Leadership

Why organisations work with Guy Verhofstadt He was the European Parliament’s Brexit Coordinator – not an observer of the UK withdrawal process but the person responsible for the Parliament’s institutional position throughout the negotiations. No analyst or commentator holds that credential. His argument for a federal “United States of Europe” as the answer to EU structural fragility is a specific, published intellectual framework developed across four books since 2006 – not a commentary position adopted after the fact. Nearly a decade as Belgian Prime Minister gave him direct, operational experience of governing within EU frameworks during periods of genuine political and economic crisis, including the eurozone’s early stress points. He co-founded the Spinelli Group in 2010, the inter-parliamentary initiative specifically designed to push for EU federalisation – giving him an active network inside European institutions that no external adviser can replicate. As President of the European Movement International and a regular contributor to Project Syndicate, he remains engaged in current EU reform debates – his perspective reflects where those debates are now, not where they were when he left office. Biography highlights Prime Minister of Belgium, 1999-2008; Deputy Prime Minister and Minister of Budget, 1985-1992 European Parliament’s Brexit Coordinator and Chair of the Brexit Steering Group, 2016-2020 Leader of the Alliance of Liberals and Democrats for Europe (ALDE) Group in the European Parliament, 2009-2019 Co-founder of the Spinelli Group (2010), the inter-parliamentary initiative for EU federalisation President of the European Movement International; member of the Club de Madrid Author of four books on European governance, including Europe’s Last Chance (Basic Books, 2017), reviewed in the Wall Street Journal and New York Review of Books; regular contributor to Project Syndicate Biography Europe’s governance architecture was designed for consensus, not speed. Any member state can block legislation, opt out of core commitments, or exit entirely, as the UK demonstrated in 2016. For organisations with material European exposure, that creates a category of political risk that is structural rather than cyclical – the kind that most standard geopolitical analysis does not reach. Guy Verhofstadt spent nearly a decade as Prime Minister of Belgium, governing a federal state at the intersection of Flemish, Walloon, and European politics. He then led the Alliance of Liberals and Democrats for Europe Group in the European Parliament from 2009 to 2019. Those ten years spanned the eurozone debt crisis, the refugee surge, and the early fracturing of European political consensus. When the UK triggered Article 50 in 2016, he was appointed the European Parliament’s Brexit Coordinator and chaired its Brexit Steering Group through the entire withdrawal process until 2020. That role placed him at the institutional centre of the most significant stress test EU governance had faced – not as an analyst, but as the person responsible for the Parliament’s negotiating position at every stage. His published argument, developed across books including The United States of Europe (2006) and Europe’s Last Chance (Basic Books, 2017), holds that EU structural weakness requires a federal solution. Reviewed in the Wall Street Journal and New York Review of Books, it is a practitioner’s diagnosis built on three decades inside the institutions he analyses. He remains active as President of the European Movement International and as a regular contributor to Project Syndicate. Key speaking topics EU institutional reform and governance European geopolitical risk Brexit and EU-UK relations The future of the European project Transatlantic relations and the liberal international order European economic governance and the currency union Political risk for organisations operating in Europe Ideal for CFOs, general counsel, and public affairs leads in multinationals with significant European market exposure Financial services boards and investment committees assessing European regulatory and political risk Policy and public affairs professionals tracking EU institutional reform Conference programmes focused on European geopolitics, global political risk, and the future of the international rules-based order Audience outcomes A clear account of how EU decision-making actually works and where its structural weaknesses lie – from someone who operated inside those structures at the highest level An insider’s reading of the Brexit process, its institutional mechanics, and its continuing implications for EU-UK relations A framework for assessing European political risk that goes beyond headline news and electoral cycles Grounded perspective on EU reform debates – the federal argument, its obstacles, and the realistic trajectories Context for understanding the shift from a rules-based international order to a world of competing power blocs, and what that means for organisations dependent on European stability

Gianpiero Petriglieri’s Background Gianpiero is Associate Professor of Organisational Behaviour at INSEAD. His award-winning research and teaching focus on what it means, and what it takes, to become a leader. He is particularly concerned with leading well in the age of “nomadic professionalism,” in which people have deep bonds to work but loose affiliations to organisations. Building on two decades of experience studying and working with executives and companies around the world, he has refined a unique approach to experiential leadership development that aims to deepen and accelerate the development of individual leaders, as well as to broaden and strengthen leadership communities within and across organisations. At INSEAD, Gianpiero directs the Management Acceleration Programme, the school’s flagship executive programme for emerging leaders, and chairs the initiative for Learning innovation and Teaching Excellence. He also designs and directs customized leadership development programmes for multinationals in a variety of industries. He speaks widely on how to develop and exercise leadership in fast-changing, uncertain, and diverse workplaces. Gianpiero has chaired the World Economic Forum’s Global Agenda Council on new models of leadership and was recently named one of the 50 most influential management thinkers in the world by Thinkers50. He has held Visiting Professor positions at the Harvard Business School, and at Copenhagen Business School. Prior to joining INSEAD, he contributed to executive programs and to the MBA at IMD and trained as a medical doctor and psychiatrist. Current / Past roles and positions Associate Professor of Organizational Behaviour at INSEAD Director of INSEAD’s Management Acceleration Programme for emerging leaders Academic director of INSEAD’s initiative for learning Innovation & teaching excellence Designs and directs experiential development initiatives for global organizations Chaired the World Economic Forum’s Global Agenda Council on New Models of Leadership Held Visiting Professor posts at Harvard Business School and Copenhagen Business School Consultant, coach, and psychotherapist in private practice Achievements & honours Ranked among the world’s top 50 management thinkers by Thinkers50 in 2017 Shortlisted for ‘future thinker’ (2013), ‘leadership’ (2015), and ‘talent’ (2017) award by Thinkers50 Harvard Business Review essays included among the ‘ideas that shaped management’ 5 times GMAC award for the most significant contribution to graduate management education (2011) Winner of numerous awards for teaching excellence Speaking and presentations An energetic, erudite, and highly engaging speaker, Gianpiero presents provocative ideas with a gentle touch. He builds interaction into every talk, regardless of duration and audience size. His unique blend of clinical background and experience in the global business world allows him to pay equal attention to leaders’ inner lives and to their social circumstances. Gianpiero combines cutting-edge research with attentive pre-work, to deliver deep insights and practical advice most relevant to the challenges and aspirations of each audience. Executives at every level and in every industry will be inspired and empowered by his views on how to foster trustworthy leadership, strong communities, and meaningful work.

Why organisations work with Gerald Ratner His name is embedded in the business lexicon. “Doing a Ratner” is not a metaphor; it is a documented event with a verified cost of £500m, which organisations reference every time a leader’s words threaten to become the story. He provides the only first-person account of what happens inside a catastrophic, self-inflicted reputational collapse; not from a crisis consultancy, but from the person who caused it, survived it, and rebuilt from it. His growth story stands independently of the fall. Taking Ratners Group from 130 stores and £13m in sales to 2,500 stores and over £1.2bn in turnover is a concrete case study in scaling a mass-market brand in a staid, elitist industry. He demonstrates that commercial credibility can be rebuilt without institutional support. The health club sold for £3.9m and GeraldOnline’s subsequent emergence as the UK’s largest online jewellery business were both built after banks had refused to back him. His 2007 autobiography “The Rise and Fall…and Rise Again,” reviewed in the Financial Times and serialised in the Sunday Times, gives audiences a structured, honest account rather than the selective narrative most comeback stories rely on. Biography highlights CEO and Chairman of Ratners Group, built into the world’s largest jewellery retailer, with 2,500 stores and annual sales exceeding £1.2bn by 1990 April 1991 speech at the Institute of Directors conference, Royal Albert Hall: a single remark wiped approximately £500m from the company’s market value The phrase “doing a Ratner” entered the English business vocabulary as a term for self-inflicted reputational damage; referenced in media, business schools, and boardroom conversations worldwide Author of “The Rise and Fall…and Rise Again” (Capstone/Wiley, 2007), serialised in the Sunday Times and reviewed in the Financial Times and Management Today Founded GeraldOnline in 2003, which became the UK’s largest online jewellery business Ranked first in The Sun’s published list of the 50 biggest business mistakes of all time Biography Most leaders know that reputation is fragile. Few have experienced, in precisely documented financial terms, exactly how fast it can go. In April 1991, a single off-the-cuff remark at the Institute of Directors annual conference at the Royal Albert Hall wiped £500m from Ratners Group within days. Gerald Ratner had built that company. He joined the family jewellery business in 1966 and, within two decades, grew it to 2,500 stores and over £1.2bn in annual sales, including H. Samuel, Ernest Jones, Watches of Switzerland, and more than a thousand stores in the United States. It was the world’s largest jewellery retailer. He was dismissed as CEO in November 1992. The company renamed itself Signet Group and expunged his name. What followed is the more instructive half of the account. After bankruptcy and a period of professional isolation, Ratner financed a health club in Henley-on-Thames against his home, sold it for £3.9m, and used the proceeds to launch GeraldOnline, a name forced on him because his former company blocked him from trading under his own. It became the UK’s largest online jewellery business. His 2007 autobiography, “The Rise and Fall…and Rise Again,” published by Capstone/Wiley and serialised in the Sunday Times, set out the full arc without omission. The phrase “doing a Ratner” now circulates in business schools and boardrooms internationally. It captures what happens when a leader’s offhand candour meets public trust at scale. Ratner is the only person who can speak to it from inside all three moments: the building, the collapse, and the recovery. Key speaking topics Reputational risk and crisis leadership Resilience and recovery after catastrophic failure Brand trust and the consequences of leadership communication Retail growth and mass-market brand building Entrepreneurship after failure Organisational crisis and business survival Ideal for Executive and senior leadership conferences where reputational risk, crisis management, or communication under pressure are on the agenda CHRO and L&D audiences focused on building genuine resilience culture, rather than frameworks without lived experience behind them Business award dinners, gala events, and after-dinner occasions where a high-recognition, self-deprecating narrative sets the tone Entrepreneurship and business growth forums where the full cycle of building, losing, and rebuilding a commercial enterprise is directly relevant Audience outcomes A concrete, real-world illustration of how quickly a leader’s words can overtake the reputation of an organisation they have spent years building An honest account of what recovery from professional catastrophe looks like in practice – including the financial, psychological, and strategic dimensions A sharper instinct for the gap between what leaders say internally and how public statements land with customers and markets Practical perspective on rebuilding commercial credibility without institutional backing, drawn from two separate comebacks in the same industry A reference story they will use – the “Ratner effect” framework is already in common use; hearing it directly sharpens how teams apply it

Why organisations work with George Papandreou He ran a G20 economy through the most acute phase of the eurozone crisis. His account of negotiating with the IMF, ECB and European Commission is operational, not theoretical. He has held the two roles that shape Greek and European foreign policy, Prime Minister and Foreign Minister, giving him an unusual horizontal view of how European institutions actually decide. As President of the Socialist International for 16 years, he built and maintained relationships with heads of government across more than a hundred parties worldwide, which informs how he reads political risk outside Europe. His current Council of Europe role as General Rapporteur on Democracy puts him inside the live work on democratic backsliding across 46 member states, not commenting on it from outside. He brings a specific, named thesis on the eurozone, that the architecture is unfinished and that the political legitimacy of monetary union is the real binding constraint, and is willing to argue it on the record. Biography highlights Prime Minister of Greece, October 2009 to November 2011, through the first sovereign debt rescue inside the euro area. Minister of Foreign Affairs of Greece, 1999 to 2004, the period of the Greek-Turkish diplomatic opening. President of the Socialist International, 2006 to 2022; now President Emeritus. General Rapporteur on Democracy, Parliamentary Assembly of the Council of Europe, with PACE adopting his June 2024 report on participatory and deliberative democracy. Fellow, Harvard University’s Center for International Affairs (1992 to 1993) and Institute of Politics (Fall 2012); led the IOP study group “(Re)designing Europe”. Grand Cross decorations from Germany, Spain, Belgium, Portugal, Finland and Sweden; TED Global 2013 speaker on democratic deficit and trust. Biography Greece reached the edge of default inside the euro in 2010. The government that called the IMF was led by George Papandreou, who took office in October 2009 with a public finance hole that nobody on the European side had priced in. The decisions made in the following 24 months, on austerity, on bondholder participation, on whether the eurozone would let a member state fail, shaped a decade of European economic policy. Papandreou had reached that chair through a long political career. He had been Foreign Minister from 1999 to 2004, the period associated with the Greek-Turkish rapprochement, and President of PASOK from 2004. From 2006 to 2022 he was President of the Socialist International, which gave him direct working relationships with heads of government and party leaders across more than a hundred countries. His current work is at the Council of Europe, where he is General Rapporteur on Democracy for the Parliamentary Assembly. In June 2024 PACE adopted his report calling on member states to strengthen participatory and deliberative processes, a substantive technical agenda rather than rhetorical concern about democratic decline. He has paired this with academic work at Harvard, including the Institute of Politics study group “(Re)designing Europe”, and earlier as a Fellow at the Center for International Affairs. For boards and executive audiences, the value is specificity. He can describe how the Eurogroup made decisions in the early hours of a Monday morning, why the political economy of monetary union remains the binding constraint on European integration, and how participatory democratic reforms now under negotiation will change the regulatory environment that companies face across Europe. Key speaking topics The eurozone, sovereign debt and the unfinished architecture of monetary union European political risk and the future of European integration Democratic backsliding and institutional reform in Europe Greece, Turkey and the eastern Mediterranean Crisis leadership at the level of national government Participatory and deliberative democracy Global governance and multilateral cooperation Ideal for Boards and executive committees with significant European exposure assessing political and sovereign risk Heads of public affairs and government relations working on EU institutional reform Investor audiences and capital allocators with euro area sovereign and equity positions Foreign policy and security forums focused on the eastern Mediterranean and Europe’s neighbourhood Audience outcomes A first-hand account of how a sovereign debt rescue inside the euro area was actually negotiated A reading of the political constraints that still sit underneath the euro and what could reopen them A view of which European democracies are most vulnerable to institutional erosion and why A clearer sense of how Council of Europe and EU-level democratic reforms will shape the operating environment A working framework for thinking about the link between economic shock, political legitimacy and policy

Why organisations work with Geoff Colvin Four decades of reporting inside Fortune on how the best-run companies actually change, not a consultant’s framework imported from outside the room. The thesis behind Talent Is Overrated, a WSJ, BusinessWeek and New York Times bestseller, gives leadership teams a concrete answer to a question most duck: how do you actually build world-class performers instead of hoping you hire them. Humans Are Underrated reframes the AI conversation for executives. The argument is that empathy, group problem-solving and storytelling become the commercial differentiator, and it lands with boards that are tired of abstract automation talks. A career’s worth of on-stage interviews with Bill Gates, Jack Welch, Ben Bernanke, Janet Yellen and Henry Paulson at the Fortune Global Forum translates directly into panel moderation and onstage CEO interviews that audiences remember. Read in dozens of languages and heard daily on CBS Radio, he arrives with an unusual combination of reach and specificity that senior audiences trust on first encounter. Biography highlights Senior Editor-at-Large at Fortune, where he has written the Value Driven column and covered leadership, economics and competition for four decades. Author of Talent Is Overrated, Humans Are Underrated, The Upside of the Downturn, and co-author of Angel Customers and Demon Customers. The Upside of the Downturn named Best Management Book of the Year by Strategy+Business. Former co-anchor of Wall Street Week with Fortune on PBS. Daily business commentator on the CBS Radio Network, with more than 10,000 broadcasts. Lead moderator at the Fortune Global Forum, with onstage interviews of CEOs, heads of state and central bankers including Bill Gates, Jack Welch, Ben Bernanke, Alan Greenspan and Janet Yellen. Biography Most organisations say they want world-class performance, and most fund it with selection rather than development. Talent Is Overrated took that contradiction apart. Drawing on research into elite performers across sport, music, chess and business, Colvin argued that what separates the best is deliberate practice, the willingness to work at the edge of capability, under feedback, for years. The book became a Wall Street Journal, BusinessWeek and New York Times bestseller, and gave boards and chief people officers a language for building executive capability rather than buying it. Humans Are Underrated extended the argument into the automation decade. As machines absorbed more analytical and predictable work, Colvin’s case was that the commercial premium would shift to empathy, group problem-solving and persuasion, the deep human skills most leadership pipelines still treat as soft. Both books have shaped how serious HR and strategy functions think about what to develop in senior leaders. The credibility behind that writing is institutional. Colvin has spent his career at Fortune, currently as Senior Editor-at-Large, writing the Value Driven column and covering the forces reshaping competition. He co-anchored Wall Street Week with Fortune on PBS, and has broadcast daily for CBS Radio with well over 10,000 segments on air. The Upside of the Downturn, his book on operating through recession, was named Best Management Book of the Year by Strategy+Business. On stage, the work shows up differently. As lead moderator of the Fortune Global Forum he has conducted onstage interviews with Bill Gates, Jack Welch, Herb Kelleher, Ben Bernanke, Alan Greenspan, Janet Yellen and Henry Paulson, among many others. That experience is what corporate clients hire when they need a keynote that sets the terms of a CEO summit, or a moderator who can hold a room of chief executives to the substance. Key speaking topics Leadership in continuous disruption Executive performance and deliberate practice The human skills economy in an age of AI Business model reinvention Global economic outlook and competitive strategy Panel moderation and CEO onstage interviews Future of work and talent development Ideal for CEO, CHRO and chief learning officer audiences rethinking how senior leadership capability is built rather than bought. Boards and executive committees grappling with where automation leaves human advantage in their business model. Fortune-style CEO summits, leadership conferences and global forums that need a moderator with genuine authority across economics, technology and governance. Audience outcomes A defensible answer to how their organisation develops world-class performers, not just identifies them. A sharper read on which parts of the business automation makes cheaper, and which parts become more valuable as a result. Language for talking to boards and investors about human capability as a commercial asset, not an HR line item. Perspective from inside four decades of Fortune reporting on which leadership responses to disruption have actually worked.

Why organisations work with Gary McGann He has run the playbook, not studied it: a cross-border merger with Kappa Packaging in 2005, a 2007 Euronext IPO, and thirteen years as CEO of a global listed packaging multinational. He brings chair-level governance experience from Flutter Entertainment, Aryzta, Allegro.eu, Aon Ireland and Sicon, which is a rare spread across gambling, food, e-commerce, insurance and construction. His view of the Irish and European business environment is informed by direct roles: former President of IBEC, former Chairman of the Confederation of European Paper Industries, and current Chairman of Teneo’s Ireland Advisory Board. He is credible with both boards and operators because he has sat on both sides, including through the Anglo Irish Bank period and the post-2008 rebuild of Irish corporate confidence. Organisations book him when the brief is honest conversation about leadership judgment, not motivational framing. Biography highlights Group CEO of Smurfit Kappa, November 2002 to August 2015, including the 2005 Smurfit-Kappa merger and 2007 IPO on Euronext Dublin and Amsterdam. Former CEO of Aer Lingus Group and former CEO of Gilbeys of Ireland. Former Chairman of Flutter Entertainment plc (formerly Paddy Power Betfair), 2016 to 2023. Former Chairman of Aryzta AG, 2016 to 2020, and former Chairman of the Confederation of European Paper Industries. Former President of IBEC, the Irish Business and Employers Confederation. Senior Advisor and Chairman of Teneo’s Ireland Advisory Board; current Chairman of Aon Ireland Investment Holdings, Sicon Ltd and Allegro.eu SA. Named Business and Finance “Business Person of the Year” 2008; UCD Alumni Business Award 2014. Biography Jefferson Smurfit and Kappa Packaging announced their merger in 2005 and completed it that December. Gary McGann was Group CEO. Two years later, he took the combined Smurfit Kappa public on Euronext Dublin and Amsterdam, raising net proceeds of around 1.3 billion euros. That sequence, executed through the run-up to and aftermath of the financial crisis, is the core of his operating record. Before Smurfit Kappa he ran Aer Lingus Group and, earlier, Gilbeys of Ireland. Three very different businesses: aviation in deregulation, a drinks operation inside a global brand owner, and a packaging giant listed in two markets. The common thread is running companies through periods when the external conditions refuse to hold still. The post-executive chapter is largely about governance. He chaired Flutter Entertainment through its transformation into a global gambling group, chaired Aryzta through a Swiss food business in distress, and now chairs Aon Ireland, Sicon and Allegro.eu alongside the Teneo Ireland Advisory Board. As a former President of IBEC and former Chairman of the Confederation of European Paper Industries, he has also operated at the industry and policy level in Ireland and across Europe. What makes his perspective valuable to a senior audience is the unglamorous part of the record. A merger that actually integrated. An IPO that priced and cleared. A board career shaped by Anglo Irish Bank, Aryzta’s restructuring and Flutter’s scale-up, which is to say shaped by the moments when governance either holds or does not. Key speaking topics Leadership through mergers, IPOs and post-crisis recovery Board governance and the chair-CEO relationship Corporate strategy in listed multinationals Ireland and European business environment Turnaround and restructuring in complex organisations Long-horizon succession and leadership development Ideal for Boards, chairs and non-executive directors navigating restructuring, succession or M and A integration CEO and executive committee offsites where the brief is leadership judgment under pressure, not functional training Senior leadership audiences in packaging, aviation, consumer goods, financial services and gambling Irish and European business and policy audiences, including IBEC-style industry gatherings Audience outcomes A grounded account of what boards and CEOs actually do during a merger, IPO or downturn, from someone who has run each Sharper thinking on the chair-CEO relationship and where it breaks A clearer read on the Irish and European corporate operating environment from inside the room Practical reference points for governance decisions in distressed or transitional businesses Language for talking about leadership that avoids the usual vocabulary of resilience and transformation

Why organisations work with Gary Hamel He gives leadership teams the vocabulary to see their own bureaucracy. Terms he co-introduced, core competence, strategic intent and now humanocracy, are the language many boards already use to argue about strategy and design. He pushes past the innovation-theatre version of transformation. His work with Michele Zanini on Humanocracy is a data-backed argument that most large companies are organised to slow people down, and it offers a specific model for dismantling that. He sits at the intersection of strategy and organisation design that few thinkers occupy. Most strategists stop at the market; most organisation specialists stop at culture. Hamel argues the two are the same problem. He brings credentials senior buyers recognise on sight: more than three decades on the London Business School faculty, the most reprinted author in Harvard Business Review, Thinkers50 Hall of Fame inductee. Biography highlights Visiting Professor of Strategy and Entrepreneurship, London Business School, for more than 30 years Most reprinted author in Harvard Business Review history Thinkers50 Hall of Fame, inducted 2022; ranked inside the global top 30 management thinkers across five successive Thinkers50 lists Co-author with C.K. Prahalad of “Strategic Intent” (1989) and “The Core Competence of the Corporation” (1990), two of the most cited HBR articles ever published Author or co-author of Competing for the Future, Leading the Revolution, The Future of Management, What Matters Now and Humanocracy Founder of Strategos and the Management Lab; Fellow of the Strategic Management Society and the World Economic Forum Biography Strategy schools teach leaders to study their markets. Hamel’s career has been a long argument that the harder problem sits inside the building. Competing for the Future, written with C.K. Prahalad in 1994, reframed competitive advantage around distinctive capability rather than market position, and the HBR articles behind it, “Strategic Intent” and “The Core Competence of the Corporation”, remain fixtures on executive reading lists three decades later. That work made him one of the defining strategy voices of the 1990s. What he did next is the part senior leaders tend to value most now. Across The Future of Management and Humanocracy, written with Michele Zanini, he has turned the same analytical lens on the management model itself, arguing that the structures most companies rely on were built for compliance and control and are actively hostile to the initiative, agility and judgement those same companies say they want. Humanocracy is the sharp edge of that argument. Drawing on data from more than 10,000 employees and a set of named case companies, the book sets out what it takes to replace bureaucratic routines with a model in which people are the point rather than the resource. It became a Wall Street Journal bestseller and anchors his current speaking work with boards and executive committees. The credentials behind that argument are unusually thick. Hamel has been on the London Business School faculty for more than thirty years, is the most reprinted author in HBR’s history, and was inducted into the Thinkers50 Hall of Fame in 2022. Fortune has called him the world’s leading expert on business strategy; the Financial Times calls him a management innovator without peer. Key speaking topics Management innovation and the future of the management model Humanocracy and post-bureaucratic organisation design Strategic intent and core competence in contested markets Organisational agility and resilience at scale Building innovation capability inside large incumbents Leadership for strategic renewal Ideal for CEOs and executive committees wrestling with strategy-to-execution drift CHROs and chief transformation officers redesigning operating models Board conversations on long-horizon competitiveness and management capability Leadership programmes inside large, bureaucratic incumbents Audience outcomes A sharper read on where their own management model is costing them speed and initiative Specific language, core competence, strategic intent, humanocracy, that senior teams can use to argue about strategy the next morning Named case examples of companies that have dismantled bureaucratic routines and what it took A clearer line between strategy work and organisation design, and why treating them as separate projects fails A view of innovation capability as a systems problem, not a culture slogan

Why organisations work with Garry Kasparov He is the person who sat across the board from Deep Blue in 1996 and 1997. When he talks about AI and human judgement, the source material is his own. He turns chess into a working vocabulary for executive decision-making, separating strategy from tactics in a way senior leaders can use the next morning. As a Senior Visiting Fellow at the Oxford Martin School and long-time Security Ambassador for Avast, he speaks about AI, cybersecurity and privacy from inside the conversation, not as a commentator on it. His books “How Life Imitates Chess” and “Deep Thinking” give audiences a durable framework and a shared reference point after the session ends. He brings a second register that few speakers in this space can match: a first-hand view of Russia, Putin and the fragility of democratic institutions, grounded in decades of activism and the book “Winter Is Coming.” Biography highlights Youngest undisputed World Chess Champion at 22, in 1985, after defeating Anatoly Karpov. Held the world number one ranking from 1986 until his retirement from professional chess in 2005. Played IBM’s Deep Blue in 1996 and 1997, the first reigning world champion to lose a match to a computer under tournament conditions. Senior Visiting Fellow at the Oxford Martin School, University of Oxford, working on human-machine collaboration. Founder and chairman of the Renew Democracy Initiative; former chairman of the Human Rights Foundation. Author of “How Life Imitates Chess,” “Winter Is Coming” and “Deep Thinking: Where Machine Intelligence Ends and Human Creativity Begins.” Biography In 1997, IBM’s Deep Blue beat the reigning world chess champion under tournament conditions for the first time in history. The champion on the other side of the board was Garry Kasparov. Nearly three decades later, the questions that match raised about human judgement and machine intelligence are now the everyday questions of corporate strategy. Kasparov has spent the years since making those questions usable for leaders. At the Oxford Martin School, where he is a Senior Visiting Fellow, he works on the evolving relationship between humans and technology. As Security Ambassador for Avast, he has spent nearly a decade inside the cybersecurity and AI debate, not commenting from outside it. His book “Deep Thinking,” written with Mig Greengard, argues that machines that think are not the end of human creativity but a forcing function for it. The chess career underwrites all of it. Becoming the youngest undisputed world champion at 22, holding the number one ranking for almost twenty years, and defending the title across multiple cycles against Anatoly Karpov gave him a working vocabulary for strategy, tactics, preparation and competitive psychology. “How Life Imitates Chess” is the book executives quote back to him. The distinction he draws between long-term strategy and short-term tactics is one of the most portable ideas a senior team can bring out of a keynote. There is a second strand to the work, and buyers should know it is there. Kasparov founded the Renew Democracy Initiative in 2017 and chaired the Human Rights Foundation for over a decade. His book “Winter Is Coming” was one of the earliest serious warnings about Vladimir Putin’s intentions, written well before events made that view consensus. For audiences who want a voice on geopolitical risk alongside the AI and strategy material, he delivers it with the same directness. Key speaking topics Artificial intelligence and human-machine collaboration Strategic thinking and decision-making under pressure Cybersecurity, privacy and digital freedom The future of work in an age of intelligent machines Russia, Putin and the defence of democratic institutions Leadership, preparation and competitive performance Ideal for CEOs, boards and executive teams rethinking strategy and decision rights as AI moves deeper into the business. CIOs, CISOs and technology leaders navigating cybersecurity, AI adoption and trust. Leadership and talent events where audiences want a working model for strategy versus tactics, not a motivational talk. Policy, risk and government affairs audiences who want an informed voice on Russia and the state of liberal democracy. Audience outcomes A clear distinction between strategy and tactics that senior teams can apply to their own decisions the week after the session. A realistic view of what AI changes in knowledge work, from a speaker who lived the original turning point. Sharper questions about where human judgement still adds value, and where defending it is a waste of effort. A first-hand perspective on Russia and authoritarian risk that frames geopolitical uncertainty in concrete terms. A shared reference point, drawn from chess, that stays useful in strategy conversations long after the event.

Why organisations work with Gamal Fahnbulleh A working news anchor on ITV Granada Reports and ITV National News bulletins, which means the room gets the real calibre of live interviewer, not a retired name lending their profile. Chairs major sector conferences on the record, including the Advertising Association’s LEAD North and the Great Northern Conference at Cutlers’ Hall, Sheffield, which tells a booker he can hold a senior business audience. Comfortable across formats that most speakers are not: panel moderation, awards hosting, after-dinner remarks, keynote conversation, fireside Q and A, and virtual hybrid sessions. Brings a serious journalistic backbone to the hosting role: Manchester politics and international politics graduate, postgraduate broadcast journalism at City, an embed with the British Army in Afghanistan behind him, so the room trusts him on substantive subject matter. Recognised by his own industry for presenting craft: a 2021 Royal Television Society nomination for Best Regional Presenter, and a contributor to ITV Granada’s RTS North West Award for Best Regional Story in 2010. Biography highlights Co-presenter of ITV Granada Reports for North West England and the Isle of Man, anchoring alongside Lucy Meacock since January 2021. Relief presenter on ITV National News bulletins, including News at Ten. Former Sky News anchor across Sky News Breakfast, Sky News Tonight and Sky News at Ten. Chair and host at the Advertising Association’s LEAD North conference and the Great Northern Conference 2021 at Cutlers’ Hall, Sheffield. Nominated for Best Regional Presenter, Royal Television Society, 2021. Postgraduate Diploma in Broadcast Journalism, City, University of London; BA Honours in Politics and History and MA in International Politics, University of Manchester. Biography Most conference agendas collapse at the join between sessions. The keynote lands, the panel files on, and the conversation loses altitude because no one in the chair knows how to translate energy from one format into the next. That translation is the craft a working news anchor brings to a live room, and it is why senior booker teams at the Advertising Association’s LEAD North and the Great Northern Conference in Sheffield have handed Gamal Fahnbulleh the microphone. He is a working journalist first. He co-presents ITV Granada Reports for the North West of England and the Isle of Man with Lucy Meacock, anchors relief shifts on ITV National News bulletins, and previously held anchor positions across Sky News Breakfast, Sky News Tonight and Sky News at Ten. His industry nominated him for Best Regional Presenter at the Royal Television Society Awards in 2021. The journalistic authority is earned. He read Politics and History at the University of Manchester, added an MA in International Politics, and trained in broadcast journalism at City, University of London before winning one of ten places on the ITV News Group Bursary Scheme. He later embedded with the 1st Battalion, The Duke of Lancaster’s Regiment on a tour of Afghanistan, contributing to ITV Granada’s RTS North West Award for Best Regional Story in 2010. For corporate clients, the practical value is simple. He can host an awards night, chair a panel of chief executives, conduct a fireside interview, and moderate a hybrid session without the room feeling a change in gear. He is booked for hosting craft, and he treats every brief as live television. Key speaking topics Conference chairing and panel moderation Awards night and after-dinner hosting Fireside interviews with senior leaders Broadcast journalism and live news craft Reporting from conflict zones and embedded military journalism Regional economic and leadership conversations International affairs and global news context Ideal for Annual conferences requiring a chair who can hold a senior executive audience for a full day. Awards ceremonies and gala dinners that need a host with live-broadcast pacing and on-camera presence. Panel events where CEOs, investors or public-sector leaders expect real questions rather than polite ones. Media, advertising and regional-growth conferences where journalistic credibility matters to the room. Audience outcomes A tightly run agenda that stays on time across keynote, panel and audience-Q-and-A transitions. Sharper panel conversations, because the chair knows when to follow up and when to move on. Senior speakers drawn out on the specific points the audience came to hear, not the ones they rehearsed. A room that leaves feeling the event was serious, not stage-managed.

Why organisations work with Erik Weihenmayer A first-hand operating model for making decisions without full visibility, drawn from summiting Everest and kayaking 277 miles of Grand Canyon whitewater rather than from theory A tested argument about rope-team leadership: how trust, role clarity, and communication protocols hold a team together when one member’s judgement has to carry the rest A named framework, the No Barriers Life, backed by a published book and a working nonprofit, not a single keynote built around a single mountain Credibility with audiences who have heard every generic resilience talk, because the proof points are specific, verifiable, and unusual: Everest, the Eight Summits, Leadville 100 on a tandem, Colorado River source to sea Biography highlights First blind person to reach the summit of Mount Everest, May 25, 2001; featured on the cover of Time magazine that June Completed the Seven Summits in 2002 and the Eight Summits in 2008 with Carstensz Pyramid Kayaked the full 277 miles of the Grand Canyon on the Colorado River in 2014 Co-founder of No Barriers USA, serving people with disabilities, veterans, youth, and caregivers Author of “Touch the Top of the World,” published in 9 languages, and co-author of “No Barriers: A Blind Man’s Journey to Kayak the Grand Canyon” with Buddy Levy Recipient of an ESPY Award, Nike’s Casey Martin Award, and the Helen Keller Lifetime Achievement Award Biography The path down Everest is more dangerous than the path up. On the descent in May 2001, Erik Weihenmayer, the first blind climber to summit the mountain, was moving on a rope team whose margin for error had effectively closed. The instruction he had been given by expedition leader Pasquale Scaturro on the way home set the next two decades of his work: do not let Everest be the greatest thing you ever do. What followed was not a sequence of stunts. It was the construction of an argument about how teams operate when the environment does not cooperate. The Seven Summits by 2002, Carstensz Pyramid in 2008, the Leadville 100 mountain bike race on a tandem in 2010, and in 2014 the full 277-mile kayak descent of the Grand Canyon with blinded Navy veteran Lonnie Bedwell. Each expedition is a case study in role assignment, communication discipline, and trust allocation under degraded information. The intellectual output sits alongside the physical one. “Touch the Top of the World” was published in twelve countries and nine languages and became the basis of a documentary that won first prize at 21 international film festivals. “No Barriers: A Blind Man’s Journey to Kayak the Grand Canyon,” co-written with Buddy Levy, took an Honorable Mention at the 2017 National Outdoor Book Awards and a 2018 Colorado Book Awards finalist spot. “The Adversity Advantage,” co-written with Paul Stoltz, moves the same material into an explicit business register. In 2005, Weihenmayer co-founded No Barriers USA, a nonprofit that now works with veterans, youth, people with disabilities, and full-time caregivers. It is where the speaking work connects back to a working practice: the No Barriers Life is not a slogan, it is the operating code the organisation teaches and the argument the book defends. Key speaking topics Decision-making under incomplete information Rope-team leadership and trust allocation The No Barriers Life as an organisational operating code Resilience as a team discipline, not an individual trait Innovation and problem-solving under constraint Inclusive leadership and diverse-ability teams Navigating reinvention after a defining achievement Ideal for Executive teams preparing for high-stakes decisions where the data will not be complete in time CHROs and culture leads building resilience and belonging into the organisational operating model, not bolting it on Leadership offsites for transformation, integration, or turnaround programmes Veteran-heavy, disability-community, or inclusion-focused audiences where lived authority matters Audience outcomes A working vocabulary for how to lead a mixed-ability, mixed-experience team through a decision with partial information Named protocols from expedition practice that transfer directly into executive decision rooms A sharper sense of the difference between individual grit and team discipline, and why resilience only compounds when it is built into the team Permission to treat constraint as a design input rather than a deficit A concrete reference point, the No Barriers Life, that leaders can carry back into their own language

Why organisations work with Enrico Letta He authored the defining European policy document of the decade. The Letta Report, commissioned by the European Council in 2024, now frames every serious conversation in Brussels on capital markets, industrial strategy, and the Savings and Investments Union. He has run a G7 government. Leaders in a room with him get a view of European decision-making from inside the Council chamber, not from a commentator’s distance. He sits at the centre of the institutional network that matters. President of the Jacques Delors Institute, Dean at IE University, former Dean at Sciences Po: the same network that produces the people who will implement what he has proposed. He brings a defensible point of view on the one question boards cannot answer on their own. What European reform will actually ship, and what that means for capital allocation, M&A strategy, and regulatory exposure in the next three years. Biography highlights Prime Minister of Italy, April 2013 to February 2014, leading a national unity coalition. Author of “Much More Than a Market,” the April 2024 report to the European Council on the future of the EU Single Market. Dean, IE School of Politics, Economics and Global Affairs, IE University, Madrid. President, Jacques Delors Institute, Paris, since 2016. Former Dean of the Paris School of International Affairs at Sciences Po, 2015 to 2021. Commander of the French Legion of Honour; Gran Cruz of the Order of Civil Merit, Kingdom of Spain. Biography The Letta Report landed on the European Council’s desk in April 2024 and changed the terms of the argument. Commissioned by EU heads of state and written by a former Prime Minister of Italy, “Much More Than a Market” proposed a Savings and Investments Union, a Fifth Freedom for research and innovation, and a Single Market designed for scale rather than fragmentation. It is now the reference document for every serious policy file in Brussels touching capital markets, industrial strategy, and competitiveness. Enrico Letta ran a G7 government through one of the most difficult passages in recent Italian politics, serving as Prime Minister from April 2013 to February 2014 at the head of a national unity coalition. Before the premiership he held portfolios for European Affairs and for Industry, Commerce and Crafts, and sat in the Chamber of Deputies across multiple terms. The experience gives him a particular kind of authority: he has written policy and he has had to deliver it against a political calendar. He now anchors the European institutional network from the inside. As Dean of the IE School of Politics, Economics and Global Affairs at IE University, Madrid, and as President of the Jacques Delors Institute in Paris since 2016, Letta works at the intersection of policy formation and executive education. He was Dean of the Paris School of International Affairs at Sciences Po from 2015 to 2021 and served as President of APSIA, the Washington-based association of professional schools of international affairs. The recognition is from the institutions that matter to the argument. France made him a Commander of the Legion of Honour in 2017. Spain awarded him the Gran Cruz of the Order of Civil Merit. He chairs the Diplomatic Forum of GESDA in Geneva and speaks in English, French, and Italian. For a board trying to understand where European policy is going, few speakers can say, with evidence, that they have written the document everyone in the room will be working from. Key speaking topics European Union policy and strategic direction The future of the EU Single Market Capital markets, the Savings and Investments Union, and European competitiveness European industrial strategy in a US and China context Transatlantic relations and geopolitical positioning for European business Coalition government and political decision-making at the national level Ideal for CEOs, CFOs, and boards of multinationals with material EU exposure weighing capital allocation against regulatory direction. Heads of European public affairs, government relations, and regulatory strategy at financial institutions, industrial groups, and technology platforms. Investment committees, asset managers, and private equity leadership teams tracking the Savings and Investments Union and capital markets reform. University, think-tank, and policy audiences working on European integration and transatlantic relations. Audience outcomes A specific read on which elements of the Letta Report are likely to move through the Council and Parliament, and on what timeline. A clearer view of how European industrial strategy is repositioning against US and Chinese competition, and what that implies for cross-border M&A and supply chain strategy. A sharper grasp of the political mechanics inside the European Council, from someone who has sat at that table as a head of government. A framework for thinking about European competitiveness that goes beyond the usual binary of Brussels versus national capitals.

Why organisations work with Enda Kenny He ran a national economy through its deepest post-war crisis and handed it over as the fastest-growing in the EU, with unemployment below 5 percent and full market access restored. He chaired the Council of the European Union during the 960 billion euro Multiannual Financial Framework negotiation, which gives him a working view of how Brussels, the Parliament, and national capitals actually reach agreement. He called and won the 2015 marriage equality referendum, the first national vote of its kind anywhere, and built the Citizens’ Assembly model that other democracies now study. He sits inside the Global Leadership Foundation alongside former heads of state and chairs the Global Advisory Council of VentureWave Capital, so his current reading of Europe is informed by active advisory work rather than memoir. Biography highlights Taoiseach of Ireland, March 2011 to June 2017; first Fine Gael Taoiseach in history to be re-elected. Leader of Fine Gael, 2002 to 2017, the longest tenure of any leader in the party. Chaired the Council of the European Union during Ireland’s 2013 Presidency, delivering agreement on the 960 billion euro Multiannual Financial Framework, Erasmus+, and a negotiating mandate for TTIP. Elected to Dail Eireann at age 24 in 1975, re-elected in every subsequent general election until his retirement in 2020. Chair of the Global Advisory Council of VentureWave Capital and its Impact Ireland fund. Member of the Global Leadership Foundation; recipient of the Golden Victoria European of the Year (2012) and the inaugural Trinity European Laureate Award (2025). Biography Ireland entered 2011 in an EU-IMF assistance programme with unemployment above 15 percent and sovereign borrowing rates near distressed levels. Six years later the country was the fastest-growing economy in the European Union, with rates on ten-year borrowing at zero and unemployment under 5 percent. Enda Kenny was Taoiseach for all of it. He led Fine Gael for fifteen years, the longest tenure in the party’s history, and became the first Fine Gael Taoiseach to win re-election. The substance of the government’s work was fiscal stabilisation, bank restructuring, and the orderly exit from the troika programme; the political work was holding a coalition together while doing it. In 2013 he chaired the Council of the European Union during Ireland’s Presidency, brokering the 960 billion euro Multiannual Financial Framework, the Erasmus+ settlement, a negotiating mandate for TTIP, and reforms of the Common Agricultural and Common Fisheries Policies. The same government called the 2015 marriage equality referendum, the first national vote anywhere to legalise same-sex marriage, and established the Citizens’ Assembly as a deliberative route for constitutional questions. He now chairs the Global Advisory Council of VentureWave Capital and its Impact Ireland fund, sits within the Global Leadership Foundation alongside other former heads of state, and in 2025 received the inaugural Trinity European Laureate Award from Trinity College Dublin and Teneo for his contribution to European ideals. Key speaking topics European Union governance and the politics of the single market Economic recovery and fiscal stabilisation after crisis Political leadership in coalition and minority government Sovereign market confidence and investor relations Constitutional reform and citizen deliberation Ireland, the UK, and the post-Brexit settlement Impact investment and national economic strategy Ideal for Boards and executive committees of firms with material European exposure Financial services, asset managers, and sovereign-facing investors Policy, regulatory, and public affairs conferences focused on Europe CEO forums and leadership programmes addressing crisis and recovery Audience outcomes A working account of how a national government executes fiscal consolidation without losing the coalition or the electorate A first-hand read on how Brussels, the European Parliament, and national capitals actually negotiate multi-year budgets A clear view of the political mechanics behind the 2015 marriage equality vote and the Citizens’ Assembly model A sharper sense of where Ireland and the wider EU sit in the transatlantic relationship after Brexit Direct reflections on what holds under pressure when a country is being asked to take painful decisions quickly