Innovation & Disruption speakers

Why organisations work with Patrick Kramer Few European voices speak from inside the technology they describe. Kramer carries multiple working implants and has implanted chips publicly on stage, which gives boards a concrete reference point for a debate that usually stays theoretical. Founder and CEO of Digiwell, one of Europe’s most visible commercial biohacking platforms, and founding member of VivoKey Technologies alongside Amal Graafstra. That puts him at the operating end of subdermal identity, not on the commentary side. Twenty years in IT and consulting, including IBM, gives him fluency in enterprise digital transformation language. The cyborg material lands in vocabulary boards already use. Sustained press presence in WIRED, The Wall Street Journal, Bloomberg, and PCWorld on under-the-skin technology, which signals he can carry a serious conversation with both technical and general audiences. Biography highlights Founder and CEO, Digiwell – Upgrading Humans, founded 2014, Hamburg. Founding member, VivoKey Technologies, a subdermal identity and authentication platform. Twenty-plus years in international IT and consulting, including IBM. TEDxBucharest speaker, “Super-humans: interconnected cyborgs.” Featured in WIRED, The Wall Street Journal, Bloomberg, Computerworld, PCWorld, and Red Bull Media. Professional member of the German Speakers Association and the Global Speakers Federation. Biography Most enterprise debates about human augmentation never leave the slide deck. Patrick Kramer carries the technology under his skin and runs a company that fits it to other people. Through Digiwell, the Hamburg-based platform he founded in 2014, he has built one of Europe’s most visible commercial operations in subdermal NFC and RFID implants used for access, payment, identity, and medical data. The work sits at the edge of mainstream digital transformation, but it grew out of it. Twenty years in international IT and consulting, including a long period at IBM, gave him the enterprise vocabulary that most biohacking voices lack. As a founding member of VivoKey Technologies, the cryptographic identity platform launched with Amal Graafstra, he is also embedded in the engineering side of the field rather than only its public-facing narrative. His TEDxBucharest talk, “Super-humans: interconnected cyborgs,” set out the argument that has since been picked up by WIRED, The Wall Street Journal, Bloomberg, and PCWorld. Technology that started on the desk, then on the wrist, is now moving under the skin, and the implications for security, HR, healthcare, and product design are practical rather than speculative. For senior audiences, the value is in the translation. Kramer takes a category that boards tend to dismiss as fringe and connects it back to questions they already own: identity, authentication, employee health data, and the long arc of digital transformation as it stops being external to the human body. Key speaking topics Human augmentation and biohacking Subdermal identity and authentication Digital transformation and the Internet of Things Future of human-machine integration Longevity and performance enhancement Smart cities and connected environments Ethics of under-the-skin technology Ideal for Boards and executive teams setting digital identity, security, and authentication strategy CIOs, CTOs, and CDOs running enterprise digital transformation programmes HR and benefits leaders evaluating health, wellbeing, and workforce technology Innovation, R&D, and product teams in healthcare, financial services, and consumer technology Audience outcomes A working mental model for where biohacking and human augmentation fit inside an enterprise digital transformation roadmap A concrete view of subdermal identity and what it changes for authentication, payments, and access control Sharper vocabulary for the ethical, legal, and HR questions that arise when technology moves from the device to the body Specific examples from Digiwell and VivoKey of what is already operational, separated from what is still speculative

Why organisations work with Patrick Leddin A co-authored New York Times bestseller with James Patterson, Disrupt Everything and Win, that has been licensed by FranklinCovey as a global corporate training programme. Few keynote speakers have their material adopted as a productised curriculum at that scale. A working research base at Vanderbilt Owen, where he runs the Disruption Project. The frameworks in the keynote (the 5 roles of disruption, the 16 behaviours of successful disruptors) are grounded in field research, not consulting anecdotes. A career that has actually run leadership at every scale he speaks about: a ranger-qualified Army infantry officer, KPMG consultant, FranklinCovey practitioner, and co-founder of an Inc. 5000 firm. Senior audiences recognise the difference. A direct line into the Stephen M.R. Covey and FranklinCovey leadership canon, which is the operating language for L&D functions inside many large enterprises. Biography highlights Associate Professor of the Practice of Business Studies, Vanderbilt University Owen Graduate School of Management. Teaches Corporate Strategy, Negotiation, Advanced Marketing, and Crisis Leadership. Co-author with James Patterson of Disrupt Everything and Win: Take Control of Your Future (Little, Brown, 2025), an instant New York Times bestseller. Author of The Five-Week Leadership Challenge, a Wall Street Journal bestseller introduced by Stephen M.R. Covey. Subject-matter source for FranklinCovey’s Disrupt Everything: Innovate for Impact corporate training programme, launched October 2025. Host of the Leadership Lab podcast, with on-record interviews including Stephen M.R. Covey, Patrick Lencioni, Liz Wiseman, Chris Voss, and Marshall Goldsmith. Former U.S. Army airborne infantry ranger-qualified officer, former KPMG Consulting and FranklinCovey practitioner, co-founder of Wedgewood Consulting Group and Leddin Group. Biography Disruption used to be the event a leadership team planned for. It is now the operating condition. The question that follows is harder than the one most leadership development is built to answer: what does a leader actually do, day to day, when the disruption never stops arriving? That question is the subject of Disrupt Everything and Win, the New York Times bestseller Patrick Leddin co-authored with James Patterson. The book grew out of the Disruption Project at Vanderbilt Owen, where Leddin teaches Corporate Strategy and Crisis Leadership. The research produced specific output: five roles people play inside a disruption, sixteen behaviours that distinguish successful disruptors, eight tools leaders can use to convert disruption into progress. FranklinCovey has since licensed the material as a global training programme, Disrupt Everything: Innovate for Impact. The credibility behind that work is operational. Leddin served as a ranger-qualified U.S. Army infantry officer with the 82nd Airborne, ran large client engagements at KPMG Consulting and FranklinCovey, and co-founded Wedgewood Consulting Group, an Inc. 5000 firm that was acquired in 2012. His earlier book, The Five-Week Leadership Challenge, was introduced by Stephen M.R. Covey and reached the Wall Street Journal bestseller list. He hosts the Leadership Lab podcast, where his guests have included Patrick Lencioni, Liz Wiseman, Chris Voss, and Marshall Goldsmith. The argument senior teams come for is concrete. Disruption is not a communication problem to be managed by the executive office. It is a leadership capability that can be specified, taught, and practised at every level of the organisation, and a board that treats it that way will outperform one that does not. Key speaking topics Leadership in disruption Crisis leadership Organisational change and culture Leadership pipeline development Negotiation and influence Corporate strategy under uncertainty Innovation as a leadership behaviour Ideal for CEOs, COOs, and senior leadership teams running through extended restructuring or market repositioning CHROs and chief learning officers building leadership pipelines that have to operate under continuous change Strategy and transformation leaders responsible for cultural readiness alongside operating model change Industry conferences in regulated sectors (financial services, healthcare, energy, government) where leaders manage repeated external shocks Audience outcomes A working vocabulary for the roles people play during a disruption, and a way to name which role is missing in their own team The sixteen behaviours that distinguish leaders who use disruption as fuel from those who absorb it as damage A concrete set of tools, drawn from the Vanderbilt research, that leaders can apply to a specific change they are already running A sharper view of the difference between managing crisis and building a leadership culture that expects disruption as a baseline

Why organisations work with Pedro Duque Two flown space missions, STS-95 aboard Space Shuttle Discovery and the Cervantes mission to the International Space Station, give him first-hand experience of mission-critical decision-making in high-risk multinational technical environments. Three years running Spain’s national innovation system as Minister of Science, Innovation and Universities. He saw what happens when research and innovation policy meet the real economy, and where the translation breaks down. Chair of Hispasat, one of three European operators inside SpaceRISE, the consortium awarded the IRIS² concession. He is inside the construction of European technological sovereignty, not commenting on it from the outside. He has approached the same questions about technology, risk, and capability from three operationally distinct positions: as an astronaut at ESA, as a CEO at Deimos Imaging, and as a minister in the Spanish government. Biography highlights ESA astronaut who flew STS-95 aboard NASA’s Space Shuttle Discovery in 1998 and the 10-day Cervantes mission to the International Space Station aboard Soyuz TMA in 2003. Spain’s Minister of Science, Innovation and Universities from 2018 to 2021, and Minister of Science and Innovation from 2020 to 2021. Member of Spain’s Congress of Deputies for Alicante, 2019 to 2020. Chair of Hispasat since December 2023; the company is one of three European satellite operators in the SpaceRISE consortium awarded the EU’s IRIS² satellite constellation contract. Former Managing Director and Executive President of Deimos Imaging during the launch of Deimos-1, Spain’s first Earth observation satellite. Member of the Spanish Royal Academy of Engineering; recipient of Russia’s Order of Friendship, Spain’s Grand Cross of Aeronautical Merit, and the Prince of Asturias Award for International Cooperation. Biography On 29 October 1998, Spain watched its first astronaut launch from Cape Canaveral aboard the Space Shuttle Discovery. Pedro Duque has stayed close to space ever since, but rarely from orbit. After a second flight in 2003, this time on a Soyuz to the International Space Station for the Cervantes mission, Duque moved between roles that few people combine. He led Deimos Imaging during the launch of Deimos-1, Spain’s first Earth observation satellite. He returned to ESA to head its Flight Operations Office, which oversees European activities on the ISS from the Columbus Control Centre near Munich. In 2018, Pedro Sánchez named him Minister of Science, Innovation and Universities. He held the post through 2021, including a period as Minister of Science and Innovation, and represented Spain on the European Space Agency’s Ministerial Council. During his tenure he committed an additional €701 million to Spain’s ESA contribution between 2020 and 2026. Since December 2023 he has chaired Hispasat. The company is now one of three European satellite operators inside SpaceRISE, the consortium awarded the IRIS² concession in late 2024. IRIS² is the EU’s third flagship space programme, a 290-satellite constellation built for European sovereignty in secure connectivity. Few speakers can describe what that means from the inside. Key speaking topics Space technology and the modern economy Satellite infrastructure and European sovereignty Innovation policy and national competitiveness International cooperation in complex technical programmes Decision-making in high-risk operational environments Earth observation and applied satellite data The space industry and geopolitical risk Ideal for Boards and executive teams setting strategy under technological and geopolitical uncertainty Government, policy, and public sector leadership forums on innovation, science and industrial strategy Aerospace, defence, telecommunications, and infrastructure leadership Corporate audiences shaping long-horizon technology and capability decisions Audience outcomes A reframing of satellite and space infrastructure as a strategic layer of the modern economy A view from inside the IRIS² consortium of what European secure connectivity actually requires How mission-critical decisions get made when failure is unacceptable and teams cross nationalities A grounded read on where national innovation policy translates into commercial outcomes and where it stalls

Why organisations work with Pedro Moneo Structural early sight of emerging technology. As publisher of MIT Technology Review in Spanish and Portuguese since 2008, he sees breakthrough research before it reaches mainstream corporate strategy. A working model for moving innovation out of pilot. Opinno has executed digital transformation, AI, and innovation programmes for large enterprises across Europe and Latin America since 2008. The work shows what survives contact with the corporate operating model. Engineering rigour applied to commercial decisions. His training as a nuclear engineer at the French Atomic Energy Commission, followed by reactor research at Argonne National Laboratory, gives him a system-design lens on technology adoption. Direct exposure to innovation markets outside the usual US-UK circuit. Opinno operates from offices across Spain, Italy, France, Mexico, Colombia, Peru, Chile, and Argentina, giving him client experience that few speakers can offer. Biography highlights CEO and founder of Opinno, a global innovation consultancy with more than 230 consultants and twelve offices across Europe and Latin America. Publisher of MIT Technology Review in Spanish and Portuguese since 2008; former online publisher of Harvard Business Review in Spanish. Senior Advisor to NASA on cross-industry innovation summits. World Economic Forum Young Global Leader (2016), Eisenhower Innovation Fellow (2014), and Aspen Institute Adler Fellow (2016). Co-founder of the Madrid chapter of the XPrize Foundation. Member of the Board of Advisors at ESCP Business School. Featured as a published case study at IESE Business School. Biography Opinno was founded in Silicon Valley in 2008, the week Lehman Brothers collapsed. Pedro Moneo’s bet was that the crisis would force every large company to reckon with technologies they had been avoiding. He was right. The firm now operates from twelve offices across Europe and Latin America, working in the gap between emerging technology and the corporate operating model. His route to that role is less obvious than the bio of most innovation consultants. He trained as a mechanical engineer at the Polytechnic University of Madrid, then as a nuclear engineer at the French Atomic Energy Commission. He started his career on reactor research at Argonne National Laboratory in Chicago. Strategy consulting at Accenture and a deputy directorship at FEDIT, Spain’s largest private R&D network, followed before he started the company. Two adjacent roles anchor his view of emerging technology. Since 2008 he has been the publisher of MIT Technology Review’s Spanish and Portuguese editions. The role gives him sustained early sight of the research that eventually reaches corporate strategy. Since 2016 he has advised NASA on cross-industry innovation summits. The World Economic Forum named him a Young Global Leader in 2016, and the Eisenhower Foundation made him an Innovation Fellow in 2014. Inside a corporate boardroom, the question he keeps asking is the one most innovation programmes avoid. What does the operating model need to look like for this technology to generate revenue? The answers come from Opinno’s enterprise work across Spain, Italy, France, Mexico, Colombia, Peru, Chile, and Argentina. Key speaking topics Innovation as a managed corporate discipline Digital transformation in established enterprises Artificial intelligence in the operating model Open innovation and ecosystem design Emerging technology and corporate strategy The Iberian and Latin American innovation landscape Ideal for Boards and CEOs trying to operationalise AI and emerging technology beyond pilot stage Chief Innovation Officers, CTOs, and transformation leads inside large corporates Executive teams in Spanish and Portuguese-speaking markets who need a credible local voice Industry bodies and ecosystem builders shaping national innovation policy Audience outcomes Which emerging technologies are close to commercial maturity, and which are not The specific reasons most corporate innovation programmes fail at the transition from lab to operating model Worked examples from Opinno’s enterprise engagements across Europe and Latin America The texture of corporate innovation in Spanish and Portuguese-speaking markets, where most US and Northern European speakers cannot offer first-hand evidence

Why organisations work with Peter Cochrane A track record of forecasting major technology shifts before they entered mainstream conversation, including the wholesale move to remote working and biometric identification at scale, both documented in books from the early 2000s. Operational depth from running research and development at British Telecom, with a thousand-strong team and budgets up to £1 billion, reporting directly to the main board. Investor and founder credibility that connects foresight to commercial outcomes, including a founding director role at eBookers and a founding investment in Shazam. Active research at the University of Suffolk on AI sentience and cyber attack precursors, giving boards direct access to someone working on these problems rather than commenting on them after the fact. Communication credibility honed in the UK’s first Chair for the Public Understanding of Science and Technology at the University of Bristol, with a record of making complex engineering legible to non-technical executives. Biography highlights Former Chief Technology Officer of British Telecom (1999–2000), reporting to the main board with responsibility for a thousand-strong research team and budgets up to £1 billion. UK’s first Professor for the Public Understanding of Science and Technology, holding the Collier Chair at the University of Bristol from 1999. Currently Visiting Professor at the University of Suffolk, the University of Hertfordshire and the University of Salford, with research focused on AI sentience, cyber attack precursors and truth engine development. Founding director of eBookers, which became the largest eTravel business in Europe within four years, and founding investor in Shazam. Recipient of the OBE for services to international communications (1999), the IEEE Millennium Medal (2000), the Queen’s Award for Innovation and Export (1990), and the City and Guilds Prince Philip Medal. Author of “Uncommon Sense: Out of the Box Thinking for an In the Box World” and “108 Tips for Time Travellers”, and co-editor of “Industry 4.0 and Engineering for a Sustainable Future”. Biography By the early 2000s, predictions of biometric identification at scale and a wholesale move to remote working sounded like science fiction to most boards. Peter Cochrane was already writing about both as engineering inevitabilities, with reasoning grounded in fibre economics and network behaviour. The work is rooted in four decades of operational engineering. A career at British Telecom progressed from linesman to Head of Research and then Chief Technology Officer, with a thousand-strong team studying optical fibre, mobile networks, eCommerce and artificial life. His doctoral research at Essex was pivotal in BT’s decision to go all-digital and all-optical in the 1970s, a call that shaped the company’s competitive position for decades. Outside BT, the work has spanned academia and venture investment. He held the Collier Chair at the University of Bristol as the UK’s first Professor for the Public Understanding of Science and Technology. He co-founded ConceptLabs with members of Apple’s Advanced Technology team, was a founding director of eBookers and the founding investor in Shazam. Recognition includes an OBE for services to international communications, the IEEE Millennium Medal, the City and Guilds Prince Philip Medal, and the Queen’s Award for Innovation and Export. His current work at the University of Suffolk focuses on machine consciousness, cyber attack precursors and the engineering of trust in information systems. Key speaking topics Future of technology and AI Cybersecurity and cyber attack precursors Industry 4.0 and Society 5.0 Sentient systems and machine consciousness The engineering reality of 5G and 6G networks Innovation and the management of rapid change Ideal for Boards and executive committees making capital allocation decisions on AI, cybersecurity and connectivity infrastructure Chief Technology Officers and Chief Information Officers shaping multi-year technology and digital strategy Government departments and policy advisors on technology, communications and national resilience Industry conferences in telecoms, financial services, defence and energy where engineering reality matters to commercial decisions Audience outcomes A direct assessment of which emerging technologies will reshape industry over the next decade and which will not. A method for distinguishing engineering reality from commercial hype when evaluating AI, cybersecurity and infrastructure investment. Specific examples of how previous technology transitions played out, drawn from a CTO seat during the digitisation of telecommunications. An informed view of where current systems are most vulnerable to AI-augmented cyber attack, and what early warning signals look like.

Why organisations work with Peter Crolla He has helped build two Formula 1 teams from scratch. He joined Haas in 2015 as the team’s 14th employee and joined Cadillac in 2025 to prepare its 2026 debut. Few F1 practitioners have stood up a competitive operation from zero more than once. His content is grounded in operational mechanics. Audiences leave with how the pit wall actually works, how a 1.8-second pit stop with 22 staff and 36 tasks is choreographed, and how compliance with FIA scrutineering is built into every weekend. Formula 1 sits where exacting regulation meets competitive margins of milliseconds. Leaders in pharmaceuticals, financial services, aviation, and energy find the comparison directly applicable to their own environments. He can explain how F1 reduced driver fatalities from over 40 between 1950 and 1994 to one in the three decades since. The shift came from a system in which safety stopped being a source of competitive advantage and was shared across rival teams. Two decades across British Touring Cars, F3, McLaren, Haas, and Cadillac give him grounded comparative views on which high-performance practices transfer between organisations and which collapse outside their original context. Biography highlights Race Team Manager at the Cadillac F1 Team, preparing the operation for its 2026 Formula 1 debut. Team Manager at Haas F1 Team for eight seasons, joining as the 14th employee in 2015 ahead of the team’s 2016 debut. Previously Team Leader at McLaren Racing, working alongside World Champions Jenson Button and Fernando Alonso. Oversaw Haas’s maiden Formula 1 pole position at the 2022 Brazilian Grand Prix. Helped Haas secure FIA Three-Star Environmental Accreditation ahead of the 2023 season. Awarded the Teamwork Award at the 2013 MIA Business Excellence Awards during his time at Team Dynamics in the British Touring Car Championship. Biography In Formula 1, a pit stop now takes 1.8 seconds. Twenty-two people complete thirty-six tasks while the car is stationary. One missed cue and a podium becomes a points-paying afternoon. That kind of choreography is what Peter Crolla has spent his career producing. He joined the Haas F1 Team in 2015 as its fourteenth employee, before the team had been on a grid, and stayed for eight seasons as Team Manager. In 2025 he left to take the same role at the Cadillac F1 Team, where he is preparing the operation for its 2026 debut. Doing this work twice in a decade puts him in a small group of practitioners who have stood up a competitive Formula 1 team from a standing start. F1 teams of 1800 staff coordinate around twenty-four non-negotiable race weekend deadlines a year, under one of the most exacting regulatory regimes in commercial sport. Crolla speaks about how that machine actually runs. He explains the daily tension between psychological safety and personal accountability, and how F1 turned over forty driver fatalities between 1950 and 1994 into one in the three decades since. The change came from stopping competitive teams from hoarding what they learned about safety. Key speaking topics High-performance team operations Leadership in regulated, high-pressure environments Operational excellence under non-negotiable deadlines Safety culture and risk transformation Building organisations from a standing start Continuous improvement and marginal gains Sustainability in elite motorsport Ideal for COOs and operations directors in regulated sectors such as financial services, pharmaceuticals, aviation, and energy, where compliance and competitive performance have to be solved together. Founders, transformation leads, and executive teams building or rebuilding an organisation from a standing start. Senior risk and safety leaders looking at how F1’s cultural transformation was actually achieved over three decades. HR and people leaders focused on psychological safety and accountability in technical or engineering-led organisations. Audience outcomes The choreography of a 1.8-second pit stop across 22 staff, including where it most often breaks down. The specific practices that keep psychological safety and personal accountability in balance inside an F1 operation. How F1’s safety record went from over forty driver fatalities in its first four decades to one in its last three, including the specific decision to stop competing on safety. A clear separation between high-performance practices that transfer between industries and those that depend on the specifics of F1.

Why organisations work with Peter Diamandis He has built the institutions that defined modern moonshot thinking. XPRIZE, Singularity University and the International Space University are his, not references he cites. Diamandis turned a USD 10 million prize into the catalyst for a private space industry now valued in the hundreds of billions. Boards get a practitioner view of how incentive design unlocks markets. His three New York Times bestsellers with Steven Kotler give executives a shared vocabulary, abundance, exponential, convergence, that travels easily into strategy offsites and board reviews. Through Abundance360 and BOLD Capital Partners he is in continuous contact with the founders building the next wave of AI, longevity and space companies, which keeps the content current rather than retrospective. He frames technology as a commercial and human opportunity, not a threat narrative, which lands with leadership teams that need their organisation to move from caution to considered ambition. Biography highlights Founder and Executive Chairman, XPRIZE Foundation, originator of the Ansari XPRIZE won by SpaceShipOne in 2004. Co-founder and Executive Chairman, Singularity University, with Ray Kurzweil. Co-founder, International Space University, 1987. New York Times bestselling author of Abundance, BOLD and The Future Is Faster Than You Think, with Steven Kotler. Named by Fortune in 2014 as one of the World’s 50 Greatest Leaders. Founder or co-founder of more than 25 companies across space, longevity, venture capital and education, including Planetary Resources, Human Longevity Inc, Celularity, Space Adventures and Zero Gravity Corporation. Holds degrees in molecular genetics and aerospace engineering from MIT and an MD from Harvard Medical School. Biography Most boards plan five years ahead while the technologies reshaping their markets are doubling in capability every eighteen months. The result is strategy that ages faster than it ships. This is the territory Peter Diamandis has spent three decades mapping, first as the entrepreneur who built XPRIZE to prove that private teams could reach space, then as the co-founder of Singularity University with Ray Kurzweil to teach leaders how to think about what compounds. The Ansari XPRIZE, announced in 1996 and won in 2004 by SpaceShipOne, was an early demonstration of his core thesis. A well-designed incentive can move a market faster than a government programme. That logic now sits behind the private space industry and a generation of XPRIZE competitions in fields from carbon removal to longevity. Boards meet a practitioner who has used the same mechanism repeatedly at scale, not a commentator describing it. His three bestsellers with Steven Kotler, Abundance, BOLD and The Future Is Faster Than You Think, give leadership teams a working language for AI, robotics, biotech and the convergence between them. Through Abundance360, his community of founders and investors, and BOLD Capital Partners, he keeps a direct line to the companies operationalising these technologies. The keynote draws on what he is funding and seeing now, not on case studies that have already cycled through the business press. His training is unusual for a futurist. Molecular genetics and aerospace engineering at MIT, an MD from Harvard Medical School, and the co-founding of the International Space University while still in medical school. That depth is what allows him to talk credibly to a healthcare board about longevity and to an industrials executive about space, in the same week, without the content collapsing into generality. Key speaking topics Exponential technologies and business strategy Artificial intelligence and convergence with robotics, biotech and energy Innovation, moonshot thinking and incentive prize design Future of work and leadership in accelerating environments Longevity, healthspan and the science of human performance Space, frontier industries and new commercial markets Entrepreneurship and the building of category-defining ventures Ideal for CEO and board audiences setting strategy under exponential technology pressure Innovation, R and D and corporate venture leaders rethinking how bets are made Healthcare, life sciences and longevity leadership teams Founders, scale-up CEOs and investors at private capital and family office gatherings Audience outcomes A working sense of which technologies are converging, on what timeline, and what that means for their industry A vocabulary for moonshot thinking and 10x targets that survives the trip back to the executive team Concrete examples of how incentive design and prize mechanisms have unlocked markets that traditional R and D could not A clearer view of where AI, longevity and space are creating new revenue categories rather than only disrupting existing ones Renewed appetite among senior leaders for ambition that is grounded in what is now technically achievable

Why organisations work with Peter Fisk He brings a structured framework for business reinvention. Business Recoded sets out seven mindset shifts and 49 codes drawn from deep work with senior leaders at companies including Microsoft, Adidas and Patagonia. Senior teams leave with a shared model to argue from. He sits in the rare overlap between marketer and strategist. As former CEO of the Chartered Institute of Marketing and now Professor of Strategy and Innovation at IE Business School in Madrid, he treats marketing, customer thinking and innovation as parts of one growth discipline. Most organisations still split them across separate functions and budgets. He has worked with senior leaders across more than 300 companies in over 55 countries, with particular depth in Asian innovation and emerging-market growth. The case material is current and varied, not the same handful of examples a leadership team has already seen. As former Thinkers50 Global Director and founder of the annual European Business Forum, he has unusual curatorial access to the leading management thinkers in the world. Sessions draw on what is actually moving across the field. Biography highlights Founder and CEO of GeniusWorks, a London-based strategy and innovation consultancy Professor of Leadership, Strategy and Innovation at IE Business School, Madrid; academic director of the Global Advanced Management Program Former Chief Executive of the Chartered Institute of Marketing Former Thinkers50 Global Director; founder of the annual Thinkers50 European Business Forum Author of nine business books, including Business Recoded, Gamechangers, and the Genius series, translated into 35 languages; Business Recoded shortlisted for the CMI Management Book of the Year Earlier commercial career at British Airways, including responsibility for the Concorde brand Biography The Chartered Institute of Marketing is the world’s largest professional marketing organisation. Peter Fisk ran it before founding GeniusWorks. He used the role to argue that marketing, customer and innovation belong inside growth strategy, where most organisations still treat them as separate functions. That argument has shaped his work since. His career started in physics, in a superconductivity lab. He moved into commercial roles at British Airways, including managing the Concorde brand, before consulting work at PA Consulting Group and Brand Finance. After CIM he founded GeniusWorks, a London consultancy, and joined IE Business School in Madrid as Professor of Strategy and Innovation. His 2020 book Business Recoded sets out seven mindset shifts and 49 codes for reinventing how a business creates value. It is built on deep interviews with leaders at companies including Microsoft, Adidas, Patagonia and Spotify. The Financial Times reviewed it as “the book you have to read now”. It was shortlisted for the CMI Management Book of the Year. Through the Thinkers50 European Business Forum, which he founded in 2017 as Thinkers50 Global Director, he convenes the world’s leading management thinkers each year. Recent stages have brought together Michael Porter, Rita McGrath, Erin Meyer and Alex Osterwalder. That curatorial position is unusual for a working consultant. The frameworks in his sessions are continually refreshed by direct contact with the academics and practitioners writing the next generation of management ideas. Key speaking topics Growth strategy in fast-changing markets Business model reinvention Innovation strategy and execution Customer strategy and brand growth The Business Recoded framework: seven shifts for reinventing the business Asian innovation and emerging-market growth Sustainable growth and purposeful business Ideal for CEOs and boards facing slowing growth in mature markets Strategy and innovation leaders responsible for new business models or category growth CMOs and customer experience leaders rethinking how marketing connects to commercial strategy Executive leadership teams running annual strategy or transformation offsites Audience outcomes A shared vocabulary for the seven shifts that separate business reinvention from incremental change Case material from Asian innovators and global category leaders that most leadership teams will not have seen A connected view of innovation, customer and marketing strategy as one growth discipline Specific direction on where to stop investing, alongside where to grow

Why organisations work with Peter Guber He has built and led organizations across film, music, professional sports, and esports. The storytelling framework that runs through his work has been pressure-tested in each, and senior audiences hear it from someone who has actually used it to move boards, talent, partners, and capital. He authored the only mainstream business book on storytelling to hit #1 on the New York Times, USA Today, and Wall Street Journal bestseller lists simultaneously. Tell to Win and his HBR cover article The Four Truths of the Storyteller give audiences a portable framework they can take into their own communications work, not a collection of war stories. He speaks from current operating experience as Chairman and CEO of Mandalay Entertainment, co-executive chairman of the Golden State Warriors, and owner of the Los Angeles Dodgers. The material reflects problems he still has to solve every week. The same discipline has been honed across more than forty consecutive years of teaching at UCLA Anderson School of Management and the UCLA School of Theater, Film and Television, recognized in 2017 with the UCLA Medal, the university’s highest honor. Biography highlights Chairman and CEO of Mandalay Entertainment Group; former Chairman and CEO of Sony Pictures Entertainment; former Chairman and CEO of Polygram Entertainment; former President of Columbia Pictures; co-founder of Casablanca Record & Filmworks. Films he produced or executive produced have grossed over $3 billion worldwide and received 50 Academy Award nominations, including five Best Picture nominations and the Best Picture win for Rain Man. Other titles include Batman, The Color Purple, Midnight Express, Flashdance, Gorillas in the Mist, The Witches of Eastwick, and The Kids Are All Right. Co-Executive Chairman and co-owner of the Golden State Warriors (NBA Champions 2015, 2017, 2018); owner of the Los Angeles Dodgers (World Series winners 2020 and 2024); Owner and Executive Chairman of Los Angeles Football Club (MLS); Co-Executive Chairman of aXiomatic Gaming, owner of esports franchise Team Liquid. Author of Tell to Win (Crown Business, 2011), instant #1 New York Times, USA Today, and Wall Street Journal bestseller; named by Fortune one of “5 Business Books You Can Really Use.” Earlier books include Shootout: Surviving Fame and (Mis)Fortune in Hollywood, which became a seven-year AMC television series he hosted. Author of the Harvard Business Review cover article “The Four Truths of the Storyteller” (December 2007). Professor for more than forty years at UCLA Anderson School of Management and UCLA School of Theater, Film and Television. UCLA Medal recipient (2017). Appointed to the University of California Board of Regents by Governor Jerry Brown (2017). Biography Sony Pictures Entertainment led the industry in domestic box office market share for four straight years after Peter Guber became Chairman and CEO in 1989. Over the same period, the studio earned 120 Academy Award nominations, the most ever recorded by any company in any four-year stretch. What ran through that work, and through the decades before it at Columbia Pictures, Polygram, and Casablanca Records, was a discipline Guber later codified. He could take a strategic intent and translate it into a story the audience he needed to move had reason to act on. He named it purposeful storytelling. The Harvard Business Review cover article The Four Truths of the Storyteller laid out the four conditions a story has to meet to do real work in a room: true to the teller, the audience, the moment, and the mission. Tell to Win, his expansion of the same thesis, hit number one simultaneously on the New York Times, USA Today, and Wall Street Journal bestseller lists in 2011. Fortune named it one of “5 Business Books You Can Really Use.” In Guber’s argument, data is the cost of entry; persuasion is the work that closes the deal. Guber still runs Mandalay Entertainment Group, co-owns the three-time NBA champion Golden State Warriors and the World Series-winning Los Angeles Dodgers, and chairs the esports investment vehicle aXiomatic. He has taught the same craft at UCLA Anderson and the UCLA School of Theater, Film and Television for more than forty consecutive years, by the Chancellor’s account never missing a year. In 2017, UCLA awarded him the UCLA Medal, its highest honor, the same year Governor Jerry Brown appointed him to the University of California Board of Regents. Key speaking topics Purposeful storytelling in business Leadership communication and persuasion Leading through uncertainty and disruption Innovation and organizational culture High-performance team building across industries Storytelling for marketing and brand strategy Ideal for CEOs and executive leadership teams preparing to communicate strategic change to internal and external audiences. Chief commercial, marketing, and sales leaders rebuilding the persuasion infrastructure of their organizations. Founders and senior operators raising capital, recruiting talent, or pitching boards. Executive education clients, leadership development programs, and partner or customer summits where the centerpiece is communication craft. Audience outcomes A working test for their own communications: whether the story is true to the teller, the audience, the moment, and the mission. A sharper distinction between informing an audience and persuading them, with a clearer view of where most leadership communication breaks down. Specific examples from film, sports, and the boardroom that they can map onto their own decisions and pitches. A method for finding and shaping the right story for a specific audience and a specific moment. Shared vocabulary they can take back to their teams and demand of communications, marketing, and IR functions.

Why organisations work with Peter Hinssen His Never Normal concept and the seven transformation levers of The Uncertainty Principle give leadership teams a shared language for permanent disruption and a structured way to allocate innovation effort across multiple time horizons, a practical alternative to the generic instruction to “be more innovative.” His background runs the full organisational arc, from three technology exits (including a stock-exchange listing) to an Entrepreneur in Residence role at McKinsey & Company and a former non-executive board seat at Belfius Bank, which means he speaks with equal credibility to founders, operators, and board members. The Uncertainty Principle (Lannoo, 2025), endorsed by the Chairman of MIT CISR, gives boards seven concrete levers of transformation for treating systemic uncertainty as a strategic input. His client roster spans TSMC, Novo Nordisk, AstraZeneca, BMW, Unilever, PepsiCo, LVMH, Microsoft, and Bloomberg, which gives him cross-sector pattern recognition on how the innovation-operations tension shows up differently depending on industry structure and ownership context. Biography highlights Founder, nexxworks, an innovation company that runs masterclasses and innovation tours for established organisations Author of six books, including The Uncertainty Principle (Lannoo, 2025) Serial entrepreneur: founded e-COM (acquired by Alcatel-Lucent), Streamcase (acquired by Belgacom), and Porthus (listed on the stock exchange in 2006, acquired by Descartes) Entrepreneur in Residence, McKinsey & Company, focused on digital and technology strategy Visiting Lecturer, London Business School Former Non Executive Board Member, Belfius Bank; former board member, Mediahuis LinkedIn Top Voice Biography Most companies are built to deliver predictable results, which is precisely the wrong design when disruption becomes the climate rather than the weather. Peter Hinssen calls this state the Never Normal: a condition of permanent change in which the only constant is uncertainty. And yet budget cycles reward certainty. Governance structures penalise experiments that take longer than a financial year to pay off. The result is a structural gap between operational excellence and the capacity for genuine reinvention. His body of work is a sustained answer to that gap. The Never Normal reframes constant disruption as an operating condition to design for, not an exceptional period to wait out. The Day After Tomorrow, his 2017 book, introduced a now widely used way to think across three time horizons. Leaders fund today’s operations, tomorrow’s plans, and the reinvention that decides who is still relevant a decade out. That argument carries weight because Hinssen has lived the full arc of a company’s life. He founded and scaled three technology firms, including Porthus, which listed on the Belgian stock exchange in 2006 before Descartes acquired it. He served as Entrepreneur in Residence at McKinsey & Company, was a Non Executive Board Member at Belfius Bank, and today runs nexxworks, the innovation company he founded. He is a Visiting Lecturer at London Business School. His sixth book, The Uncertainty Principle (Lannoo, 2025), makes the case most directly: uncertainty is not a risk to hedge but the raw material from which bold organisations build advantage. The book works through seven levers of transformation, including strategy, foresight, organisational design, culture, innovation, risk appetite, and the changing nature of work. Dr Peter Weill, Chairman of MIT CISR, calls it a guide to navigating between the forces of pessimism and possibility. Key speaking topics Innovation strategy and multi-horizon investment The Never Normal and permanent disruption The Uncertainty Principle and decision-making under uncertainty Organisational reinvention and the Phoenix model Artificial intelligence and augmented intelligence Digital transformation and business-model change Leadership under permanent uncertainty Ideal for Boards and C-suite teams steering established businesses through structural disruption Chief Innovation Officers and transformation leads who own the innovation-operations tension Strategy teams that need a shared basis for multi-horizon investment decisions Large incumbents across consumer goods, healthcare, financial services, technology, and industrials facing a reinvention mandate Audience outcomes A shared vocabulary for investing across three time horizons: today, tomorrow, and the bolder reinvention beyond A way to treat uncertainty as a strategic input rather than a threat, drawn from The Uncertainty Principle A reframing of AI as a structural accelerant of the innovation-operations challenge, not a standalone technology decision Clarity on the organisational design and governance choices that separate companies that reinvent from those that get disrupted

Why organisations work with Peter Sheahan A defined commercial framework. Matter and the Edge of Disruption give boards a concrete way to locate where their existing profits, reach, and reputation can be redeployed to create new markets, not just defend old ones. Operating credibility, not just theory. He has built three companies and runs Karrikins Group, advising leadership teams at Apple, Microsoft, IBM, Wells Fargo, Hyundai, Pfizer, and Cardinal Health on transformation execution. Authority recognised by his peers. The National Speakers Association ranked him among its 25 Most Influential Speakers and inducted him as the youngest member ever into its Hall of Fame. A clear thesis on commoditisation. He gives commercial and sales leadership a usable argument for moving organisations off price competition and onto value, trust, and indispensability. A senior-room voice on the human side of growth. His work on culture, attraction, and retention is grounded in the same commercial logic, treating people strategy as a driver of competitive position rather than an HR programme. Biography highlights Founder and Group CEO of Karrikins Group, a global growth and transformation consultancy. Author of seven books, including Matter, Flip, Generation Y, and Making it Happen; published by Simon & Schuster, HarperCollins, and Amplify. Inducted into the National Speakers Association Hall of Fame as its youngest-ever member. Named one of the 25 Most Influential Speakers in the World by the National Speakers Association. 2,500+ keynote presentations delivered across more than 40 countries. Advisory and keynote client roster including Apple, Microsoft, IBM, AT&T, Wells Fargo, Hyundai, Pfizer, Cardinal Health, Chick-fil-A, and BP. Biography The companies that sustain growth do not protect what made them successful. They identify the place where their existing reach, reputation, and profits give them permission to build the next market, and they move before they have to. That place is what Peter Sheahan calls the Edge of Disruption. The thesis is laid out in Matter: Move Beyond the Competition, Create More Value, and Become the Obvious Choice, co-authored with Julie Williamson, PhD. The book studies more than thirty companies that achieved indispensability by leaning into disruption rather than defending against it. It is the intellectual spine of his consulting practice at Karrikins Group, where he advises Fortune 500 leadership teams on transformation, growth, and commercial repositioning. His earlier books cover the same terrain from different angles. Flip set out the case for counterintuitive thinking when markets refuse to behave predictably. Generation Y and Making it Happen addressed how the workforce side of a business has to evolve in step with its commercial ambitions. Across the work, the argument is consistent: growth comes from identifying where the most important problems are converging, then committing operational resources before the rest of the market sees them. The credibility behind the argument is operating, not academic. He has built three companies, delivered more than 2,500 presentations across 40+ countries, and counts Apple, Microsoft, IBM, Wells Fargo, Pfizer, and Cardinal Health among the leadership teams he has worked with. The National Speakers Association named him among its 25 Most Influential Speakers in the World and inducted him as the youngest-ever member of its Hall of Fame. Key speaking topics Growth strategy under disruption Business model innovation and the Edge of Disruption Competitive advantage when products and services commoditise Culture as a commercial driver Workforce attraction and retention Trusted-adviser positioning and winning on value Ideal for CEOs, chief strategy officers, and chief growth officers planning the next horizon of competitive position Boards and executive teams confronting margin compression or post-acquisition integration Chief commercial officers, sales leadership, and revenue teams shifting from price to value CHROs and chief people officers tying talent strategy to commercial outcomes Audience outcomes A defined view of where the organisation’s Edge of Disruption sits, and what would need to be true to commit to it A working argument for moving customers, talent, and internal narrative away from price as the basis of choice Sharper language for the leadership team on what genuine differentiation looks like in their category Renewed conviction in the commercial logic of culture, talent, and organisational design decisions

Why organisations work with Peter Thiel Zero to One gives leadership teams a concrete test for whether their strategy is genuinely new or a costly form of imitation – a distinction most strategy processes are designed to obscure rather than force. His operating record spans two structurally different technology businesses – PayPal in consumer finance and Palantir in national security data analytics – which gives his claims about technology-led company building an unusually wide evidential base. The “contrarian question” – what important truth do very few people agree with you on? – functions as a practical diagnostic for strategic differentiation, not a rhetorical warm-up. Leadership teams leave with a tool they can apply immediately. As the first outside investor in Facebook and a Founders Fund partner whose bets include SpaceX, Airbnb, and Stripe, his argument for backing unconventional ideas over consensus picks is grounded in pattern recognition, not theory. His argument that definite optimism – a concrete plan for the future – outperforms “optionality” as a leadership posture is a direct challenge to how most boards approach long-term planning. Biography highlights Co-founder and CEO of PayPal; led the company to its acquisition by eBay for $1.5 billion in 2002 Co-founder and Chairman of Palantir Technologies since 2003; the company went public in 2020 and reached a market capitalisation exceeding $300 billion First outside investor in Facebook, acquiring approximately 10% of the company for $500,000 in 2004; board member until 2022 Co-founder and partner at Founders Fund, with a portfolio including SpaceX, Airbnb, Stripe, and Lyft Author of Zero to One: Notes on Startups, or How to Build the Future (2014) – #1 New York Times bestseller and widely adopted reference text in investor and founder communities Holds a BA in Philosophy and a JD from Stanford University; has taught at Stanford Law School and serves on the Hoover Institution’s Board of Overseers Founder of the Thiel Fellowship, which provides $100,000 grants to young entrepreneurs who forgo university to build companies World Economic Forum Young Global Leader; TechCrunch Crunchie Award, Venture Capitalist of the Year Biography The most expensive strategic mistake a leadership team can make is to compete at full intensity for something not worth fighting over. Most organisations never ask that question. Peter Thiel has spent three decades asking it – and the answer, across PayPal, Palantir, and Founders Fund, has been the same: the most valuable companies do not win competitions; they make them irrelevant. Thiel co-founded PayPal in 1998, led it as CEO through its 2002 acquisition by eBay for $1.5 billion, and then co-founded Palantir Technologies, a data analytics firm now serving governments and major institutions worldwide. He was also the first outside investor in Facebook, acquiring roughly 10% of the company for $500,000 in 2004. His Founders Fund portfolio – built on a philosophy of backing what others won’t – includes SpaceX, Airbnb, and Stripe. His 2014 book Zero to One: Notes on Startups, or How to Build the Future made the underlying argument explicit. The most valuable businesses go from zero to one – they create something genuinely new rather than competing for a larger share of something that already exists. Going from one to n, Thiel argues, is replication. Competitive markets grind down returns until no one profits. The strategic question worth asking is not how to win – it’s whether to compete at all. Thiel chairs Palantir’s board and is a partner at Founders Fund. He holds a BA in Philosophy and a JD from Stanford, where he has taught at the law school and serves on the Hoover Institution’s Board of Overseers. He founded the Thiel Fellowship, which grants $100,000 to young founders who leave university to build companies – a direct expression of his conviction that conventional paths often foreclose the unconventional thinking that creates real value. Key speaking topics Creative monopoly and competitive strategy Technology company building and venture capital Contrarian thinking and differentiated investment Artificial intelligence and the future of technology Long-term strategic planning and definite optimism Entrepreneurship and company formation The stagnation of technological progress Ideal for Executive and board leadership teams examining competitive strategy and business model differentiation Chief Strategy Officers, transformation leads, and senior leadership forums in technology-intensive industries Founder and investor communities at the intersection of innovation and capital allocation C-suite audiences focused on AI, data infrastructure, and long-term technology strategy Audience outcomes A concrete framework – the zero-to-one distinction – for evaluating whether a strategy is genuinely new or a structured form of competitive imitation Understanding of why monopoly, correctly defined, is the goal of lasting business strategy, and what the four durable sources of monopoly advantage are A practical diagnostic tool – the contrarian question – for identifying differentiated insight in their own market or category A grounded perspective on how power-law logic in venture capital applies to internal resource allocation and portfolio thinking A clearer view of where technology is genuinely advancing, where it has stalled, and what that means for decisions made today