Multigenerational Workplace

Why organisations work with Graeme Codrington The TIDES framework (Technology, Institutional change, Demographics, Environment, and Social values) gives leadership teams a named, structured lens for distinguishing structural disruption from short-term noise, something generic trend-watching rarely provides. His research on generational dynamics, anchored in Mind the Gap (Penguin), is one of the most analytically grounded treatments of multigenerational workforce tension available to leadership teams: it goes beyond labelling generations to explaining the mechanisms that drive the differences. Keynote insight does not stop at the room door: through TomorrowToday Global, organisations can move directly from a session to structured consulting and implementation, which means the analysis has a clear pathway to operational change. He is the only professional speaker inducted into two international speaking Halls of Fame: in South Africa and the UK/Ireland – an independently verified measure of sustained content quality across different professional and cultural contexts. His Seven Grey Elephants model and antifragility framework give boards a structured vocabulary for confronting the major forces that most organisations acknowledge but rarely analyse with discipline. Biography highlights Co-founder and lead futurist, TomorrowToday Global, a research and strategy firm operating across 150-plus countries Author of multiple Penguin bestsellers, including Mind the Gap (with Sue Grant-Marshall) and Leading in a Changing World (with Keith Coats) Guest lecturer at London Business School, Duke Corporate Education, Cornell, and the Gordon Institute of Business Science Only professional speaker inducted into two international speaking Halls of Fame: Southern Africa and UK/Ireland (Professional Speaking Association Award of Excellence) Global Certified Speaking Professional, Global Speakers Federation; Fellow and Honorary Fellow, Professional Speakers Association of UK and Northern Ireland TEDx Top Picks 2021; speaks to approximately 100,000 people annually across more than 20 countries Biography Graeme Codrington has spent over two decades arguing that most organisations are solving the wrong problem. The disruptions they face are not technical challenges requiring better execution, they are adaptive challenges requiring entirely new thinking. His co-founded firm TomorrowToday Global was built around that distinction, and around helping organisations act on it. Codrington is co-founder and lead futurist of TomorrowToday Global, a research and strategy firm tracking the disruptive forces shaping organisations since the early 2000s. His TIDES model maps five forces: Technology, Institutional change, Demographics, Environment, and Social values that drive disruption across any sector. His book Mind the Gap, published by Penguin, applied this thinking to generational dynamics and became a widely used text in leadership development programmes internationally. He lectures at London Business School, Duke Corporate Education, Cornell, and the Gordon Institute of Business Science, and speaks to roughly 100,000 people annually across more than 20 countries. His frameworks have expanded to include the Seven Grey Elephants (a structured analysis of the major forces leaders tend to acknowledge but avoid confronting directly) and an antifragility model that helps organisations move beyond resilience to building systems that actually strengthen under pressure. Codrington is the only professional speaker inducted into two international speaking Halls of Fame, in South Africa and the UK. He holds the Global Certified Speaking Professional designation from the Global Speakers Federation and is a Fellow and Honorary Fellow of the Professional Speakers Association of UK and Northern Ireland. For organisations wanting to move beyond a single session, TomorrowToday Global’s consulting team provides structured follow-through from keynote insight to practical implementation. Key speaking topics Strategic foresight and futurist methodology Future of work and workforce transformation Multigenerational leadership and generational dynamics Adaptive leadership in disruptive environments Organisational antifragility and resilience Innovation culture and next practice approaches The TIDES framework and disruptive forces mapping Ideal for C-suite and board-level leaders building adaptive strategy for permanent disruption CHROs and people leaders managing multigenerational workforce complexity Transformation leads and strategy teams moving beyond traditional planning horizons Executive development programmes at business schools and corporate leadership academies Audience outcomes A working understanding of the distinction between technical problems and adaptive challenges, and practical tools for identifying which they are facing Familiarity with the TIDES framework for mapping the disruptive forces most relevant to their sector and strategic context Concrete methods for scanning the business environment for weak signals and translating them into actionable strategy Clarity on what the future of work means for their organisation’s people strategy, including multigenerational dynamics and AI integration A framework for building antifragility into their team or organisation, moving beyond survival-mode resilience

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

Why organisations work with Gorick Ng He turns two recurring HR problems, the disengagement of capable early-career hires and the quiet stagnation of mid-career professionals in pyramid-structured firms, into a single teachable framework drawn from 500-plus structured interviews and used by Harvard Business School with every MBA cohort. His work bridges three conversations that most organisations run separately: new-hire onboarding, frontline manager development, and DEI for first-generation and underrepresented professionals. One body of content, three internal audiences. The Unspoken Rules sits on the Thinkers50 Best New Management Books list for 2022 and is published by Harvard Business Review Press, which gives the content institutional credibility that motivational early-career speakers cannot match. He speaks the language of large professional-services and corporate buyers because he has been on the buy-side of it: Boston Consulting Group, Credit Suisse, and Harvard Business School’s Managing the Future of Work research project. Sessions are designed as practical training, not inspiration. Manager toolkits, ERG curricula, and onboarding modules can be built directly off the talk. Biography highlights Wall Street Journal bestselling author of The Unspoken Rules: Secrets to Starting Your Career Off Right (Harvard Business Review Press). Named to Thinkers50’s 30 Thinkers to Watch in 2022; book selected for Thinkers50’s Best New Management Books of 2022. Career adviser at Harvard College and faculty member at the University of California, Berkeley. Former management consultant at Boston Consulting Group and investment banker at Credit Suisse. Researcher with the Managing the Future of Work project at Harvard Business School. Featured in The New York Times, The Wall Street Journal, Forbes, Fast Company, Fortune, CNBC, and The Today Show. Biography The reason capable graduates plateau in their first two years is rarely the reason their managers give. It is almost never effort or intelligence. It is the gap between what new hires were told work would reward and what their organisations actually reward, a gap that is invisible to the people who already know the rules and punishing to those who do not. The Unspoken Rules, published by Harvard Business Review Press and built on more than five hundred structured interviews, names that gap and gives organisations a vocabulary for closing it. Gorick Ng wrote the book that Harvard Business School now hands to every MBA, and he teaches the same material to undergraduates at the University of California, Berkeley. As a career adviser at Harvard College, he works directly with first-generation and low-income students, the population on whom the cost of unspoken rules is highest. The work moved from classroom to corporate quickly. Aon, BNP Paribas, GE, Google, IBM, Invesco, Kirkland and Ellis, and Charles River Associates have used the content in manager training, new-hire onboarding, and DEI programming. UC Berkeley, StartSe, and Singularity University have commissioned him on adjacent themes including innovation and how authors and founders build audiences in the AI search era. His authority comes from sitting on both sides of the question. Before academia he was a management consultant at Boston Consulting Group and an investment banker at Credit Suisse, and a researcher with Harvard Business School’s Managing the Future of Work project. He has watched professional-services organisations make the same recurring mistakes with early-career talent, and his frameworks are written for the specific tensions those organisations face, not for a general audience. Thinkers50 named The Unspoken Rules one of the ten best new management books of 2022 and named Gorick to its 30 Thinkers to Watch list the same year. The work has since been covered in The New York Times, The Wall Street Journal, Forbes, Fast Company, Fortune, CNBC, and The Today Show. The recognition matters less than the practical point underneath it: very few speakers treat early-career navigation, manager onboarding, and first-generation inclusion as one connected problem with one connected research base, and that is what large employers buy him for. Key speaking topics Early-career talent attraction and retention Manager development for frontline and people-leader cohorts Inclusive management of first-generation and underrepresented professionals Onboarding and the school-to-work transition Employee Resource Group programming and DEI training content Ownership and performance behaviours in early-career roles The future of work and early-career expectations Ideal for CHROs, heads of talent, and learning and development leads designing onboarding or manager training at scale. Heads of DEI and ERG sponsors building substantive programming for first-generation and underrepresented professionals. Professional-services and corporate firms with large early-career intakes (consulting, banking, law, accounting, technology). Talent leaders addressing mid-career stagnation among senior associates, senior managers, and VPs in firms where the path to the top narrows sharply. University and graduate-school audiences at convocation, orientation, and career-readiness events. Audience outcomes A shared vocabulary across managers and new hires for the behaviours that quietly determine early-career progression. Specific manager actions that reduce avoidable attrition in the first two years, drawn from named patterns in the research. A practical lens for ERG and DEI work that translates inclusion into observable workplace behaviours, not slogans. Onboarding content that addresses what first-generation and underrepresented hires need to hear that their peers already know. Confidence among early-career employees that career progression is learnable, not a matter of background.

Why organisations work with Riaz Shah He has run reskilling at a scale almost no academic or consultant has matched: more than 400,000 employees and 24 million hours of learning a year inside EY. He built the EY Tech MBA, one of the first corporate degree programmes to put technology fluency at the centre of professional services training, and can speak about what it took to make it work. His authority on the future of work rests on operating responsibility, not research alone. He has been the executive on the hook for the budget, the platform choices and the outcomes. He chairs One Degree Academy, a free school for children in an underserved part of London now ranked among the world’s top ten in the Overcoming Adversity category of the World’s Best School Prizes. His argument that learning design matters at scale is supported by results, not theory. His OBE for Services to Education, awarded by HM King Charles III in 2023, signals that the credibility is recognised beyond the corporate audience. Biography highlights Professor of Practice for Innovation & Leadership, Hult International Business School. 27 years as a partner at EY, including Global Learning Leader, Managing Partner of London Assurance and Chief Operations Officer for EMEIA Markets. Architect of the EY Tech MBA, deployed across a workforce of more than 400,000 professionals. OBE for Services to Education, 2023. Founder and Chair of One Degree Academy, a Top 10 finalist for the World’s Best School Prize in the Overcoming Adversity category. Non-executive director, Genius Group (appointed July 2024). Biography Most large organisations have an AI strategy. Very few have a learning strategy capable of delivering it. That gap, between what a workforce is being asked to do next year and what it knows how to do today, is the specific problem Riaz Shah has spent the last decade inside. At EY, as Global Learning Leader, he carried operating responsibility for how more than 400,000 professionals were equipped for a market reshaped by automation, AI and digital platforms. His team delivered more than 24 million hours of learning a year and built the EY Tech MBA, a full corporate degree programme that put technology fluency at the centre of a professional services career. He had previously been Managing Partner of London Assurance and Chief Operations Officer for EMEIA Markets, so the work was anchored in commercial reality, not in the learning department’s preferences. He now teaches at Hult International Business School as Professor of Practice for Innovation & Leadership, where his sessions with senior executives concentrate on global megatrends, digital disruption and how organisations rebuild capability fast enough to keep up. He also chairs One Degree Academy, a state-funded free school for children aged 4 to 18 in an underserved part of London. The school is a Top 10 finalist in the Overcoming Adversity category of the World’s Best School Prizes, and is the practical expression of his argument that learning design, done seriously, scales. In 2023, King Charles III awarded him the OBE for Services to Education. He sits on the board of Genius Group, a Nasdaq-listed education business, and is a member of YPO. Key speaking topics AI and the future of work Reskilling and workforce transformation at scale Corporate learning as a strategic capability Innovation and growth mindset inside large organisations Generational shifts in the workplace Demographics and changing consumer attitudes Leadership in conditions of digital disruption Ideal for CHROs and Chief Learning Officers commissioning a workforce transformation tied to AI and automation. CEOs and executive committees of large services and knowledge businesses where the talent base is the product. Boards reviewing the capability assumptions inside a digital or AI strategy. Senior leadership conferences where the brief is to make the case for serious, not cosmetic, reskilling. Audience outcomes A sharper view of where the gap between AI ambition and workforce capability is biggest, and which gaps matter most commercially. A clearer picture of what corporate learning has to look like to keep pace with technology, drawn from running it at EY scale. An honest read on what worked and what did not in building the EY Tech MBA, with the operational detail intact. A more confident sense of how to talk to a workforce about AI without losing trust.

Why organisations work with Russell Beck His 6C© model (Compensation, Career, Cause, Community, Culture, Company) gives people teams a structured, actionable framework for talent strategy: not a list of principles, but a diagnostic and planning tool organisations can apply directly. His career spans engineering project leadership across 25 countries, European Head of Talent at Yahoo!, MD of a £120m talent outsourcing business, and Global Head of Consulting at Impellam Group: a level of operational depth that most future-of-work commentators do not have. The World of Work to 2030 was recognised by the Financial Times as a business book to read and won the Institute of Leadership’s Book of the Year giving his frameworks independent, named validation rather than self-asserted authority. He translates megatrend analysis into specific commercial decisions. His sessions leave teams with a clear view of what the talent market will require of them by 2030, not just why it matters. Biography highlights Author of The World of Work to 2030, published by Bloomsbury Business (2024) Winner, Institute of Leadership Leadership Book of the Year 2024 Recognised by the Financial Times as a business book to read; regular interviewee in the FT Former European Head of Talent, Yahoo! – built one of the first pan-European talent functions Former Managing Director, Carlisle Managed Solutions – grew business to £120m turnover in 30 months; former Global Head of Consulting, Impellam Group Engineering project leader across 25+ countries, including a USD500m programme; co-owner and Director of Inspiration, ImagineThinkDo Biography Work is changing faster than most organisations’ talent strategies can keep up with. The labour market that defined hiring and retention practices for the last thirty years has shifted structurally, and the organisations still winning on compensation alone are discovering the limits of that approach. Russell Beck has spent three decades working through this tension as an operator running large-scale engineering programmes across 25 countries to building Yahoo!’s first pan-European talent function, to leading a £120m talent outsourcing business as Managing Director. His book, The World of Work to 2030, published by Bloomsbury Business, maps the megatrends reshaping organisations and careers and translates them into a practical action framework. It won the Institute of Leadership’s Leadership Book of the Year in 2024 and was recognised by the Financial Times as a business book to read. The book’s argument is not that change is coming, it is that most organisations are already behind, and that closing that gap requires deliberate, structured action on people strategy now. The 6C© model (Compensation, Career, Cause, Community, Culture, Company) is Beck’s proprietary framework for diagnosing and rebuilding talent strategy in a market where employees hold structural leverage. It has been deployed with organisations across sectors including Vodafone, the NHS, Cambridge University Press and the Top Employers Institute. Through ImagineThinkDo, the consultancy and development firm he co-owns with Alison Beck, he works directly with senior leadership teams on workforce transformation, leadership development and cultural change. His perspective combines the research discipline of an engineer, the strategic experience of an operator who has led at scale, and the practical tools of a practitioner who has done the work inside organisations, not just advised on it from outside. Key speaking topics Future of work and workforce strategy Talent attraction, retention and the 6C© model Organisational culture and belonging The multigenerational workforce Purpose-led leadership Leadership in uncertainty Future skills and employability Megatrends and their organisational implications Ideal for CHROs and people directors designing future-fit talent strategy Senior leadership teams navigating workforce transformation Talent, learning and organisational development functions CEOs and MDs seeking a commercially grounded view of the future labour market Audience outcomes A structured view of the megatrends reshaping work, and their specific implications for organisational and talent strategy Familiarity with the 6C© model as a practical tool for rebuilding attraction and retention approaches Clearer understanding of why belonging – not diversity alone – determines whether inclusion strategies deliver measurable outcomes Practical steps leaders can take to close the gap between current people strategy and what the labour market will require by 2030 A leadership lens for embedding purpose and meaning at work in ways that affect retention and performance

Why organisations work with Rachel DeAlto She brings a working framework for relatability that translates a soft concept into specific leader behaviours, sourced from her own research and applied across Fortune 500, government and nonprofit settings. Her dual training in law and psychology gives her credibility with both legal-minded executives and people-function leaders, two audiences that often talk past each other on culture work. As Chief Connection Officer at Match Group, she works inside a business whose product is human connection at scale, which gives her examples that land with commercial audiences rather than HR-only ones. She holds the Certified Speaking Professional designation and has worked across more than 200 national media platforms, so the delivery is polished without sliding into performance. The work is built for multigenerational teams specifically, which is where most leadership programmes fail in practice. Biography highlights Chief Connection Officer at Match Group, parent company of Match.com, Tinder and Hinge. Author of The Relatable Leader and relatable, both published by Simon & Schuster. TEDx speaker; Being Authentic in a Filtered World featured on TED.com. Television expert on Lifetime’s Married at First Sight and TLC’s Kate+Date. Certified Speaking Professional, National Speakers Association. JD, Seton Hall University; MA in Psychology, Arizona State University; BA in Communications, Syracuse University. Biography Most organisational culture problems present as engagement problems first. People stop volunteering ideas, hand-offs get sloppy, turnover ticks up in the wrong roles. The diagnosis is usually slower than the decline. Rachel DeAlto’s argument is that what looks like disengagement is often a relational deficit at the leader level, and that the deficit is fixable with specific skills rather than slogans. Her two books, relatable and The Relatable Leader, both published by Simon & Schuster, build the case. The first sets out how people connect with each other under conditions of distraction, filtering and fatigue. The second turns the argument toward leadership and the practical question of how a senior manager builds trust quickly across a workforce that spans five generations and several working modes. DeAlto’s background is unusual for the topic. She trained as an attorney at Seton Hall, holds a master’s in psychology from Arizona State, and now serves as Chief Connection Officer at Match Group, where connection is the commercial product. That combination shapes the work. She speaks the language of executives, draws on psychological research rather than anecdote, and tests her frameworks against a business whose users vote on connection every day. The audience is corporate, but the substance is granular. Whitepapers on the multigenerational workforce, signature programmes on customer experience and sales relatability, and a Certified Speaking Professional designation that signals a craft-level investment in delivery. The closing claim is not that culture is everything. It is that culture is built from countable leader behaviours, and those behaviours can be taught. Key speaking topics Relatability and human connection Leadership and team performance Multigenerational workforce dynamics Communication and emotional intelligence Customer experience and relatable sales Organisational culture and engagement Ideal for CHROs and chief people officers building engagement and retention strategy Senior leaders managing newly hybrid or distributed teams Sales and customer experience leaders rebuilding trust in long-cycle buyer relationships Leadership development teams designing programmes for multigenerational workforces Audience outcomes A vocabulary and a framework for relatability that turns a soft concept into observable leader behaviours A clearer view of where engagement breaks down inside multigenerational teams and what to do about it Specific tactics for building trust at speed in hybrid and high-turnover environments A shift in how senior leaders think about communication, from broadcast to connection

Why organisations work with Nadia Jae She hosts a daily national breakfast show on BBC 1Xtra and won a Gold ARIA for it in 2023, so the live-microphone craft is tested every morning in front of a UK audience, not assembled for the occasion. She is one of the small group of UK presenters who moves fluently between the BAFTA TV Awards, the MOBO Awards, Disney and Marvel red carpets and corporate stages, which matters when an event sits between entertainment and business. Her interview reel includes Stormzy, John Legend, Usher, Daniel Kaluuya and Little Simz. Senior on-stage guests are handled without the script becoming the safety net. Raise Your Voice, her 2022 book with DK and the BBC, gives her a credible secondary offer on confidence, communication and self-presentation for younger workforces and early-career audiences. She brings cultural reach into rooms that often lack it: a DJ background at the BRITs, Lovebox, indigO2 and Fabric, and a brand history with ASOS, Adidas, John Lewis, Netflix and Beats By Dre. Biography highlights Host, BBC Radio 1Xtra Breakfast Show, since December 2020. Gold ARIA, Best Music Breakfast Show, 2023. Author, Raise Your Voice: Make Yourself Heard in a Noisy World (DK, 2022), produced in partnership with the BBC. Presenting credits across the BAFTA TV Awards, MOBO Awards, Wireless Festival, Disney and Marvel events. DJ sets at the BRIT Awards, Lovebox, indigO2 and Fabric. Brand and commercial work with ASOS, Adidas, John Lewis, Netflix and Beats By Dre. Biography The BBC 1Xtra Breakfast Show is one of the most exposed live slots in UK radio: a daily national programme, a young audience, a music-industry guest list and no second takes. Nadia Jae has held it since December 2020 and won a Gold ARIA for it in 2023. Outside the studio, she has built a parallel career as a live events host. She has presented on stage and on red carpets for the BAFTA TV Awards, the MOBO Awards, Wireless Festival, Disney and Marvel, with a DJ track record at the BRITs, Lovebox, indigO2 and Fabric. The blend matters for corporate clients: she can hold an awards night, a brand launch or an internal conference without the cultural register feeling forced. Raise Your Voice, published by DK with the BBC in 2022 as part of the corporation’s centenary Share Your Story programme, sits alongside the broadcast work. The book is a practical guide to confidence, self-presentation and storytelling for young audiences, with contributions from George the Poet, Ade Adepitan and Nancy Kacungira. It gives her a credible secondary keynote on voice and communication for early-career and Gen Z workforce audiences. Her interview history on 1Xtra, from Stormzy and Little Simz to John Legend, Usher and Daniel Kaluuya, is the clearest signal of the on-stage craft: senior names, live mics, no second pass. Key speaking topics Awards and event hosting Conference and keynote moderation Brand activation and launch hosting Panel facilitation and on-stage interviews Voice, confidence and communication for young audiences Storytelling and personal narrative Media and broadcast presence Culture, music and youth audiences Ideal for Internal awards nights, recognition events and end-of-year conferences that need a confident MC. Brand launches, product reveals and consumer-facing activations aimed at younger audiences. Panel sessions and on-stage interviews where the host needs to interview senior or high-profile guests live. Early-career, apprentice and Gen Z workforce sessions on voice, confidence and self-presentation. Audience outcomes A clearly structured event with consistent pace, set pieces landed and senior contributors handled with confidence. On-stage interviews and panels that move rather than stall. A cultural register that resonates with younger and more diverse audiences without feeling tokenistic. For Raise Your Voice sessions: a practical sense of how to speak up, present a clear personal narrative and use voice deliberately at work.

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 Niluka Kavanagh She co-founded KPMG’s Behavioural Science Unit, giving her a practitioner’s understanding of how psychological insight can be embedded in organisational design: not cited in a presentation, but built into real structures inside a global firm. Building and operating three businesses across fourteen countries, with a community of more than a thousand independent founders behind ImagineThat, gives her a working understanding of what trust, engagement, and team performance look like when conventional structures of co-location and hierarchy do not apply. She has operated inside large organisations and built three independent businesses: she can speak to the intrapreneurship and autonomy conversation from both sides of the corporate boundary. Through The Modern CEO, the organisational arm of her ImagineThat platform, she takes the multigenerational engagement debate out of HR theory and into the specifics of daily leadership communication, intrapreneurship, and psychological safety across teams. The KPMG FutureThinkers initiative she co-founded convening speakers from the BBC, HSBC, and others, gives her direct insight into how large organisations signal innovation internally, and where those signals fall short. Biography highlights Co-founded KPMG’s Behavioural Science Unit and the KPMG FutureThinkers initiative during nearly five years as a consultant and project lead at the firm Advised organisations including Mastercard, Tesco, the London Stock Exchange Group, and Lloyds Bank Founder of ImagineThat, a business school for independent entrepreneurs with over 1,000 members across multiple countries Published in The World Financial Review on the application of behavioural science to customer experience design Opened the 2026 Learning Technologies conference programme on the human side of the future of work, at Europe’s largest workplace learning event Featured in a University of Oxford alumni profile on entrepreneurship and alternative career models Guest lecturer at Trinity College Dublin, the University of Edinburgh, and Somerville College, Oxford Graduate of the University of Oxford (English, Somerville College) Biography Most organisations still use presence as a proxy for productivity and hierarchy as a proxy for trust. Neither assumption holds for the workforce that is now entering and increasingly leaving corporate life. Niluka Kavanagh’s work sits precisely at that fault line: the widening gap between how organisations are designed and what the people inside them now expect. Her grounding in this is practical. At KPMG, she spent nearly five years consulting for organisations including Mastercard, Tesco, and the London Stock Exchange Group, co-founding both the firm’s Behavioural Science Unit and its FutureThinkers initiative. Both projects were about the same thing: applying psychological and behavioural insight to how organisations lead change, design experiences, and engage the people doing the work. After leaving KPMG, she tested the same ideas from the outside. Three businesses, fourteen countries of operating experience, and a community of more than a thousand independent founders gave her the empirical base for The Modern CEO, the organisational branch of her ImagineThat platform. It is a leadership model focused on engagement, intrapreneurship, daily communication, and psychological safety across multigenerational teams. Her writing on behavioural science and customer experience has appeared in The World Financial Review. She is a graduate of the University of Oxford and holds a CIMA accounting qualification. Key speaking topics Future of work and workforce transformation The Modern CEO framework for multigenerational leadership Behavioural science in organisational design Multigenerational leadership and team engagement Intrapreneurship and internal innovation Human-centric leadership and trust structures Leadership communication and psychological safety Ideal for CHROs and people leaders managing generational shifts in workforce expectation and culture CEOs and senior leadership teams seeking to align organisational structure with modern ways of working Transformation leads and change teams working on culture, engagement, and talent retention Professional services and entrepreneurial firms navigating the shift to more autonomous, distributed, or flexible operating models Audience outcomes A working understanding of how generational values are reshaping expectations around autonomy, leadership, and work design, and where the organisational cost is already showing up The Modern CEO framework as a practical model for engagement, intrapreneurship, communication, and psychological safety across multigenerational teams Concrete approaches to unlocking intrapreneurial thinking in teams, drawn from real experience building innovation initiatives inside a global consultancy A clearer sense of how behavioural science applies to culture and leadership challenges beyond the theoretical, grounded in organisational practice Practical questions to apply to their own organisation’s structure, communication norms, and talent strategy

Why organisations work with Eric M. Bailey He turns cognitive neuroscience into 22 named tools managers can use the next morning, not a worldview to adopt over time. The methodology is called the Principles of Human Understanding. His client list spans Google, the US Air Force, Los Angeles County, and the Phoenix Police Department. Few communication speakers translate across that range of cultures. The Cure for Stupidity gives an organisation a shared vocabulary for irrational workplace behaviour. Once a team has read it, conflict conversations get shorter. He works the room across analytical and emotional registers. Engineering audiences and frontline service teams both come away with the same takeaways, which is rare. Biography highlights President of Bailey Strategic Innovation Group, a communication and organisational development consultancy. Bestselling author of The Cure for Stupidity: Using Brain Science to Explain Irrational Behavior at Work. Creator of the Principles of Human Understanding methodology, used in keynote, facilitation, and coaching engagements. Master’s in Leadership and Organizational Development, Saint Louis University. Client work with Google, US Air Force, Los Angeles County, Canadian Imperial Bank of Commerce, City of Phoenix, Phoenix Police Department. Media features on CNN, Forbes, and HuffPost. Speaker on the Workhuman Live conference programme. Biography Most conflict at work is not about the issue on the table. It is about two people running different software on the same conversation. Bailey has built a career mapping that mismatch and giving leaders a way to talk about it without making anyone feel stupid. His book The Cure for Stupidity: Using Brain Science to Explain Irrational Behavior at Work sets out the argument. Irrational behaviour is usually rational once you understand what the brain is protecting against. The book seeded a methodology, the Principles of Human Understanding, which now anchors his keynote and consulting work through Bailey Strategic Innovation Group. The client list is the proof. Google, the US Air Force, Los Angeles County, the Canadian Imperial Bank of Commerce, the City of Phoenix, and the Phoenix Police Department have all brought him in. These are organisations with very different tolerance for soft language, which forces the material to do real work. The Master’s from Saint Louis University in Leadership and Organizational Development is the academic underpinning. The 22 tools are what audiences actually leave with. What sets Bailey apart from other neuroscience-of-work voices is that he writes for the manager who has eleven things to do today, not for the reader who wants a theory of mind. The framework is built to be used inside a difficult conversation, not admired from a distance. Key speaking topics Brain science of workplace communication Generational dynamics and intergenerational friction Diversity, equity and inclusion under contested conditions Change management and the neuroscience of resistance Team trust and functional team design Leadership development for first-line and mid-level managers Ideal for CHROs and people leaders dealing with persistent team conflict and engagement decay Heads of L&D commissioning manager development at scale DEI leads who need a frame for inclusion that lands with sceptical audiences Public sector and uniformed leadership teams (law enforcement, military, municipal government) needing communication training that travels across rank Audience outcomes A shared vocabulary for naming the cognitive patterns that drive workplace friction Specific tools, drawn from the Principles of Human Understanding, that can be used in a difficult conversation the same week A reframe of irrational behaviour as predictable, not personal, which lowers the temperature of recurring conflicts A working model for how the brain interprets change, status, and difference, applied to current team dynamics

Why organisations work with Jahkini Bisselink She sits inside Whetston Strategic Foresight, a practice built for long-range corporate planning, which means her insights arrive as briefable strategy inputs rather than generational commentary. She is one of the few speakers who is both a member of Generation Z and a trained foresight researcher of it, which closes the gap between authentic voice and analytical distance. Her UN Youth Representative work involved structured consultations with more than 4,000 young people, giving her data depth most generational speakers cannot match. Senior clients including Deutsche Telekom, the European Parliament, and Lloyds Banking Group have used her to shape leadership conversations about Gen Z, not as a panel novelty. She works in English and Dutch, and she presents to boards, HR functions, and customer experience teams without translating the message between them. Biography highlights Dutch United Nations Youth Representative, 2017 to 2019, elected through open national election. First UN General Assembly speech delivered at age 18. Youth expert at Whetston Strategic Foresight, Amsterdam, since 2020. TEDxYouth@Maastricht speaker, March 2019, “Why Youth Participation is Key”. Named in MIPAD (Most Influential People of African Descent) Class of 2023. Corporate clients include Deutsche Telekom, the European Parliament, Lloyds Banking Group, Rabobank, R/GA, and AVEVA. Biography A quarter of the workforce is now Generation Z, and most leadership teams are still describing them in language borrowed from coverage of millennials a decade earlier. The result is a steady mismatch between what organisations design for younger employees and customers, and what those groups actually want. Closing that gap is now a board-level problem, not an HR one. Bisselink works inside Whetston Strategic Foresight in Amsterdam, where her job is to translate generational research into corporate strategy. Whetston is a foresight practice, not a marketing agency, which shapes how her work lands: she briefs leadership teams the way a strategy consultant would, with a defined argument and named implications, rather than offering generational colour. Her credibility on Gen Z is built on two layers. She is a member of the generation, born in Amsterdam in 1999. She also spent two years as the Dutch United Nations Youth Representative, running structured consultations with more than 4,000 young people across the country and presenting their views at the UN General Assembly in New York. That fieldwork, conducted before she joined Whetston, is the data foundation under her current commercial work. Boards and HR functions at Deutsche Telekom, Lloyds Banking Group, the European Parliament, and Rabobank have used her to pressure-test assumptions about how their next generation of employees and customers actually decide. She was recognised in the MIPAD Class of 2023 for the same body of work. Key speaking topics Generation Z in the workforce The multigenerational workplace Future of customer experience Strategic foresight and generational trends Corporate purpose and youth activism Talent attraction and retention for the next generation Ideal for CHROs and heads of talent rebuilding attraction and retention strategies around a Gen Z-majority workforce CMOs and customer experience leaders whose growth segment is now Gen Z Executive teams and boards reviewing workforce, culture, and brand strategy through a generational lens Public sector and policy bodies that need a credible Gen Z voice in stakeholder conversations Audience outcomes A clearer read on what Gen Z employees and customers actually decide on, separated from common media generalisations. Specific implications for how attraction, retention, and customer strategy need to change inside the audience’s own organisation. A working understanding of the friction points between four working generations and where leaders are still managing on outdated assumptions. Direct exposure to a Gen Z researcher whose evidence base is consultation work, not commentary.

Why organisations work with Naya Antoniou She brings dual training in organisational psychology and integrative psychotherapy to workplace mental health, which sharpens her work on burnout beyond surface-level wellbeing programmes. Her career-transition practice with vulnerable populations through Doctors of the World and ActionAid Hellas gives her direct evidence of how work loss, identity and recovery interact, which translates into how she advises corporate clients on restructuring with humanity. She works across the full multigenerational stack, from Gen Z entrants to senior leaders, and treats generational tension as a culture-design question, not a stereotype-management exercise. As a Lean In Greece Circle Leader and Women on Top mentor, she has a substantive track record on women in workplace mental health and HR, useful for organisations whose inclusion work has stalled at policy level. Biography highlights Postgraduate Degree in Organisational Psychology Postgraduate Degree in Career, Executive and Business Coaching MSc in International Relations, University of Piraeus Evidence-Based Coaching certification, Athens Coaching Institute Circle Leader, Lean In Greece Network (Mental Health and HR circle) Career coach with Doctors of the World and ActionAid Hellas career transition programmes Biography Burnout has stopped being an individual diagnosis. Organisations now carry it as an operating cost: turnover, presenteeism, project slippage, the quiet attrition of people who never quite leave. Naya Antoniou’s work sits inside that operating cost, with the tools of organisational psychology and evidence-based coaching applied directly to how teams are structured, led and supported. Her training combines a postgraduate degree in Organisational Psychology with a postgraduate qualification in Career, Executive and Business Coaching, anchored by an MSc in International Relations from the University of Piraeus. Ongoing postgraduate training in Integrative Psychotherapy gives her practice a clinical grounding that is unusual in corporate coaching. The applied work spans corporate culture transformation, leadership development, and career transition programmes. With Doctors of the World, she has coached women asylum seekers rebuilding work identities from zero. With ActionAid Hellas, she has run career transition programmes for vulnerable groups facing displacement from the labour market. That work shapes how she advises corporate clients on restructure, redeployment and the human side of workforce change. Within Greece, she leads the Mental Health and HR circle of Lean In Greece and mentors with Women on Top on workplace equality. The through-line across her practice is concrete: cultures hold people when they are designed to, and fall apart when wellbeing is treated as a benefit rather than a system. Her speaking work brings that argument into rooms where leaders are deciding which to choose. Key speaking topics Multigenerational teams and Gen Z engagement Burnout and workplace mental health Psychological safety as a leadership practice Culture change in high-performance organisations Future skills for emerging leaders Career transition and workforce change Women in mental health and HR Ideal for CHROs and heads of people redesigning engagement strategy across five generations Leadership teams managing burnout risk during restructure or rapid growth HR and DEI leads building culture programmes that move past policy statements Founders and senior leaders of mid-sized organisations in Southern Europe scaling their first formal people function Audience outcomes A clearer view of how generational expectations shape engagement, retention and management overhead Specific moves leaders can make to install psychological safety as a working condition, not an annual survey question A working diagnostic for burnout that distinguishes individual recovery from structural cause Practical reframing of culture change as a design problem with measurable inputs