Leadership

Why organisations work with Jason Harris He brings a working framework, No Fail Trust, that he has applied with Cisco Systems, Caterpillar, Ford and Lockheed Martin, not a set of war stories repackaged as leadership lessons. His operational credibility is current. He still flies commercial widebody aircraft for American Airlines, so the standards he teaches are standards he is still held to. He commanded a KC-46 air refuelling squadron, which means he has run a real organisation with real accountability for safety, performance and people, not only led from the cockpit. He taught Strategy and Innovation at the US Air Force Academy, which gives the framework an academic spine that most ex-military speakers do not have. His material translates cleanly to civilian teams under restructure, hybrid working strain or post-incident recovery, where the question is whether trust will hold when conditions degrade. Biography highlights Retired US Air Force Lieutenant Colonel, nearly 30 years of service across active duty and the Air Force Reserve Command, concluding as a flying Squadron Commander. US Air Force Academy graduate, later instructor in the Academy’s Military and Strategic Studies department. 11 combat deployments, 470 combat sorties, more than 2,000 combat hours across Iraq, Afghanistan and the Horn of Africa. Co-author of “Aiming Higher: A Journey Through Military Aviation Leadership” (RTI Press, 2022), reviewed in the USAFA Journal of Character and Leadership Development. Commercial pilot with American Airlines, type-rated on the Airbus A320 family and Boeing 757, 767 and 777. Featured in Forbes and on the History Channel series “Bermuda Triangle: Into Cursed Waters”. Biography A cargo aircraft taking fire on approach is not the place to discover that a crew does not trust each other. The cost of unspoken doubt in that environment is measurable in seconds and lives. Jason Harris flew 470 combat sorties in environments where that calculation was not theoretical. That operating context shaped a leadership method, not a memoir. The No Fail Trust framework codifies what high-functioning aircrews actually do: the habits of disclosure, calibration and accountability that hold a team together when conditions degrade. He has carried it into Cisco Systems, Caterpillar, Ford and Lockheed Martin, where the trust problem looks different on the surface but obeys the same logic underneath. Harris also brings the structural side. He taught Strategy and Innovation at the US Air Force Academy and commanded a KC-46 air refuelling squadron, which means he has been responsible for organisational design, safety culture and people decisions, not only flight operations. His co-authored book “Aiming Higher” (RTI Press, 2022) was reviewed in the Academy’s Journal of Character and Leadership Development, which is rare for a bureau speaker working in this lane. He still flies. As an American Airlines pilot type-rated across the Airbus A320 family and the Boeing 757, 767 and 777, the standards he asks corporate teams to consider are standards he is still operating under in the next week’s flight schedule. Key speaking topics Trust as an operational capability Leadership under high-consequence pressure Team performance in distributed and hybrid environments Psychological safety and crew resource management Decision-making under uncertainty Culture in safety-critical organisations Leading after restructure or incident Ideal for Boards and executive teams confronting a trust gap after restructure, leadership change or a public incident CHROs and culture leads designing for safety-critical or distributed teams Operational leadership cohorts in regulated sectors: aviation, energy, defence, logistics, financial services Sales kick-offs and leadership summits where the brief calls for credibility under pressure rather than motivational lift Audience outcomes A working definition of trust that can be observed, measured and rebuilt, rather than asserted A method for surfacing unspoken doubt inside senior teams before it becomes an operational cost A clearer view of how psychological safety, accountability and decision speed reinforce each other under pressure Specific behavioural habits drawn from aircrew practice that translate to civilian operating environments A sharper read on what leadership presence looks like when conditions are not stable

Why organisations work with Eric Termuende He gives leadership teams a working language for incremental change. The “one-degree shift” framework reframes culture work as a sequence of small, low-resistance moves teams can actually make, instead of a programme to be launched. His research base is original. Rethink Work and the surveys behind it focus on what attracts and retains the right people for a specific workplace, not the best people in the abstract, which is a more useful question for most CHROs. He pitches at team level, not enterprise level. Most future-of-work speakers operate at workforce-strategy altitude. Termuende speaks to the manager and the leader of leaders, which is where engagement and retention are actually won or lost. He has tested the material against operating environments at Amazon, IBM, Coca-Cola, Toyota, and Nokia. The keynotes have been refined through repeated commercial use, not built for the stage. Biography highlights Co-Founder of NoW of Work, a workplace innovation and leadership consultancy. Author of Rethink Work (Barlow Books), an Amazon best-seller on engagement and retention. Named to American Express’s Top 100 Emerging Innovators under 35. 2022 Arch Award for Early Career Achievement, Haskayne School of Business, University of Calgary. TEDx speaker (TEDxBCIT, “Bigger than Work”) and Walrus Talks contributor. Host of the One Degree Shift podcast, interviewing operators and executives on incremental team change. Biography Most culture programmes fail not because the diagnosis is wrong, but because the prescribed change is too big to land. Teams are asked to adopt new behaviours on top of existing workload, and the new behaviours do not survive the first quarter. Eric Termuende’s work begins from this observation. The argument running through Rethink Work and the surveys behind it is that engagement and retention are decided at the team level, by a small number of recurring behaviours, and that the right intervention is operational rather than aspirational. NoW of Work, the consultancy Termuende co-founded, is built around that premise. The “one-degree shift” framework is its working vocabulary: small, specific behaviour changes designed to reduce friction and build trust without triggering another transformation initiative. The credentials sit underneath the argument. American Express named him to its Top 100 Emerging Innovators. The University of Calgary’s Haskayne School of Business gave him its Arch Award for Early Career Achievement in 2022. The material has been refined in front of audiences at Amazon, IBM, Coca-Cola, Toyota, Nokia, and Zoom, and on TEDx and Walrus stages. For senior people leaders, the proposition is unusually concrete. Termuende leaves an audience with a way to act on Monday morning, not a thesis to debate. That is rare in the future-of-work category, where most speakers operate one level too high to be useful to the line managers who actually run the teams. Key speaking topics Future of work and workforce design Team performance and trust Talent attraction and retention Workplace culture and engagement Multigenerational teams Leadership in uncertainty AI and the manager’s role Ideal for CHROs and people leaders responsible for engagement and retention strategy Leadership development and learning teams designing manager curricula Operations and divisional leaders running multigenerational teams under change Executive offsites focused on culture and talent in growth or post-merger contexts Audience outcomes A working framework for designing small behavioural shifts that hold at team level A clearer answer to which people the organisation should be attracting, not just how to attract more Practical positions on the multigenerational workforce that line managers can apply A reframing of culture work as operational practice, not communications activity

Why organisations work with Damon Dunn He has built and run the businesses he talks about. A 38-unit franchise system, a 31-property retail portfolio with tenants such as Walmart and CVS, and three CEO seats give him P&L credibility most leadership speakers do not have. His Hoover Institution work on welfare-to-work, K-14 education and workforce skilling connects boardroom growth questions to the labour and human-capital realities that actually determine whether a scale-up works. His path from severe poverty in Fort Worth to Stanford, the NFL and a multi-company operating career gives audiences a resilience story that is specific and verifiable, not generic. He is fluent in two registers buyers rarely get in one room: operator and policy fellow. That makes him useful for leadership offsites that need both growth substance and a wider economic frame. Biography highlights Hoover Institution Fellow, Stanford University, working on economic mobility, welfare reform and skills-based education. Author of Punting Poverty: Breaking the Chains of Welfare (Pacific Research Institute). Three-time CEO. Current CEO of Sagan Sign Talent. Founder of Lagunita Franchise Operations, scaled to 38 Dunkin locations across six states. Co-founder of Tricor SW Corporation, which developed 31 retail properties. BA, Public Policy, Stanford University. Harvard Business School Executive Education (2005). Former NFL wide receiver: Jacksonville Jaguars, Cleveland Browns, New York Jets, Dallas Cowboys. Republican nominee for California Secretary of State, 2010. Founder of Long Beach College Prep Academy, which has sent 158 students from low-income families to college. Biography Build a 38-unit franchise system from a single location and you learn quickly which growth ideas survive contact with payroll, leases and operators on a Tuesday morning. Damon Dunn has done the work three times as a CEO, in franchising at Lagunita, in retail development at Tricor, and most recently in industrial talent at Sagan Sign Talent. Tricor developed 31 retail properties across the United States, securing tenants including Walmart and CVS. Lagunita scaled to 38 Dunkin locations across six states, with around 500 employees and roughly thirty million dollars in revenue. The throughline is the same: capital deployed against real assets, real customers and real labour markets, with a P&L that has to clear at the end of every period. Alongside the operating work, Dunn is a Fellow at the Hoover Institution at Stanford, where he writes on welfare reform, K-14 education and the skills-based pathways that actually move people out of poverty. His book Punting Poverty: Breaking the Chains of Welfare, published with the Pacific Research Institute, sets out a workable agenda for that mobility question. He was the Republican nominee for California Secretary of State in 2010. His own route from severe poverty in Fort Worth to a Stanford scholarship, four NFL teams and a working operator’s career gives the policy argument something most policy arguments lack: an author who has been the subject. Boards and leadership teams get a speaker who can work the labour question from inside the labour market, not from a podium above it. Key speaking topics Entrepreneurship and scaling Growth strategy under capital and labour constraints Economic mobility and workforce skilling Leadership across business, sport and policy Resilience and high-performance under pressure Public policy on welfare-to-work and K-14 education Ideal for CEOs, founders and country managers running scale-up plays in capital-constrained conditions. Boards and executive teams looking for a credible operator’s view alongside macro and policy framing. Industry conferences in franchising, retail, real estate and consumer where unit economics drive growth. Leadership offsites that want substance on resilience without the standard sports-keynote arc. Audience outcomes A working operator’s view of how franchise and retail systems actually scale, with the trade-offs named. A clear link between workforce policy, skills and the practical labour economics inside a growing business. A resilience narrative grounded in named institutions and verifiable career stages, not motivational abstraction. Useable language for leaders trying to communicate ambition without overpromising on capital or timelines.

Why organisations work with Tom Flatau He brings formal NeuroLeadership Institute accreditation into client rooms, so the brain science behind his coaching is grounded in a recognised body of research rather than self-styled commentary. His firm’s programmes are quality-assured by the Institute of Leadership and Management, which gives L and D buyers a credentialed delivery standard alongside the keynote. Two decades of repeat work with HSBC, Unilever, Siemens, Louis Vuitton, Emirates and the BBC means the material has been pressure-tested across regulated finance, consumer goods, engineering, luxury retail and broadcast. He translates neuroplasticity, threat response and bias research into specific leadership practice on negotiation, change communication and team collaboration, so audiences leave with mechanism, not metaphor. Biography highlights CEO and founder of Teamworking International, with custom leadership programmes quality-assured by the Institute of Leadership and Management. Accredited brain and behaviour specialist trained by the NeuroLeadership Institute. Master’s in Business Analysis and Systems Design; Fellow of the Institute of Leadership and Management. Long-standing client roster including HSBC, Unilever, Siemens, Louis Vuitton, Emirates, American Express, Qatar Airways, British American Tobacco and the BBC. Conference speaker for bodies including the Chartered Institute of Building and the Institute of Directors. Signature keynote portfolio covering the inner game of leadership, the neuroscience of unconscious bias, leading through change, team collaboration, sales mastery and black belt negotiation. Biography Most behaviour change in organisations fails because it stops at the conscious mind. Leaders are taught new frameworks and new vocabulary, then return to the same threat responses, biases and habits the moment a quarter goes sideways. Tom Flatau built Teamworking International around a different premise: that leadership behaviour shifts when the brain underneath it shifts. The credentials matter here. Flatau is an accredited brain and behaviour specialist trained by the NeuroLeadership Institute, holds a Master’s in Business Analysis and Systems Design, and is a Fellow of the Institute of Leadership and Management. His firm’s programmes are quality-assured by the ILM, which is unusual in a market crowded with self-styled neuroscience commentators. For more than two decades, the work has been delivered into HSBC, Unilever, Siemens, Louis Vuitton, Emirates, American Express, Qatar Airways, British American Tobacco and the BBC. Across regulated banking, consumer goods, engineering, luxury and broadcast, the same patterns surface: leaders making decisions under threat, teams misreading each other’s intent, salespeople reverting to scripts. His material translates the relevant brain research into practice for each. His keynote portfolio sits along that line. “The inner game of leadership” examines the subconscious behaviours that erode senior credibility. “The neuroscience of unconscious bias” treats bias as a wiring problem with intervention points, not a values lecture. “Black belt negotiation” and “Sales mastery: hello science, goodbye myths” apply the same lens to deal-making. The throughline is mechanism: what is happening in the brain, and what to do about it. Key speaking topics Applied neuroscience for leadership Neuroscience of unconscious bias Leading through change Executive coaching and the inner game of leadership Mindset and team collaboration Negotiation and influence Sales behaviour and buyer psychology Ideal for CEOs, executive committees and senior leadership teams are responsible for behaviour change at the top of the organisation CHROs, L and D directors and heads of leadership development, designing accredited leadership pipelines Sales and commercial leadership teams looking to upgrade negotiation and buyer engagement Diversity and inclusion leads who want a brain-science framing of bias rather than a values framing Audience outcomes A working understanding of how stress, threat and reward responses shape leadership decisions in real time Specific mechanisms for interrupting unconscious bias in hiring, promotion and day-to-day team interactions Practical communication moves for leading people through change without losing trust Sharper read on the neuroscience of negotiation and how buyer brains actually respond to influence attempts

Why organisations work with Dr Tess Morris-Paterson She has carried the same performance methodology through three of the most demanding operating environments in the world: Premier League football, NASA-aligned spaceflight research, and a Royal Engineers command. Few practitioners have a comparable triangulation. She designs the actual selection criteria for human spaceflight, so her view on how to assess composure, judgement and team fit is grounded in systems that are used to decide who flies. Her research on microgravity physiology and astronaut training has been recognised by the International Astronautical Federation, the Aerospace Medical Association and NASA’s Human Research Program. She talks to executives the way she talks to operators, with no astronaut mythology and no sports-cliche residue. The transfer to commercial settings is direct. She is credible on inclusion in male-dominated environments without leaving the performance frame: five years as one of three women in the Premier League, and an officer corps that is roughly five percent female. Biography highlights Chartered Scientist; PhD, King’s College London, Centre of Human and Aerospace Physiological Sciences. Visiting scientist, NASA Ames Research Center; alumna of the International Space University. Founder of a consultancy supporting international space agencies on astronaut selection and training. Award recipient of the International Astronautical Federation, the Aerospace Medical Association and NASA’s Human Research Program; named a 2019 Emerging Space Leader. Former Head of Performance across Premier League football, the Football Association, Women’s Super League, McLaren Formula One, and Olympic and Paralympic programmes. British Army Reserve Officer, Royal Engineers, with command of a unit of up to 100 personnel. Biography Astronaut crews are not the most talented people in the room. They are the people most likely to make the right call on the worst day of the mission, and the selection process is built to find that. Morris-Paterson designs that kind of process for international space agencies, and the same logic now informs how she advises commercial leadership teams. She came to spaceflight through elite sport. For five years she was one of three women operating at Head of Performance level in the Premier League, with later work spanning the Football Association, the Women’s Super League, McLaren Formula One, and Olympic and Paralympic programmes. The shared question across those settings was always the same: what conditions reliably produce a good decision when there is no margin for a bad one. That question carried into her research. As a chartered scientist trained at NASA Ames Research Center and the International Space University, her work on microgravity physiology and astronaut training has been recognised by the International Astronautical Federation, the Aerospace Medical Association and NASA’s Human Research Program, and she was named a 2019 Emerging Space Leader. She now runs a consultancy that supports astronaut selection and training for international space agencies. A third operating environment sharpens the picture. As a British Army Reserve Officer in the Royal Engineers, she has held command of a unit of up to 100 personnel. The combination matters because her arguments about leadership under pressure are not assembled from secondary sources. They come from environments where the cost of getting it wrong is direct, measurable, and sometimes irreversible. Key speaking topics Performance under extreme conditions Astronaut selection, training and human spaceflight Team design and decision-making in elite sport Leadership in male-dominated operating environments Resilience and recovery in high-stakes work Translating elite-performance methodology into commercial settings Ideal for Executive teams and boards facing decisions where error cost is high and recovery time is short CHROs and chief talent officers redesigning selection, assessment and leadership-development pipelines Leadership audiences in defence, aerospace, energy, financial services and elite sport Programmes focused on women progressing in male-dominated technical or operational fields Audience outcomes A working model for how high-stakes operators are selected, not just trained Specific selection signals that predict composure and judgement under load A clearer view of how elite teams in sport and spaceflight handle feedback, recovery and the cost of error Evidence-based language for talking about inclusion in technical environments without losing the performance frame Transferable practices from astronaut, Premier League and military preparation that hold up in commercial settings

Why organisations work with Chris Grant He has run the room with senior leadership teams across government, professional sport, the NHS, financial services, and FTSE corporates, and is unusually fluent in moving a group from comfortable discussion to actual decision. His framework on decision-making, set out in Better Decisions (Quarto, 2020), gives executives a working language for how judgement degrades under speed, fatigue, and political pressure. He has chaired one of the largest public-facing behaviour change programmes in UK history (Chip & PIN), which gives him real authority on the gap between strategy and adoption at a population scale. He brings a substantive, non-performative line on inclusion, drawn from sport governance reform and his work as Chair of the British Basketball Federation, useful when boards are tired of theatre and want operating change. Audiences describe his style as “high energy calm”. He runs interactive keynotes, not lectures, which suits leadership offsites where the brief is to shift behaviour, not deliver content. Biography highlights OBE for services to sport, 2021 Queen’s Birthday Honours. Chair of the British Basketball Federation (2022 to present). Former CEO of Sported, the UK-wide London 2012 legacy charity supporting community sport. Author of Better Decisions: Direct your life. Influence your world. (Quarto, 2020). Independent Board Member, Sport England (two terms); board member, Financial Services Culture Board. Chaired the Programme Steering Committee for the UK rollout of Chip & PIN. Mentored Olympic and Paralympic medal-winning coaches; Deputy Chair, International Inspiration (London 2012). Biography Strategy is easier than execution, and execution is easier than getting a senior team to actually change how it behaves. Most leadership teams know what good looks like. The work that closes the gap between intention and operating reality is what Chris Grant has spent his career on, across government, professional sport, the NHS, financial services, and large corporates. The credentials sit behind that argument rather than in front of it. He led Sported, the UK-wide London 2012 legacy charity, as CEO. He chaired the Programme Steering Committee for the UK introduction of Chip & PIN, one of the largest public-facing behaviour change programmes the country has run. He served two terms as an Independent Board Member of Sport England and joined the Financial Services Culture Board. He was awarded an OBE in 2021 for services to sport, and now chairs the British Basketball Federation. His 2020 book Better Decisions (Quarto) sets out a 20-lesson framework on how senior leaders can hold their judgement when pace, politics, and uncertainty are pulling against them. It draws on thousands of facilitated days with executive teams and on his work mentoring Olympic and Paralympic coaches, where decision quality is measured in seconds and consequences. Grant runs interactive keynotes rather than lectures. Audiences leave with a sharper sense of how their team makes decisions, where group dynamics are quietly costing them, and what to change on Monday. The work is most useful to organisations that already understand the diagnosis and need help moving on to the cure. Key speaking topics Decision-making under pressure Organisational change and execution Group dynamics and team performance Inclusive leadership and culture reform Behaviour change at scale Strategy facilitation for senior teams Governance reform in sport and the public sector Ideal for Executive committees and boards working through restructure, succession, or strategic reset CHROs and chief people officers tackling culture, inclusion, and engagement as operating problems Leadership offsites where the brief is to shift behaviour, not deliver content Programme leads in large public-facing behaviour change or transformation rollouts Audience outcomes A clearer view of where their team’s decision-making degrades under pressure, and what to do about it Practical language for separating change (incremental) from transformation (structural), and choosing between them Tools from Better Decisions for stress-testing judgement before acting on it A direct read on inclusion as a leadership capability, not a compliance exercise Greater willingness in the room to name what is actually slowing the organisation down

Why organisations work with Kevin Fong He has run the actual command-and-control work organisations rehearse in tabletop exercises: seconded to NHS England as National Clinical Advisor for Emergency Preparedness during COVID-19, embedded with the British Military Emergency Response Team in Afghanistan, and active on a UK air ambulance crew. He brings a tested method for high-pressure decision-making drawn from anaesthesia, prehospital medicine and human spaceflight, sectors where the standards for crew performance are explicit and audited. His Apollo and Apollo 13 work for the BBC, including the World Service podcast 13 Minutes to the Moon, is built from primary interviews with the controllers and astronauts who made the calls. The case material is specific, not anecdotal. He holds a serious clinical and academic post (UCLH consultant; UCL professor; co-director of CASE Medicine), so his framing of human limits and team performance survives scrutiny by technical audiences. He was appointed OBE in 2019 for services to medicine and healthcare, and delivered the 2015 Royal Institution Christmas Lectures on space medicine, a platform with a high bar for clarity and authority. Biography highlights Consultant anaesthetist, University College London Hospitals; Professor of Public Engagement and Innovation, UCL. Co-director, Centre for Aviation, Space and Extreme Environment Medicine (CASE Medicine), UCL. National Clinical Advisor in Emergency Preparedness, Resilience and Response, NHS England (COVID-19 secondment, from March 2020). HEMS doctor, Air Ambulance Kent Surrey Sussex; previously embedded with British Military Emergency Response Team, Afghanistan; alumnus of NASA’s human spaceflight programme, Johnson Space Center. Presenter, 2015 Royal Institution Christmas Lectures (BBC Four); host of BBC World Service podcasts 13 Minutes to the Moon and 13 Minutes Presents: Apollo 13. Author, Extremes: Life, Death and the Limits of the Human Body (Hodder). OBE, 2019, for services to medicine and healthcare. Biography The Apollo 11 lunar module ran out of usable computer memory in the final minutes of its descent. The crew had thirteen minutes to reach the surface or abort. The decision to land was made by a flight director who had spent his career rehearsing exactly that kind of call. Fong’s BBC World Service series 13 Minutes to the Moon was built from first-hand interviews with the controllers and astronauts who made it work, and it is the clearest expression of what his speaking practice is actually about. The thread runs through his clinical career. As a consultant anaesthetist at UCLH, a HEMS doctor with Air Ambulance Kent Surrey Sussex, and a clinician embedded with the British Military Emergency Response Team in Afghanistan, he has spent his working life inside the systems that train teams to function when the cost of error is immediate. In March 2020, he was seconded to NHS England as National Clinical Advisor in Emergency Preparedness, Resilience and Response, working at the centre of the COVID-19 response and the vaccine rollout. The academic infrastructure underneath the speaking is substantive. He is a professor at UCL and co-director of the Centre for Aviation, Space and Extreme Environment Medicine, with degrees spanning astrophysics, medicine and engineering and a long association with NASA’s human spaceflight programme at Johnson Space Center. The book Extremes and the 2015 Royal Institution Christmas Lectures sit on top of that record, not in place of it. What he gives a corporate audience is a translation. The protocols that make space crews, trauma teams and air ambulance services reliable under extreme strain are not analogies for business leadership; they are concrete practices that can be examined and adopted. The 2019 OBE recognises a body of work that already crosses medicine, science and public communication, which is why his sessions land with technical leaders, not only general audiences. Key speaking topics Decision-making under extreme pressure High-performing teams in safety-critical environments Crisis leadership and command Pandemic response and healthcare resilience Human spaceflight and extreme environment medicine Risk and human factors Leadership lessons from Apollo Ideal for CEOs, COOs and crisis leadership teams preparing for low-probability, high-consequence events Boards and risk committees stress-testing operational resilience and command structures Leadership development programmes for clinical, aviation, energy, defence and infrastructure organisations Conferences for senior medical, scientific and engineering audiences who reject generic motivational content Audience outcomes A working vocabulary for human factors, crew resource management and command structure that can be applied inside their own organisations Specific, named case material from Apollo 11, Apollo 13 and the COVID-19 response, used to interrogate how their own teams would behave A clearer view of where their organisation is rehearsed and where it is improvising under pressure Renewed conviction in the operational standards that distinguish reliable teams from the rest

Why organisations work with Alan Stein Jr. Direct working access to Kevin Durant, Stephen Curry, and Kobe Bryant during their formative years gives him firsthand observation of how the highest performers in modern basketball actually prepare, not the version told in interviews. Three published books (Raise Your Game, Sustain Your Game, Next Play) form a connected curriculum on individual performance, sustained output without burnout, and focus discipline. Leaders can extend a keynote into a longer programme. Translates athletic preparation into language a corporate audience already uses. Sales teams, retail operators, and frontline managers leave with habits they can run on Monday morning. Repeat client list crosses retail, financial services, healthcare, and franchise operations: American Express, Pepsi, Under Armour, Starbucks, Charles Schwab, Orangetheory Fitness. The material travels across sectors. Biography highlights Performance coach at the LeBron James Skills Academy and the Jordan Brand Classic Trained Stephen Curry in the month before the 2009 NBA Draft Author of Raise Your Game (Hachette), Sustain Your Game (Hachette Book Group), and Next Play (Amplify Publishing, 2025) Foreword to Raise Your Game by ESPN analyst Jay Bilas, who also features on the Next Play audiobook Corporate clients include American Express, Pepsi, Under Armour, Starbucks, Charles Schwab, Orangetheory Fitness Host of the Raise Your Game podcast Biography The best basketball players in the world are not the most physically gifted people in the room. They are the most prepared. Alan Stein Jr. spent fifteen years inside that preparation as a basketball performance coach, training Kevin Durant, Stephen Curry, and Kobe Bryant during the years their habits were being formed. That access is the substance of his work. As a coach at the LeBron James Skills Academy, the Jordan Brand Classic, and Mike Jones’s DeMatha programme, Stein watched how elite players approached the unseen hours: warm-ups, recovery, film, the same drills repeated for years. The behaviours were unglamorous and learnable. He now teaches them to senior leaders and their teams. His three books map a single argument across individual, sustained, and focused performance. Raise Your Game (Hachette), with a foreword by ESPN’s Jay Bilas, sets out the habits. Sustain Your Game (Hachette Book Group) addresses stress, stagnation, and burnout. Next Play (Amplify Publishing, 2025) takes Coach K’s two-word philosophy and turns it into a discipline for what to do after a mistake or a win. Corporate clients use the material because it crosses sectors without losing specificity. American Express, Pepsi, Under Armour, Starbucks, Charles Schwab, and Orangetheory Fitness have all booked him. The vocabulary is athletic, but the application is operational: how a sales team prepares for a quarter, how a frontline manager recovers from a bad week, how a leader sets a daily standard the team can see. Key speaking topics Peak performance habits for senior leaders Self-leadership and preparation under pressure Team cohesion and high-performance culture Stress, burnout, and sustained output Sales performance mindset Lessons from elite athletes for corporate leaders Ideal for Sales leaders and chief revenue officers running performance offsites CHROs and L&D leads building leadership development programmes Franchise and retail operations leaders running annual conferences Senior leadership teams resetting standards after a difficult quarter or year Audience outcomes A clear set of preparation habits modelled on how elite athletes actually train Specific routines for managing stress and sustaining performance over a full year, not a quarter A shared vocabulary for accountability and standard-setting that a leadership team can use the next day Concrete examples from named NBA players that make the principles memorable for frontline staff A reframe of “talent” as habit and preparation, useful for managers building younger teams

Why organisations work with Karim Ellis A John Maxwell Team founding partner, which puts him inside the most widely sold leadership development network in the US corporate market and gives buyers a recognised pedigree to point to internally. Corporate training experience across Ford, Honda, Toyota, General Electric, Johnson and Johnson, Procter and Gamble, Kroger, USPS and the US Department of Defense, so he is calibrated for large, regulated, blue-collar and white-collar audiences in the same brief. A signature framework, GPS My Success, published as a book and built around five named principles for translating individual vision into action, which gives organisers a structured deliverable rather than a generic motivational set. A platform style trained directly under Les Brown, certified at Platinum level, which is what a programme committee is buying when they want an energising US-style closing keynote that lifts a room. Biography highlights Founding partner of the John Maxwell Team. Author of GPS My Success: The Address You Input In Life Determines Your Destination (2020). Two-time TEDx speaker, including TEDx Cincinnati. Les Brown Certified Platinum Speaker. 2022 Speakercon Motivational Speaker of the Year. Corporate clients include Ford, Honda, Toyota, General Electric, Johnson and Johnson, Procter and Gamble, Kroger, USPS, SHRM and the US Department of Defense. Biography Large organisations spend significant budgets on leadership and engagement programmes that fail to move the dial on day-to-day behaviour. People are inspired in the room, then the routine resumes. The problem is rarely talent or content. It is the absence of a shared, repeatable language for what good looks like and how individuals contribute to it. Karim Ellis works in that gap. As a founding partner of the John Maxwell Team, he trained inside the leadership network John C. Maxwell built, then developed his own framework, GPS My Success, around five principles for turning individual vision into a destination the rest of the organisation can recognise. The book of the same name, published in 2020, is the spine of his corporate keynote. His audiences are mainstream US corporate: Ford, Honda, Toyota, General Electric, Johnson and Johnson, Procter and Gamble, Kroger, USPS and the US Department of Defense, alongside SHRM and the National Urban League. The brief is consistent. Lift the room, give people a structured way to talk about ambition and accountability, and send them back to work with something they can use on Monday. The platform craft sits on top of formal training with Les Brown, where Ellis holds Platinum certification, and two TEDx appearances. Speakercon named him its 2022 Motivational Speaker of the Year. The work is built for events that need an energising US-style keynote backed by a defined leadership and personal-development model, not a strategy lecture. Key speaking topics Leadership development Vision and goal-setting Personal effectiveness and peak performance Motivation and audience engagement Communication and presence Sales and customer service mindset Ideal for Internal leadership development conferences and L and D programmes. Annual sales kick-offs and field-force events seeking an energising main-stage keynote. Diversity, employee engagement and culture events looking for a US motivational headliner with corporate fluency. Audience outcomes A named five-part framework, GPS My Success, that individuals can apply to their own goals after the session. A shared language for vision, ambition and accountability that managers can carry back into team conversations. A renewed sense of personal agency on performance, grounded in concrete principles rather than slogans. A high-energy closing or opening moment that lifts engagement scores for the event.

Why organisations work with Justin Roethlingshoefer He brings the performance science used to keep professional hockey players on the ice into the language of P&L, calendar pressure and executive fatigue, with frameworks tested over a fifteen-year career across NCAA and NHL environments. His method starts from individual biological data, including bloodwork, HRV and DNA inputs, so the room leaves with personalised next actions rather than a generic wellness playbook. He has built and runs OWN IT Coaching, which means the content is informed by what is currently working with paying executive clients, not theory drawn from a former career. His book The Power of Ownership gives audiences a structured reference point after the keynote, extending the conversation beyond the event. Biography highlights Founder of OWN IT Coaching, a health and performance company serving founders, executives and corporate teams. Fifteen years in elite sport across NCAA and professional hockey, with strength and performance responsibilities tied to the San Diego Gulls and the Anaheim Ducks organisation. Author of four books, including The Power of Ownership, listed as a USA Today bestseller. Master’s in Human Development with a Sport Performance concentration; postgraduate work in HRV, sleep and recovery science. Host of The OWN IT Show podcast and a regular contributor on SimpliFaster and Muscle & Strength. Featured in Fox News, Esquire, USA Today, LiveScience and Well+Good. Biography The cost of high-performance leadership tends to show up in the body before it shows up in the numbers. Sleep degrades, recovery collapses, decisions get slower and shorter, and the wellbeing programme on the company intranet does not touch any of it. That is the gap Justin Roethlingshoefer’s work addresses. He spent fifteen years inside elite hockey, first in the NCAA and then in the professional system, with strength and performance responsibilities tied to the San Diego Gulls in the AHL and the Anaheim Ducks organisation. His job was to keep human beings playing at their physical ceiling across a punishing season, using data on load, fatigue, sleep and recovery. He brought that operating model out of the locker room and into the office. OWN IT Coaching, the company he founded, applies the same approach to executives, founders and corporate teams. The starting point is individual biology, bloodwork, HRV, wearables and DNA testing, with structured coaching on the back of it. His four books, including the USA Today bestseller The Power of Ownership, set out the underlying argument: health is an ownership decision, and senior leaders who treat it that way protect the asset their organisations depend on most. His sports-science training sits behind everything he says, which is what separates him from the wider wellness category. The case he makes to a senior audience is concrete: the same monitoring that keeps a Stanley Cup contender on the ice can keep a CEO sharp through a year that was not built for human pacing. Key speaking topics Executive health and performance Burnout prevention in senior leadership Sleep, recovery and HRV in high-pressure roles Wearables, biometric data and personalised health Ownership as a personal operating principle Health risk in founder-led and high-growth organisations Team performance and resilience Ideal for CEOs, founders and executive committees carrying sustained operational load CHROs and heads of people designing senior leader wellbeing and retention Leadership offsites and partner retreats in professional services Sales and high-performance teams working under structured pressure Audience outcomes A clear separation between generic wellness advice and the variables that actually move executive performance A working understanding of how sleep, HRV, recovery and load data translate into leadership capacity Personal next actions framed as ownership decisions rather than corporate programme tweaks Language to discuss executive health as an organisational asset with boards and HR A reference framework drawn from The Power of Ownership to extend the conversation after the event

Why organisations work with Julia Gentry A coaching track record concentrated in growth-stage businesses in the $10 to $100 million revenue band, where the founder and the leadership team are the same people and personal capacity is the binding constraint. A signature D.R.E.A.M. framework she uses with executive teams to close the gap between stated ambition and the daily decisions that contradict it. Direct authority with women leaders navigating the specific tension between professional ambition and the rest of their lives, written about in her book Dream – I Dare You. A strong following in the US residential real estate sector, where she is repeatedly booked back into the same firms and conferences. Biography highlights CEO and founder of The Dream Factory & Co., leading a team of eight. Author of Dream – I Dare You: A Wake-Up Call to Greater Alignment in Your Faith, Family, Career, and Community and the companion Dream – Workbook. More than a decade coaching executive teams at companies grossing $10 to $100 million annually. Co-founder of six businesses across 16 years as an entrepreneur, including a real estate operation. Named client engagements include Harcourts North America, Total Real Estate Group and Keller Williams agents and brokerages. Creator of the D.R.E.A.M. framework, used in keynote sessions, group coaching and an eight-week curriculum. Biography Most leadership burnout is not a wellness problem. It is a clarity problem. The leader knows what the next quarter requires, but cannot remember what the next decade is for. That is the gap Julia Gentry works in. She is the CEO and founder of The Dream Factory & Co., a coaching practice she built after a career in residential real estate that ended, by her own account, in burnout in her early thirties. Over the past decade, she has coached executive teams at growth-stage businesses in the $10 to $100 million revenue range, where the leadership group and the founders are usually the same small set of people. Her book Dream – I Dare You is the written form of that work. It argues that alignment across professional ambition, family life, and personal conviction is the precondition for sustained senior performance, not a soft add-on to it. The companion Dream – Workbook turns the same argument into a working tool for leadership teams and small groups. Her commercial track record is strongest in the US residential real estate sector, where firms including Harcourts North America, Total Real Estate Group and Keller Williams brokerages have brought her back to work with leaders and agents. The D.R.E.A.M. framework she developed is now used in keynote settings, in an eight-week curriculum, and in direct executive coaching with founders who have stopped enjoying the company they built. Key speaking topics Self-leadership and burnout recovery Women in senior leadership Purpose and alignment in growth-stage businesses Limiting beliefs in executive teams Leadership in real estate and entrepreneur-led firms Faith-aligned leadership Ideal for Founders and CEOs of growth-stage businesses in the $10 to $100 million revenue band Women leadership networks and senior women’s events Real estate brokerages, agent groups and franchise leadership conferences Faith-aligned corporate and entrepreneurial audiences Audience outcomes A clear read on where personal capacity is the bottleneck in the business, not the strategy Language for the gap between stated ambition and actual decision-making in the leadership team A practical structure, the D.R.E.A.M. framework, for resetting that gap Permission and a method for women leaders to redefine what success in the role looks like A direct challenge to grind-culture assumptions about what senior leadership requires

Why organisations work with Scott Deming He ran the agency before he ran the keynote. Deming built Ryan Communications to 70 staff and around USD 30m in revenue, serving clients including Benjamin Moore and The Scotts Company, so his views on brand and customer experience come from operating accountability rather than observation. His thesis in The Brand Who Cried Wolf (Wiley, 2007) is unusually concrete for the category: brand is the cumulative outcome of every customer interaction, and most brands fail because they over-promise in marketing and under-deliver in operations. Powered by Purpose gives leadership teams a working language for connecting individual values to customer-facing behaviour, which is where most culture programmes break down. Client list spans regulated and operationally complex environments: AT&T, Verizon Wireless, General Motors, Pfizer, AstraZeneca, Delta Airlines, PwC, U.S. Treasury, McDonald’s of Eastern Europe. Useful when buyers want a speaker who has worked inside their kind of complexity, not adjacent to it. He writes regularly for Entrepreneur on customer experience, leadership and innovation, which keeps the material in active circulation rather than locked to a single book cycle. Biography highlights Author, The Brand Who Cried Wolf: Deliver on Your Company’s Promise and Create Customers for Life (John Wiley & Sons, 2007). Author, Powered by Purpose: Identify Your Values, Discover Your Purpose, and Build Success for Life! Founder of Deming Advertising in 1986, later Ryan Communications Inc.; grew the agency to 70 employees and approximately USD 30m in annual revenue before exit in 2003. Regular contributor to Entrepreneur on customer experience, brand, leadership and innovation. Keynote and training work for AT&T, Verizon Wireless, General Motors, Delta Airlines, Pfizer, AstraZeneca, PricewaterhouseCoopers, U.S. Treasury, Hershey Foods, McDonald’s of Eastern Europe, 3M, Chipotle and Frito-Lay, among others. Founder and former board member, Service Nation / Service Roundtable. Biography Brand promises are written in marketing and broken in operations. The book that captures this most directly is The Brand Who Cried Wolf, published by John Wiley & Sons in 2007. Its argument is that customer loyalty is built or destroyed in the routine interactions that no advertising campaign can paper over. That argument has a particular weight because the author spent seventeen years running the kind of agency that produces those campaigns. Scott Deming founded Deming Advertising in 1986 and rebuilt it as Ryan Communications Inc., growing the agency to around 70 staff and USD 30m in revenue before exiting in 2003. Clients included Benjamin Moore and The Scotts Company. The view of brand as an operating outcome, not a creative output, was formed inside that business. His second book, Powered by Purpose, extends the thesis inward. Customer experience is downstream of culture, and culture is downstream of whether individual employees understand their own values and how those values show up in the work. The book is the basis for his leadership keynote, which leaders use as the language for connecting purpose to customer-facing behaviour. The platform work spans large, operationally complex organisations: AT&T, Verizon Wireless, General Motors, Pfizer, AstraZeneca, Delta Airlines, PricewaterhouseCoopers, U.S. Treasury, McDonald’s of Eastern Europe and others. He writes regularly for Entrepreneur on customer experience, brand, leadership and innovation, and he was a founding board member of Service Nation / Service Roundtable, the network for service-business owners in the trades. Key speaking topics Customer experience and brand loyalty Brand strategy and brand promise Purpose-driven leadership and culture Employee engagement and customer-facing behaviour Sales and customer service performance Innovation in customer-led organisations Ideal for CMOs, CXOs and brand leaders looking to close the gap between marketing promise and customer reality. CEOs and operating leaders accountable for culture as a commercial lever, not an HR slogan. Heads of customer service, sales and retail operations in regulated or franchised environments. Franchise networks, dealer groups and service-business associations where the brand is delivered by independently operated front lines. Audience outcomes A clearer test for whether your brand promise survives contact with your actual customer journey. A working model for connecting employee purpose and values to customer-facing decisions. Practical changes to customer service routines, from frontline scripts to escalation policy, that compound into loyalty. Confidence that culture work has a measurable commercial return, not just a wellbeing one. A shared internal language for talking about brand as an operational discipline rather than a creative one.