Leadership

Why organisations work with Susan David She is the named originator of Emotional Agility, a peer-reviewed psychological framework that Harvard Business Review designated a Management Idea of the Year and Thinkers50 awarded its Breakthrough Idea Award. Her authority sits at Harvard Medical School and the Institute of Coaching at McLean Hospital, which means leadership teams get clinical psychology, not motivational content dressed as science. She gives senior leaders a usable method for operating under pressure: working with hard emotions as signal rather than noise, and translating values into decisions when stakes are high. Her research base spans more than two decades of work on emotion, resilience and change, and her writing in HBR, the New York Times, Washington Post and the Wall Street Journal puts her in front of the same readership a board does. She is South African, trained at Yale, and brings a register that travels across global executive audiences without the wellness-industry tone that often blunts this material. Biography highlights Faculty psychologist, Harvard Medical School. Cofounder and co-director, Institute of Coaching at McLean Hospital, a Harvard Medical School affiliate. CEO, Evidence Based Psychology. Author of the #1 Wall Street Journal bestseller Emotional Agility, translated into more than 30 languages. Winner of the Thinkers50 Breakthrough Idea Award; named to the Thinkers50 ranking of the world’s most influential management thinkers. TED Talk “The Gift and Power of Emotional Courage” delivered at TEDWomen 2017, with more than 11 million views on TED.com. Biography Most leadership advice asks senior people to stay positive under pressure. The clinical evidence says the opposite. Suppressing difficult emotion narrows judgement, erodes decision quality and corrodes trust over time. That gap, between the slogan and the science, is where Susan David built her work. She is a faculty psychologist at Harvard Medical School and cofounder of the Institute of Coaching at McLean Hospital, a Harvard Medical School affiliate. Her framework, Emotional Agility, was named a Management Idea of the Year by Harvard Business Review and won the Thinkers50 Breakthrough Idea Award. The book of the same title was a #1 Wall Street Journal bestseller and has been translated into more than 30 languages. The framework treats emotions as data on values, not as performance problems. It gives leaders a way to notice what they are feeling, label it accurately, separate the feeling from the impulse to act on it, and then make a values-based choice. It is a discipline, not a mood, and it scales from individual executive judgement to how cultures handle hard conversations, conflict and change. Her work has reached management readers through HBR, the New York Times, Washington Post and the Wall Street Journal, and a wider audience through her TEDWomen 2017 talk. The audiences that book her are usually executive teams under sustained pressure: leadership groups mid-restructure, partner cohorts in professional services, and senior teams trying to rebuild trust after shock. They leave with a method, not a mood-lift. Key speaking topics Emotional agility Self-leadership under pressure Resilience and change Decision-making under stress Values-based leadership Workplace mental health and wellbeing Culture and emotional honesty at work Ideal for CEOs, C-suite teams and boards leading through restructure, integration or sustained pressure. CHROs and senior people leaders rebuilding engagement and trust after change. Partner groups and senior cohorts in professional services, finance and law. Executive development and high-potential leadership programmes. Audience outcomes A working definition of emotional agility, with the four steps that turn it from idea into practice. A way to read difficult emotions as data on values rather than as problems to suppress. Language to lead hard conversations without retreating into positivity or performance. A method for staying decisive under pressure, including in moments of public scrutiny or internal conflict. A clearer link between personal values and the day-to-day choices a leadership role demands.

Why organisations work with Colin MacLachlan He has been the hostage, the hostage negotiator and the hostage rescuer. Very few people on any speaker roster have operated on all three sides of a crisis, and it shows in how he teaches boards to read one. His account of the 2005 Basra prison incident, including repeated mock executions before British forces broke through the compound walls, gives senior audiences an unvarnished view of composure under conditions no leadership course simulates. As an instructor on Series 1 of Channel 4’s SAS: Who Dares Wins, he has publicly assessed how ordinary civilians perform under Selection-grade pressure, which translates directly into honest diagnostics of corporate teams. He pairs the platform with clinical substance: co-founder of Who Dares Cares, a UK charity supporting Armed Forces and Blue Light personnel with PTSD, so the resilience content is built on years of live casework rather than stage anecdote. Author of The Pilgrim: SAS Who Dares Wins (Pen and Sword), endorsed by Bear Grylls, Chris Ryan, Andy McNab and Damien Lewis, which gives buyers a named, citable body of work to brief their leadership against. Biography highlights 22 SAS operator (Mountain Troop), serving in Northern Ireland, Iraq, Afghanistan and Sierra Leone. Took part in Operation Barras, the 2000 hostage rescue of British soldiers from the West Side Boys in Sierra Leone. Central figure in the Basra prison incident of September 2005, captured by Iraqi police and rescued by British forces. Instructor on Series 1 of Channel 4’s SAS: Who Dares Wins; contributor to Channel 5’s Secrets of the SAS. Author of The Pilgrim: SAS Who Dares Wins (Pen and Sword), endorsed by Bear Grylls, Chris Ryan, Andy McNab and Damien Lewis. Co-founder of Who Dares Cares, a UK charity supporting Armed Forces and Blue Light personnel living with PTSD. Biography Two British SAS soldiers were captured by Iraqi police in Basra on 19 September 2005 and held through a series of mock executions before a Warrior-led assault broke through the compound walls and extracted them. Colin MacLachlan was one of those two men. That single episode shapes how he talks to leadership teams about composure, and why serious audiences listen. The operational record behind it is equally specific. Mountain Troop in 22 SAS, deployments across Northern Ireland, Iraq, Afghanistan and Sierra Leone, and a role in Operation Barras, the 2000 hostage rescue against the West Side Boys. Hostage negotiation, hostage rescue and being taken hostage are three distinct problems. Very few operators have done all three, and that combined perspective is what gives his leadership argument its weight. The public-facing work gives buyers a body of evidence they can brief against. He was an instructor on Series 1 of Channel 4’s SAS: Who Dares Wins, putting civilians through Selection-grade pressure on camera, and a contributor to Channel 5’s Secrets of the SAS. His memoir, The Pilgrim: SAS Who Dares Wins, is published by Pen and Sword and carries cover endorsements from Bear Grylls, Chris Ryan, Andy McNab and Damien Lewis. He also co-founded Who Dares Cares, a UK charity supporting Armed Forces and Blue Light personnel with PTSD. That is what keeps the resilience material honest. When he tells a leadership team how stress shows up inside a person months after the event, the claim is backed by years of clinical casework, not a stage anecdote. Key speaking topics Leadership and decision-making under pressure Crisis response and high-stakes negotiation Team performance in hostile environments Resilience and recovery from acute stress Risk assessment and security awareness Hostage survival and the psychology of captivity Veteran mental health and post-traumatic growth Ideal for Boards and executive committees stress-testing how their leadership team behaves when a crisis is live, not rehearsed. CROs, heads of security and business-continuity leads responsible for people in volatile jurisdictions. CHROs and wellbeing leads building resilience programmes that need clinical credibility, not motivational theatre. Senior leadership offsites where the brief is composure, judgement and team cohesion under sustained pressure. Audience outcomes A concrete vocabulary for making decisions when information is incomplete and the cost of delay is high. A sharper read on how individuals and teams actually behave under acute stress, drawn from Selection-grade assessments and live operations. A working understanding of hostage and crisis negotiation logic that transfers to hostile commercial situations. A more honest view of post-traumatic stress and recovery, useful to anyone responsible for people who have been through a serious event. A memorable, citable set of operational examples that senior audiences take back into their own leadership conversations.

Why organisations work with Tim Munden His “inner and outer game” framework gives leadership teams a practical diagnostic for the gap between leadership intent and leadership behaviour – and a structured path to close it He built and ran global leadership development for Unilever’s 135,000-person workforce, including pipeline programmes for the most senior roles in the organisation; he knows what works at enterprise scale, not just in the classroom Unilever’s “Discover Your Purpose” programme, which he designed and led, reached 56,000 employees and was validated through randomised controlled trials – a level of rigour that most leadership interventions never reach He co-founded the Global Business Collaboration for Better Workplace Mental Health, giving him a credible and practical perspective on the link between psychological safety, energy, and sustained organisational performance His Senior Associate role at the Cambridge Institute for Sustainability Leadership connects his leadership frameworks to the strategic context – purpose, resilience, and transformation for the longer term – that boards increasingly expect their senior teams to navigate Biography highlights Former Chief Learning Officer and Head of Wellbeing, Unilever – responsible for leadership development and learning across a 135,000-person global workforce Former HR Vice President, Unilever UK & Ireland – a €2.5bn business unit Senior Associate, Cambridge Institute for Sustainability Leadership (CISL), University of Cambridge Founder and Director, Kairon – an executive leadership and culture consultancy Co-founded the Global Business Collaboration for Better Workplace Mental Health; represented Unilever on the UK Thriving at Work Leadership Council Developed Unilever’s “Discover Your Purpose” programme, reaching 56,000 employees with outcomes validated through randomised controlled trials Joined Unilever as a graduate trainee in 1993; career spans roles across the Netherlands, Belgium, the US, and the UK Holds a Bachelor’s and Master’s degree from the University of Manchester and Manchester School of Management Biography Leadership development in large organisations has a persistent failure mode: it develops individuals in isolation from the organisational culture that will either enable or undermine everything they have learned. Tim Munden spent the better part of three decades inside one of the world’s most complex multinationals working on both sides of that problem simultaneously. As Chief Learning Officer and Head of Wellbeing at Unilever, Munden was accountable for leadership capability across a 135,000-person workforce. His approach centred on what he describes as the “inner and outer game” of leadership – the inner being the psychological clarity, purpose, and resilience that allows a leader to act under pressure; the outer being the cultural architecture and organisational design that gives people the conditions to perform. Neither works without the other. That dual framework now shapes how he advises executive teams and consults with organisations across financial services, technology, pharmaceuticals, and consumer goods. The practical rigour behind his work is verifiable. The “Discover Your Purpose” programme Munden designed at Unilever was completed by 56,000 employees, with outcomes – including improved psychological safety, work fulfilment, and discretionary effort – tested through randomised controlled trials. He also co-founded the Global Business Collaboration for Better Workplace Mental Health and represented Unilever on the UK Thriving at Work Leadership Council, establishing workplace wellbeing not as a wellbeing initiative but as a leadership strategy with measurable business consequences. Since leaving Unilever, Munden has continued this work through Kairon, his consulting practice, and as a Senior Associate at the Cambridge Institute for Sustainability Leadership – where the connection between leadership capability and long-term organisational resilience is a central research concern. He brings to boards and senior leadership teams the rare combination of having operated at CLO level inside a global organisation and having built the frameworks to explain – and replicate – what makes leadership development work in practice. Key speaking topics Leadership capability for disruption and transformation Purpose-driven culture and organisations The inner and outer game of leadership Workplace wellbeing as a performance strategy Leadership development at enterprise scale Psychological safety and organisational agility Future of leadership in complex organisations Ideal for CHROs, Chief People Officers, and senior HR leadership teams designing enterprise leadership strategy CEOs and executive committees navigating significant transformation or cultural change Learning and development leaders building or evaluating large-scale leadership programmes Boards and remuneration committees examining the link between leadership culture and long-term organisational resilience Audience outcomes A clear model – the inner and outer game – for diagnosing where leadership capability is breaking down and what to do about it Practical understanding of how purpose can be embedded in organisational culture at scale, with evidence from a large, tested programme A more precise vocabulary for the link between psychological safety, wellbeing, and sustained performance – moving the conversation beyond wellbeing as an HR initiative Insight into what enterprise-scale leadership development actually requires, drawn from direct experience at one of the world’s largest consumer goods companies Clearer thinking on the leadership capabilities most needed to maintain performance in periods of sustained uncertainty

About Jennifer Medhurst Jennifer believes that our individual backgrounds, preferences and needs mean that everyone will have their own imperfectly perfect way of eating. She also argues that these needs can change on a daily basis, meaning there is no one size fits all when it comes to nutrition – it’s personal and unique to everyone. Her accessible yet evidence-based approach empowers people through education to confidently make the right decisions for their own unique body and ultimately afford them as long and healthy a life as possible. Keen to promote a positive and inclusive health message Jennifer combines ‘science-based nutritious with delicious’ in all of her work, encouraging people to embrace the joy of cooking from scratch and eating seriously tasty food. Jennifer’s career in nutrition started almost accidentally while looking for solutions to health issues that had developed while completing her Law degree. After visiting a nutritionist, she was shocked at how quickly her symptoms eased. Many hours in the kitchen and some failed experiments later a new passion was discovered, and she set up a successful health food catering business and a food blog to share her recipes. Yet, an increasing volume of conflicting information around diet in the public domain, and a desire to help others, compelled Jennifer to pursue her knowledge further and formally train at the College for Naturopathic Medicine, where she completed a three-year Nutrition diploma with distinction and eventually set up her clinic. Now Jennifer’s recipe creations live on her TikTok and Instagram accounts as well as her website, reaching more than 1.5 million people to date. She provides resources to help people live healthier lives with inspiring, quick, healthy and delicious recipes using common ingredients. Jennifer doesn’t want anyone else to lose precious time to poor health simply because of a lack of information and believes eating well is the simplest way to improve overall health, prevent illness and increase the quality and length of all of our lives.

About Griselda Togobo She is also a multi-faceted entrepreneur, engineer and chartered accountant. She is a commercially focused business consultant at her core, but her experience as a black woman in the corporate world drives her. She now uses her vast international experience to help progressive global companies create inclusive workplaces. She works directly with CEOs and business leaders to close the gender and ethnicity gaps in their organisations. She is a respected and impactful keynote speaker and is known for her high energy and engaging style. Griselda offers a fresh approach leadership. She graduated from Cambridge University, Wolfson College with an MPhil in Industrial Systems, Manufacture and Management. Before becoming an entrepreneur, she was a management consultant at Deloitte LLP. She is a passionate advocate for advancing girls and women in Science, Technology, Engineering and Maths sectors. Griselda is passionate about supporting female leaders through her work, as Chairwoman of forwardladies.com since 2014, which she has built up into a 20,000-strong (and growing) professional women’s network.

About Harvey Goldsmith Harvey Goldsmith’s career began as a promoter in the 1960s. By the end of that decade, he’d created a number of high profile events, including the Crystal Palace Garden Parties and the 14 Hour Technicolor Dream. In the next ten years, Wembley Stadium became a major destination for the world’s leading artists, and London became the top city for pop concerts. As his career progressed, so did his projects. In 1978 he promoted the first major global TV event – Concerts for Kampuchea – which raised over $2 million from global sales. Perhaps one of the biggest events of his career, the ‘Global Juke Box’ Live Aid, raised £140 million in 1985, and included 17 hours of live television broadcast in 60 countries. In 2005 the feat was repeated, with ten Live 8 concerts running on the same day being broadcast worldwide. A huge number of bands and artists were involved, and it confirmed Goldsmith’s belief that popular music could be a massively successful means of fundraising. During his career, he has been instrumental in organising and promoting concerts in aid of human rights, and thanks to this success, his company was brought in as Executive Producers of the 1990 performance of ‘The Wall’ in Berlin. In 1992, he organised the Tribute to Freddie Mercury to increase AIDs awareness, and became chairman of the first National Music Day, during which 1500 musical events took place around the UK. In 1993, he was made Vice Chairman of the Prince’s Trust Management Board, and has since become synonymous with the organisation. Harvey is internationally recognised as an authority on music, communications, humanitarian issues, philanthropy, poverty, human rights and Africa. He speaks on leadership, motivation, music and media. In addition he is a business entrepreneur and covers a number of business related topics. Harvey is a great corporate and after dinner speaker, and continues to delight and inspire audiences all over the world.

Why organisations work with Ben Owen He has spent more than two decades on the operational side of intelligence, from sniper duties in Iraq to leading covert teams against counter-terrorism, counter-proliferation, and counter-espionage targets. Few cyber speakers can speak from that side of the line. He runs live OSINT demonstrations from the stage, exposing what an attacker can assemble about a named executive in minutes. Audiences leave with a visceral understanding of their own exposure, not a slide on the threat landscape. As co-founder of The OSINT Group and Co-Director EMEA for Fortalice Solutions, he advises corporates and high net worth principals on digital risk every week. The keynote content is drawn from current casework, not historical anecdote. His Hunted profile gives him cultural reach that board members already recognise, which lowers the resistance non-technical executives bring to cyber conversations. Biography highlights Co-founder, The OSINT Group, an intelligence-led cyber security consultancy. Co-Director, EMEA Region, Fortalice Solutions, the global cyber and intelligence firm founded by former White House CIO Theresa Payton. Former British intelligence officer, with operational experience in counter-terrorism, counter-proliferation, and counter-espionage. Former sniper in the British Forces, deployed to Cyprus, Kuwait, and Iraq. Lead hunter and Head of Intelligence across the UK, US, and Australian versions of Hunted (Channel 4, CBS, Channel 10). Quoted by The National and Transport + Energy on online fraud and EV charging cyber risk. Biography The attack surface that matters to senior leaders is no longer the corporate firewall. It is the LinkedIn post that confirms a travel date, the loyalty programme that leaks an address, the family member whose social profile fills in the gap. Adversaries assemble these fragments into a picture. Most boards have never been shown that picture. Ben Owen has spent his career on the other side of it. He served as a sniper in the British Forces in Cyprus, Kuwait, and Iraq, then moved into the British intelligence services, where he led covert teams running counter-terrorism, counter-proliferation, and counter-espionage operations. Twenty-five years of operational work sits behind the keynote. He now co-runs The OSINT Group, an intelligence-led cyber consultancy, and serves as Co-Director EMEA at Fortalice Solutions, the firm founded by former White House CIO Theresa Payton. Current client work, on high net worth principals, corporate executives, and institutional risk, supplies the material for his speaking. Television audiences know him as a recurring hunter across the UK, US, and Australian versions of Hunted; corporate audiences see the same skill set turned on their own organisation. On stage he runs live demonstrations. A volunteer’s name and employer are usually enough to build a profile in front of the room. The point is not theatre. It is to compress the gap between abstract cyber briefings and the operational reality a board now has to govern. Key speaking topics Cyber security as a board-level risk Open-source intelligence and digital footprint exposure The human element of modern cyber threats Executive and principal protection in a digital environment Counter-fraud and social engineering Operational leadership under pressure Surveillance, evasion, and the Hunted methodology Ideal for Boards, CISOs, and CROs commissioning a non-technical reset on cyber risk Executive offboarding, principal protection, and family office audiences Sales kick-offs and client events where a recognisable name needs to land a serious message Industry conferences on financial services, energy, transport, and professional services Audience outcomes A working picture of what a determined adversary can learn about a named executive from open sources alone Specific changes to personal digital hygiene that materially reduce exposure within a week A vocabulary for boards to interrogate their cyber and intelligence functions without retreating into IT jargon A sharper sense of where social engineering and OSINT meet, and why the human layer is now the primary breach vector

Why organisations work with Oliver Burkeman His «efficiency trap» argument; that pursuing greater efficiency increases the demands made on time rather than reducing them, gives leaders a named, evidence-based explanation for why their productivity programmes are making things worse. This is not a motivational reframe; it is a structural diagnosis. Four Thousand Weeks and Meditations for Mortals are already in the hands of senior leaders and knowledge workers. A session with Burkeman builds on a shared conceptual vocabulary rather than introducing one from scratch, which shortens the distance from insight to action. His «imperfectionism» framework, developed in Meditations for Mortals, gives teams a practical operating principle: that meaningful action does not require ideal conditions, and that waiting for control is itself the performance problem. He approaches this as a journalist with fourteen years of empirical investigation into the psychology of time and attention, not as a consultant with a methodology to sell. His arguments are critical rather than prescriptive, which gives them greater durability in boardroom and executive conversations. Two national bestsellers, two TEDx talks, and a decade-long BBC Radio 4 presenting record mean his material has been tested across audiences, formats, and cultures without dilution. Biography highlights Author of Four Thousand Weeks: Time Management for Mortals (2021, Farrar, Straus and Giroux), New York Times and Sunday Times bestseller; named one of the best books of 2021 by the Financial Times, The Times, The Observer, Audible, Time, and Barnes & Noble Author of Meditations for Mortals (2024, Farrar, Straus and Giroux) – national bestseller; introduces his operational philosophy of «imperfectionism» Former staff writer and weekly columnist at The Guardian; «This Column Will Change Your Life» ran for fourteen years (2006–2020) Writing has appeared in the New York Times, Wall Street Journal, Psychologies, and New Philosopher Winner, Foreign Press Association Young Journalist of the Year Award (2002); shortlisted, Orwell Prize (2006); FPA science story of the year (2015) Educated at Christ’s College, Cambridge (BA Social and Political Sciences) Presenter of BBC Radio 4 series including «Oliver Burkeman is Busy» and «Living with the News» TEDx talks: «How to stop fighting against time» (TEDxUniversityofNicosia) and «Why patience is a superpower» (TEDxManchester) Biography Most senior leaders know their organisations are overloaded. Fewer can explain why every investment in productivity appears to make it worse. Oliver Burkeman spent fourteen years as a columnist and journalist at The Guardian investigating exactly this tension, and his conclusion was not a better system, but a structural critique of the system itself. His 2021 New York Times and Sunday Times bestseller, Four Thousand Weeks: Time Management for Mortals names this «the efficiency trap»: the more capacity organisations and individuals create, the more demands expand to fill it. The book argues that the premise of eventually getting on top of everything is not a problem to be solved with better methods, but a structural illusion that drives the overload it promises to end. For leaders navigating performance culture debates, it provides intellectual grounding that goes well beyond the self-help category. His 2024 follow-up, Meditations for Mortals, develops a named operational philosophy, «imperfectionism» as a practical alternative. The argument is not that people should do less, but that taking meaningful action requires abandoning the precondition that conditions be ideal first. This gives teams and their leaders a durable, non-sentimental vocabulary for moving from awareness of overload to genuinely different behaviour. Burkeman trained at Christ’s College, Cambridge, reported from London, Washington, and New York, and was shortlisted for the Orwell Prize. His work has appeared in the New York Times, Wall Street Journal, and New Philosopher, and he presents BBC Radio 4 series alongside his newsletter, The Imperfectionist, which has built a substantial professional following. Key speaking topics Productivity culture and the efficiency trap Time, attention, and human finitude Imperfectionism as an organisational operating philosophy Burnout, overload, and performance culture Meaningful work and prioritisation under constraint The psychology of distraction and focus Patience as a strategic capability Ideal for CHROs and People directors addressing burnout, overload, and performance culture Senior leadership teams reviewing the assumptions underlying their productivity and ways-of-working programmes Conference audiences in knowledge-intensive sectors where attention, prioritisation, and sustainable output are live strategic concerns Boards and executive teams examining the relationship between culture, wellbeing, and long-term organisational performance Audience outcomes A named framework (the efficiency trap) for explaining why productivity investment can increase rather than reduce overload, applicable immediately in leadership conversations Clearer language for the tension between performance expectations and human limits, reducing the vagueness that makes wellbeing conversations difficult to act on Familiarity with «imperfectionism» as a practical operating principle for individuals and teams working under conditions of permanent overload A reframing of prioritisation: not as a time management technique, but as the fundamental capability that determines organisational focus Greater confidence in decisions to stop, delay, or deprioritise – backed by a rigorous philosophical and psychological argument rather than sentiment

Why organisations work with Jake Havron He treats influence as a learnable skill with named components (motivators, decision methods, body language, congruence), not a personality trait, which gives sales and leadership teams something they can actually practise. He has trained inside revenue-heavy environments rather than seminar rooms, including real estate organisations reporting $300M to $1.6B in annual sales and the HVAC contractor audience at ACCA 2024. His material is built for entrepreneurial and mastermind audiences, GoBundance, MentorBox, 180 Elevate, where the bar for application is high and theory does not survive the room. The framework targets the gap between effort and persuasion that most sales managers describe but cannot name: why two reps with identical scripts close at different rates. Biography highlights Founder of Dream Life Mastery Company and co-founder of FORDIFY, a personal branding agency whose clients include Life Time Fitness. Keynote speaker at the ACCA 2024 conference, addressing roughly 1,000 HVAC contractors on leading with influence. Trainer for GoBundance, MentorBox, 787 Coffee Co. and 180 Elevate Nonprofit. Has worked with real estate sales organisations reporting between $300M and $1.6B in annual revenue. Co-leads the ITfactor Mentorship Program with speaker Emily Ford. Background as a registered nurse before moving into business strategy and speaking. Biography Most sales and leadership development still treats influence as a soft skill, something either you have or you do not. Havron’s argument is the opposite. Influence has structure. People shift their decisions for identifiable reasons, and a salesperson or leader who cannot name those reasons is guessing in the room. His “4 Pillars of Influence” framework, motivators, decision methods, body language and congruence, is built around that claim. Each pillar names a variable a practitioner can read in a live conversation and adjust. It is a working model for people whose income depends on whether the person across the table moves. The audiences he trains tend to be commercially exposed: real estate teams in the $300M to $1.6B revenue range, mastermind communities like GoBundance, and trade audiences such as the ACCA 2024 contractor conference. He also co-founded FORDIFY, a personal branding agency that has worked with brands including Life Time Fitness, and runs the ITfactor Mentorship Program with Emily Ford. Havron’s path into the work is unusual. He was a registered nurse before building Dream Life Mastery Company and moving full-time into strategy and keynote work. The clinical background shows up in how he teaches: behaviour first, theory second, and a bias toward what a person can actually do differently on Monday morning. Key speaking topics Influence in sales Influence in leadership Self-leadership and personal effectiveness Sales team performance Communication and persuasion Entrepreneurial leadership Ideal for Sales leaders and high-performing sales teams in revenue-driven sectors Entrepreneur and founder communities, mastermind groups, and scale-up leadership audiences Franchise and channel-partner audiences where influence sits at the centre of the commercial model Front-line managers stepping into senior leadership roles for the first time Audience outcomes A named, four-part vocabulary for influence that teams can apply in live sales and leadership conversations. The ability to read motivators and decision methods in a counterpart, not just deliver a script. A separation between influence and pressure tactics, and a working sense of why the second tends to backfire. Specific adjustments leaders can make in body language and congruence when the room is not moving with them.

Why organisations work with Gloria Garcia She has made high-stakes decisions for a living, protecting ultra-high-net-worth families across Chicago, Mexico City, New York, London and Paris. The lessons she brings on presence and judgement come from work where the cost of error is not a missed quarter. Her background is operator-grade, not adjacent: Cook County Sheriff’s Department, Special Operations Response Team training, corrections leadership in the RTU Men’s Division, SIA-licensed close protection. Buyers get someone who has done the job, not someone who has studied it. She is one of a very small number of senior female close protection specialists on the international circuit, which gives her a credible platform for audiences working on women’s progression in operational, security and male-dominated environments. Her acting practice, including a role cast personally by J.J. Abrams in Star Wars: The Force Awakens, gives her a second language for presence, performance and audience reading that translates directly into executive communication. She speaks from a personal story, a survived kidnapping attempt at age 11, without making the story the product. The story sets up the work; the work is what she teaches. Biography highlights Cook County Sheriff’s Department officer, trained under the Special Operations Response Team (S.O.R.T.) and posted to Cook County Prison’s RTU Men’s Division. SIA-licensed close protection operative with over twenty years of experience protecting ultra-high-net-worth clients internationally. Known professionally as “La Mirla” (“The Blackbird”) within the private protection circuit. Actress cast personally by J.J. Abrams as the “Jakku Defender” in Star Wars: The Force Awakens (2015). Recent screen credits include Dr. Sofia Guijarro in Nine Bodies in a Mexican Morgue (2025) and Agent Niki Delgado in Malice (2025-26). Represented for speaking by Kruger Cowne; life rights reported in development as a feature film with producer Lucas Foster. Biography Most executives will never work a live protection detail. The people who do will tell you the job is not physical force. It is attention: who is in the room, what has changed in the last thirty seconds, which person is a threat and which is a distraction. Gloria Garcia has spent two decades doing that job at the top of the market, for ultra-high-net-worth principals across Chicago, Mexico City, New York, Los Angeles, London and Paris. Her training is operator-grade. She came through the Cook County Sheriff’s Department under the Special Operations Response Team, ran a post in Cook County Prison’s RTU Men’s Division, then moved into international close protection as an SIA-licensed specialist. Inside the circuit she is known as “La Mirla”, “The Blackbird”. It is not a nickname she uses on stage. It is the one her peers use for her. She is also a working actress. J.J. Abrams cast her personally as the “Jakku Defender” in Star Wars: The Force Awakens. More recent roles include Dr. Sofia Guijarro in Nine Bodies in a Mexican Morgue and Agent Niki Delgado in the series Malice. The overlap matters: acting and protection both turn on reading people, holding presence, and adapting in real time. When she talks to leadership audiences about composure and communication, both practices are visible in the room. The personal starting point is a survived kidnapping attempt at age 11, in Cicero, Illinois. She tells that story because it explains the choice of career, not because it is the lesson. The lesson is what she built afterwards: a discipline of attention, trust and communication that senior leaders recognise the moment they hear it. Key speaking topics Decision-making under physical and reputational threat Situational awareness and presence in high-stakes rooms Communication tactics in protective and adversarial settings Women in operational and male-dominated roles Trauma, recovery and the choice to protect others Trust and composure in executive teams Ideal for Senior leaders and boards wanting a visceral perspective on judgement under pressure Security, risk and resilience functions looking beyond technical content Women’s leadership programmes in operational, industrial or security-heavy sectors Culture and communication events where presence and credibility are the brief Audience outcomes A sharper mental model for what composure actually looks like, from someone who uses it professionally Practical ways to read a room faster, including who to listen to and who to watch A clearer sense of how to communicate authority without raising volume A human account of turning a formative threat into a working discipline Renewed appetite for putting trusted operators, not only specialists, in front of senior teams

Why organisations work with David Brabham He has won the 24 Hours of Le Mans outright, a 24-hour team sport where one weak link across 60 people ends the race. That is a different reference point to draw on than a pure individual-sport narrative. He is the only driver in the history of the American Le Mans Series to win races and take pole positions in all four competitive classes, a credential that signals adaptability across very different cars, teams, and race formats. He carries the Brabham name through three operating contexts: driver for the family F1 team, overall Le Mans winner for Peugeot, and founder of Brabham Automotive. Audiences get sport, corporate, and entrepreneurial perspectives from one speaker. He stayed in the car at Simtek in 1994 after the death of his team mate Roland Ratzenberger at Imola. When he speaks about composure under pressure, the source material is direct. He is comfortable in after-dinner and hosted formats as well as keynotes, which gives event teams flexibility on how to place him in a programme. Biography highlights Overall winner, 2009 24 Hours of Le Mans, with Peugeot (908 HDi FAP), co-driving with Alexander Wurz and Marc Gene. Le Mans GT1 class winner in 2007 and 2008 with Aston Martin Racing (DBR9). American Le Mans Series LMP champion, 2009 and 2010, with Patron Highcroft Racing and Acura. Formula One driver with Brabham (1990) and Simtek (1994); team mate to Roland Ratzenberger. Japanese GT Championship winner, 1996. Bathurst 1000 winner, 1997. Founder of Brabham Automotive and the BT62 track car, launched in London in 2018. Member of the British Racing Drivers’ Club. Patron of the UK cancer charity Hope for Tomorrow. Biography Le Mans is a 24-hour race with roughly 60 people behind every car and a failure rate that runs close to half the grid. Winning it outright once is a career. David Brabham did it in 2009, with Peugeot, having already taken the GT1 class twice in the two previous years with Aston Martin. The pattern underneath those results is the story he brings to corporate audiences. He is the only driver in the history of the American Le Mans Series to have won races and taken poles in all four classes, from prototype to production GT. Back-to-back ALMS titles in 2009 and 2010 with Patron Highcroft and Acura came in a series where small execution advantages decide seasons. Consistency at that level is a team capability, not a personal one, and he talks about it that way. The wider career sharpens the material. He drove in Formula One for his family team in 1990 and for Simtek in 1994, where he lost team mate Roland Ratzenberger at Imola and continued to race the rest of the season. Later he built Brabham Automotive around the BT62 and launched it publicly in London in 2018, carrying the family brand into its own manufacturing business. For senior audiences the value is practical. He can describe, from the cockpit and the pit wall, how elite teams handle risk, prepare for conditions they cannot control, and recover when something goes wrong mid-race. The references are specific, named, and drawn from the highest level of professional motorsport. Key speaking topics High-performance teamwork Decision-making under pressure Leadership in competitive environments Resilience and focus after setbacks Brand building and heritage Preparation and execution at elite level Ideal for Senior leadership teams looking at how elite performance environments coordinate under pressure Sales and commercial leadership meetings focused on consistency of execution Automotive, engineering, and manufacturing organisations with technical workforces Annual conferences and after-dinner programmes where event teams want a credible non-business voice in the room Audience outcomes A clear picture of how a 60-person team wins a 24-hour race, and which of those mechanics transfer to a corporate setting Specific examples of how elite drivers prepare for conditions they cannot control on the day A direct account of composure and continuity after a team loss, from someone who lived it in 1994 A different vocabulary for talking about risk, handover, and recovery inside a business

Why organisations work with Jeremy Snape He has run the experiment in public. As performance coach to Shane Warne’s Rajasthan Royals, he built the dressing-room culture that won the inaugural IPL title against far better-resourced franchises. His work sits at the join between two credentials most consultants only have one of: an England international playing career and a master’s in sport psychology, applied across Premier League football, England Rugby and South African cricket. The “Inside the Mind of Champions” podcast gives him a continuously refreshed evidence base. Guests include Sir Alex Ferguson, Pep Guardiola, Eddie Jones and Rahul Dravid, and the material feeds directly into his executive sessions. Through Sporting Edge, he has spent two decades translating sport psychology into corporate practice rather than telling sporting war stories with a thin business gloss on top. Biography highlights Former England international cricketer, 10 ODIs and one T20I, with a Man of the Match award on ODI debut against Zimbabwe. County career at Northamptonshire, Gloucestershire and Leicestershire; captained Leicestershire and lifted the Twenty20 Cup in 2004. Master’s degree in sport psychology, taken during the latter stage of his playing career. Performance coach to the Rajasthan Royals during their IPL title-winning campaign under Shane Warne, with subsequent roles at Delhi Daredevils, England Rugby, Premier League football clubs and the South African national cricket team. Founder and Managing Director of Sporting Edge, the performance consultancy he established in 2005. Non-Executive Director of the League Managers Association since 2013, supporting leadership development for football managers at St George’s Park. Host of the “Inside the Mind of Champions” podcast, with guests including Sir Alex Ferguson, Pep Guardiola, Eddie Jones, Rahul Dravid and Shane Warne. Biography The Rajasthan Royals were the cheapest-bought, lowest-rated franchise in the inaugural Indian Premier League. They won it. The performance coach embedded with that team, working alongside Shane Warne to build a culture out of nothing in a few weeks, was Jeremy Snape. That project is the cleanest illustration of what he does. Snape played 10 One Day Internationals for England and captained Leicestershire to the Twenty20 Cup, and during the back end of his playing career he took a master’s in sport psychology. The combination is unusual: a working international athlete who became a credentialed performance specialist, rather than an academic with a fan’s interest in sport. Since founding Sporting Edge in 2005, he has taken those methods into corporate work, alongside continued roles in elite sport, including Delhi Daredevils, England Rugby, Premier League football and South African cricket. In 2013 he joined the League Managers Association as a Non-Executive Director, helping design the leadership programmes that football managers take at St George’s Park. His “Inside the Mind of Champions” podcast keeps the research live. Conversations with Sir Alex Ferguson, Pep Guardiola, Eddie Jones, Rahul Dravid and Shane Warne are not entertainment for him; they are the working material that feeds the frameworks he takes into boardrooms on team trust, composure under scrutiny and the unglamorous standards that separate first place from fourth. Key speaking topics High-performance culture Leadership under pressure Team trust and standards Mindset and mental resilience Performance psychology for business Talent development and succession Ideal for CEOs and executive teams entering a sustained period of pressure, scrutiny or transition Senior leadership offsites focused on team standards, trust and decision-making in stretch conditions Sales, trading and client-facing leadership groups whose performance hinges on composure under public-facing risk HR and L&D leads designing leadership development programmes for high-stakes commercial roles Audience outcomes A specific read on how elite sport builds composure and how that translates into executive decision-making under scrutiny. Concrete language for what high-performing team standards actually look like day to day, beyond the values poster on the wall. A clearer view of where individual mindset ends and where team culture has to take over. Methods for sustaining performance after a setback, drawn from named figures in elite sport who have done it publicly.