just early-stage startups, so the case studies he draws on are at enterprise scale. He founded the Long-Term Stock Exchange, a SEC-approved national securities exchange. That gives him a working perspective on how ownership structure and reporting cadence shape executive behaviour, well beyond a consultant’s view. His new book Incorruptible reframes corporate governance as a strategic act, addressing why successful companies drift from the principles that built them. Useful for boards under pressure on mission, accountability, and long-term value. Biography highlights Author of The Lean Startup, The Startup Way, and Incorruptible (Authors Equity, distributed by Simon & Schuster, 2026). Founder and Executive Chairman of the Long-Term Stock Exchange, approved by the SEC in 2019. Architect of GE’s FastWorks program under CEO Jeff Immelt, applied across thousands of GE executives. Former Entrepreneur-in-Residence at Harvard Business School and IDEO Fellow; advisor to Pivotal. Ranked #12 on the Thinkers50 list (2019); The Lean Startup on the Thinkers50 Management Classics Booklist (2023). Biography Most large companies are excellent at running the business they already have and unreliable at building the next one. The systems that govern the core business, budgets, milestones, quarterly review, were not designed for ventures whose value is mostly unknown at the point of funding. Eric Ries spent two decades turning that mismatch into a working method. The Lean Startup, published in 2011, codified validated learning, the minimum viable product, and innovation accounting as a portable management discipline. The book has been translated into more than thirty languages and now sits on the Thinkers50 Management Classics Booklist. Its follow-up, The Startup Way, captured what happens when those ideas are pushed into established companies. The case studies are drawn from inside GE, where Ries worked with CEO Jeff Immelt on the FastWorks program, alongside engagements with IBM, Intuit, and the US federal government. The governance question runs through all of his work. In 2015 he proposed the Long-Term Stock Exchange in The Lean Startup; the SEC approved LTSE as a national securities exchange in 2019, and Ries serves as Executive Chairman. His 2026 book Incorruptible, published by Authors Equity and distributed by Simon & Schuster, argues that good companies fail predictably because ownership, incentives, and accountability quietly reshape behaviour as they scale. The book was selected for the Thinkers50 Best New Management Booklist. What separates Ries from other innovation speakers is range. He has authored the methodology, run the corporate transformations that test it, and built a regulated capital-markets venue to address the structural problem his books diagnose. For senior teams that want innovation handled as a portfolio discipline, not a culture programme, he is the source. Key speaking topics Lean Startup methodology Innovation accounting and the management of internal ventures Entrepreneurial management inside established companies Corporate governance and long-term value AI applied to product validation and customer acquisition The Long-Term Stock Exchange and capital-markets reform Ideal for CEOs and boards of public companies wrestling with quarterly pressure versus long-horizon investment. Chief innovation, strategy, and transformation officers responsible for portfolios of new ventures inside large organisations. Founders and senior leaders of scale-up companies preparing for institutional ownership. Corporate development and venture teams looking to apply validated-learning discipline to internal investment decisions. Audience outcomes A working vocabulary for measuring new ventures separately from the core business, drawn directly from innovation accounting. A clear diagnosis of why most corporate innovation programmes fail at the governance layer rather than the creativity layer. A view of how ownership structure, board cadence, and reporting rules quietly shape executive behaviour over time. Specific case material from GE, IBM, Intuit, and US federal agencies that audiences can map onto their own structures.