Peak Performance speakers

Why organisations work with Rahul Kapoor A mindset framework taught inside IIM Bangalore’s Executive General Management Programme since 2009, not a stage routine reverse-engineered into a workshop. Two published books with Times Group Books and a long catalogue of corporate engagements with Accenture, Amazon, Cisco, Google, Microsoft, and Samsung give buyers a track record across multinational audiences. Content is built for the personal layer of leadership performance: focus, self-direction, recovery, decision discipline. The brief that fits is “our senior people are running on empty,” not “we need a lecture on strategy.” Delivers in English and Hindi across South and Southeast Asia, the Gulf, and North America, which is rare for the South Asian executive audience segment. Biography highlights Guest faculty, IIM Bangalore, since 2009, leading the “Bond and Learn” programme for EGMP, Entrepreneurs & Family Businesses, and Armed Forces cohorts. Author of Workwise: Lessons in Excellence for Young Professionals (Times Group Books) and Dad and I. Outstanding Young Persons of India Award (2010); Young Achievers Award for Social Entrepreneurship (2016). Corporate engagements with Accenture, Amazon, Adobe, American Express, Cisco, Dell, Google, Microsoft, Samsung, SAP Labs, Nestle Nutrition Institute. Contributor to The Times of India (Education Times), Dainik Bhaskar, and Feelings Magazine. Bilingual delivery in English and Hindi, with engagement track record across India, the Gulf, Southeast Asia, and North America. Biography Most senior professionals reach a ceiling that has nothing to do with skill. Their calendars are full, their results are visible, and yet the personal layer underneath, the capacity to think clearly and recover quickly, is no longer keeping up with the role. Rahul Kapoor’s body of work addresses that layer directly. He has been guest faculty at IIM Bangalore since 2009, where his “Bond and Learn” sessions sit inside the Executive General Management Programme, the Entrepreneurs and Family Businesses Programme, and the Armed Forces Programme. The institutional context matters: the same content that runs as a keynote in a corporate room has been refined inside one of India’s most rigorous executive education environments for over a decade. His book Workwise: Lessons in Excellence for Young Professionals, published by Times Group Books, codifies the framework. Dad and I, a second book aimed at younger readers, extends it. Two awards, the Outstanding Young Persons of India and the Young Achievers Award for Social Entrepreneurship, recognise the contribution to early-career and youth audiences alongside the corporate work. The corporate roster reads like a global technology and professional services list: Accenture, Amazon, Cisco, Dell, Google, Microsoft, Samsung, Adobe, American Express, SAP Labs. What buyers in those rooms are commissioning is not a strategy lecture. It is a confident, bilingual practitioner who can shift the internal state of a senior audience inside ninety minutes and leave them with a usable mental model afterwards. Key speaking topics Mindset and self-leadership Personal performance and goal achievement Purpose, values, and work-life integration Resilience and emotional regulation under pressure Team motivation and engagement Executive development for early- and mid-career leaders Ideal for CEO and CHRO audiences commissioning an opening or closing keynote at leadership offsites Sales and revenue teams entering a high-stakes quarter or post-restructure period Executive education and high-potential cohorts inside multinationals operating in South and Southeast Asia Family business and entrepreneur networks looking for a serious mindset and values session Audience outcomes A direct framework for self-direction and personal performance that survives contact with a real working week Renewed clarity on individual purpose and how it maps onto current organisational role Practical tools for emotional regulation and recovery under sustained pressure A shared language inside the team for discipline, focus, and follow-through

Why organisations work with Ralf Schumacher Six Grand Prix victories with Williams between 2001 and 2003, including the team’s most recent 1-2 finish at the 2003 French Grand Prix with Juan Pablo Montoya. Performance at the front of one of the most publicly measured competitions in international sport. Still inside the sport every race weekend as Sky Deutschland’s Formula 1 co-commentator since 2019. His read on team strategy and driver dynamics reflects the current grid, not the one he raced on. Active operational role in motorsport beyond broadcasting: shareholder at Mücke Motorsport since 2013, where he mentors young Mercedes-Benz drivers, and co-team manager at US Racing since 2015 with Gerhard Ungar. Insider perspective on the data-driven culture that defines modern F1, where 1,800-person organisations align around fortnightly race deadlines and pit crews execute roughly 36 tasks in under two seconds. Biography highlights Six Formula 1 Grand Prix wins, 27 podiums, and 180 race starts across 11 seasons (1997 to 2007). Drove for Jordan, Williams, and Toyota in Formula 1; raced in DTM with Mercedes-Benz from 2008 to 2012. Won the 1995 Macau Grand Prix in Formula 3 and the 1996 Japanese Formula Nippon championship in his debut season. Co-commentator and pundit for Sky Deutschland’s Formula 1 coverage since 2019, alongside Timo Glock. Shareholder and mentor at Mücke Motorsport since 2013; co-team manager at US Racing since 2015. With brother Michael Schumacher, the only siblings to have each won Formula 1 Grands Prix. Biography Williams’ most recent 1-2 finish in Formula 1 came at the 2003 French Grand Prix. Ralf Schumacher led, Juan Pablo Montoya followed. It was the fifth of six Grand Prix victories Schumacher recorded across an eleven-season Formula 1 career with Jordan, Williams, and Toyota. The competitive ground that produced those results is unusual. A top Formula 1 team employs around 1,800 people, only a small fraction of whom ever attend a race. Performance depends on aligning that population around a calendar of two dozen race weekends where the deadlines are non-negotiable and the result is broadcast live. Drivers occupy one corner of that operation, with measurable output every fortnight. Since 2019, Schumacher has been a co-commentator for Sky Deutschland’s Formula 1 coverage, alongside Timo Glock. The role keeps his analysis current rather than archival. Each race weekend places him back inside the same strategy calls and driver dynamics he speaks about on stage, which is a meaningful gap between him and former drivers who left the sport a decade ago. Off the broadcast he runs an operational role in motorsport. Since 2013 he has been a shareholder and mentor at Mücke Motorsport, supporting young Mercedes-Benz drivers, and since 2015 he has been co-team manager at US Racing. In August 2024 he returned to racing at the Nürburgring, sharing a Ligier JS P320 LMP3 car with his son David in the Prototype Cup Germany. Seventeen years after his last Formula 1 start, he still occupies a working seat in the sport on both sides of the camera. Key speaking topics Team performance in Formula 1 Data-driven decision-making and marginal gains Risk management and safety culture in elite competition Talent development and mentoring Leadership through technological and regulatory change The business and economics of Formula 1 Ideal for Sales and commercial leadership teams in markets that grade performance every quarter Operations and engineering leaders accountable for repeatable execution against fixed deadlines High-potential and emerging-leader programmes inside multinationals DACH-region corporate audiences and German-speaking conferences Audience outcomes A vocabulary for performance under continuous pressure, drawn from one of the most publicly measured competitive environments in the world. Specific examples of how Formula 1 teams align around fortnightly race deadlines, and where that translates to corporate operating rhythm. An honest account of what F1’s data-driven culture actually produces, beyond the slogan of “marginal gains”. The view of talent development from inside the system that mentors Mercedes-Benz drivers.

Why organisations work with Rasmus Ankersen He has actually built the model he talks about. As chairman of FC Midtjylland, the club won three Danish Superliga titles using a data-led recruitment and set-piece method that was later studied across European football. His book The Gold Mine Effect is grounded in seven months of field research inside the world’s most productive talent ecosystems, from Brazilian football academies to Ethiopian distance running, not a desk study of secondary literature. Through Sport Republic, he runs a multi-club investment platform now controlling Southampton FC and Goztepe SK, so the lens on capital allocation, scouting markets and downside management is operational, not theoretical. He gives boards a vocabulary for the awkward conversation about success: how organisations stop learning the moment results turn positive, and what to do about it before the next cycle. Biography highlights Co-founder and CEO of Sport Republic, owner of Southampton FC and majority owner of Goztepe SK. Co-director of football at Brentford FC, 2015 to 2020, the platform that produced Premier League promotion in 2021. Chairman of FC Midtjylland during a period that included Danish Superliga titles in 2015, 2018 and 2020. Author of The Gold Mine Effect (Icon Books, 2012) and Hunger in Paradise (2016). TEDxManchester speaker on football analytics applied to organisational decision-making. Has delivered keynotes for LEGO, Google, Facebook, Microsoft, Boston Consulting Group, Roche, AstraZeneca, Coca-Cola and Cisco. Biography Brentford were a mid-table Championship club when Matthew Benham, Rasmus Ankersen and a small analytics team set out to build a Premier League squad without Premier League money. The same logic was applied at FC Midtjylland in Denmark. Both clubs went on to win, repeatedly, against opponents with bigger budgets and longer histories. That track record is the foundation of Ankersen’s argument to corporate audiences. The bias to overvalue established names and undervalue evidence is not a football problem. It is a recruiting problem, a capital allocation problem, and a strategy problem. His book The Gold Mine Effect, published in 2012 after seven months living inside elite training environments from Kenya to Brazil, makes the case that performance hotbeds are produced, not discovered. His second book, Hunger in Paradise, takes the harder question. Why do successful organisations stop learning. He frames complacency as the silent failure mode of a winning strategy, and argues that the work of leadership is to keep the system honest after the results turn good. The thesis has resonated with senior teams at LEGO, Google, BCG, Roche and others who have brought him in. Today he runs Sport Republic, the investment vehicle that acquired Southampton FC in 2022 and now operates a multi-club model across England, Turkey and Belgium. The day job means his frameworks are tested in real time, against real capital, in one of the most ruthless performance markets there is. Key speaking topics High-performance culture Talent identification and development Data-driven decision-making Avoiding complacency in successful organisations Performance environments and ecosystems Lessons from elite sport for business Leadership and decision-making under pressure Ideal for CEOs and executive teams in scaled organisations entering a new performance cycle CHROs and talent leaders rebuilding recruitment and assessment models Strategy and corporate development leaders responsible for capital allocation and M&A Boards examining why a winning strategy is starting to plateau Audience outcomes A sharper view of where the organisation is overpaying for proven names and underinvesting in evidence. A working definition of complacency that can be diagnosed in the business, not just lamented. Concrete examples of how data and judgement combine in high-stakes decisions, drawn from Brentford, Midtjylland and Southampton. A reframing of what a “performance environment” is, and why most attempts to import one fail.

Why organisations work with René Meulensteen He spent six years inside the Ferguson dressing room during one of the most studied winning runs in modern sport, and can describe how standards, feedback, and selection were actually managed day to day. He developed and ran the individual technical and finishing programme that Cristiano Ronaldo credits for the shift from winger to record goalscorer, a working example of how senior performers are coached, not managed. His book “United, Sir Alex and Me”, with a foreword by Ferguson, gives him a documented and endorsed account of the methodology behind a sustained elite culture. As Assistant National Team Coach to the Australia Socceroos, he has carried the same operating model into a different country, league, and squad and reached the World Cup knockout stage with it. Biography highlights First Team Coach at Manchester United from 2007 to 2013 under Sir Alex Ferguson. Three Premier League titles, one UEFA Champions League and one FIFA Club World Cup during his First Team Coach tenure. Twelve years at Manchester United in total, beginning in 2001 as Youth Technical Skills Development Coach. Author of “United, Sir Alex and Me: My Life in Football” (2023), foreword by Sir Alex Ferguson. Assistant National Team Coach to the Australia Socceroos, contributing to qualification and Round of 16 progression at the 2022 FIFA World Cup. Former Head Coach of Fulham FC in the English Premier League. Biography Manchester United won three Premier League titles, a Champions League and a FIFA Club World Cup in the years René Meulensteen spent as First Team Coach under Sir Alex Ferguson. The interesting question is not what was won. It is how a squad of senior internationals kept raising standards once they had already won everything. Meulensteen joined the club in 2001 as a youth technical skills development coach, working with academy players on the kind of detail that usually disappears once a player turns professional. By 2007 he was working with the first team, running individual development sessions with players including Cristiano Ronaldo, Wayne Rooney, Rio Ferdinand and Ryan Giggs. The Ronaldo finishing programme, run during a suspension early in the 2007-08 season, is one of the few publicly documented cases of an elite forward being rebuilt as a goalscorer by deliberate coaching design. After Ferguson’s retirement in 2013, Meulensteen took head coach roles at Anzhi Makhachkala and Fulham FC in the Premier League, then moved into international football. Since 2018 he has been Assistant National Team Coach to the Australia Socceroos under Graham Arnold, including the squad’s progression to the knockout stage of the 2022 FIFA World Cup. His book “United, Sir Alex and Me”, co-written with Wayne Barton and with a foreword by Ferguson, sets out the working methodology behind that period: how standards were set, how individuals were stretched, how a culture was held together across generations of senior players. That is the material organisations engage him to translate. Key speaking topics Building and sustaining a winning culture Coaching senior performers through individual development Leadership transition and succession in elite environments Standards, feedback and accountability inside high performance teams Translating elite sport methodology into executive teams Team cohesion across generations and personalities Ideal for Executive teams and boards seeking to maintain performance after a founder, CEO or long-tenured leader transitions out Sales leadership, partner groups and senior performer cohorts where individual development is the unlock Talent and people leaders responsible for high performance culture, succession and leadership pipeline Leadership offsites and conferences focused on team cohesion and sustained excellence Audience outcomes A working understanding of how Sir Alex Ferguson’s Manchester United actually operated day to day, told from inside the coaching staff A concrete model of how senior performers are developed individually, drawn from the Ronaldo finishing programme Specific language for the standards, feedback and accountability practices that hold an elite culture together A clearer view of the leadership behaviours that survive a change at the top, and the ones that do not

Why organisations work with Rhys Jones He has turned back 200 metres from a summit in order to get a team home safely. That experience anchors his safety leadership work: he speaks credibly to the hardest call in any high-risk operation, which is stopping a job when stopping is the right answer. INEOS is the documented engagement. Jim Ratcliffe (then INEOS Chairman) sponsored his record-setting Everest climb in 2006, and the relationship developed into operational work, including a four-presentation programme for INEOS Olefins and Polymers in Texas. That is a reference a buyer can verify directly. The world record is documented and time-stamped. He completed the Seven Summits on his 20th birthday in May 2006 and held the title as the youngest in the world until Jordan Romero broke it in December 2011. The dates and the climb logs are public. He still runs an active expedition company. Monix Adventures, which he co-founded with his wife Laura, operates today as a luxury expedition and adventure travel business, so his material draws on current operational mountaineering rather than a single career-defining climb. His safety presentations are built around the recurring root causes of preventable injuries. Audiences come away with usable observations on team behaviour and the cultural habits that show up consistently in safer operations. Biography highlights Held the world record as the youngest person to climb the Seven Summits, completing the challenge on his 20th birthday in May 2006; record stood until December 2011. Set two earlier records on the way: youngest Briton to summit Mt McKinley (Denali) at age 17, and youngest summiteer of Mount Vinson in Antarctica at age 19. Everest expedition sponsored by INEOS, with public endorsement from Jim Ratcliffe at the time of the climb. 2007 expedition to South East Greenland produced first ascents of four previously unclimbed peaks. 2014 self-supported ski mountaineering ascent of Gunnbjorn Fjeld, the highest mountain in the Arctic, with his wife Laura. Co-founder of Monix Adventures, a luxury expedition and adventure travel company; documented safety leadership engagement with INEOS, including a four-presentation programme for INEOS Olefins and Polymers in Texas. Biography Organisations in oil and gas, construction, and aviation have written every safety procedure that needs writing. The injuries that still happen on site come from judgment under pressure and team behaviour in the moment a decision is taken. That is the territory Rhys Jones works in. Jones brings a specific source of authority to the conversation. In May 2006, on his 20th birthday, he became the youngest person in the world to climb the Seven Summits, holding the record until Jordan Romero broke it in 2011. The route there included two earlier records: youngest Briton up Denali at 17, and youngest summiteer of Mount Vinson in Antarctica at 19. INEOS sponsored the final Everest climb, beginning a corporate relationship that would later extend into his speaking work. What is distinctive is how he uses the experience. The talks are organised around moments of decision under stress. The central case is a climb on which he turned back 200 metres short of the top because conditions did not justify the final push. That kind of call is the central problem in safety culture, and the hardest thing to deliver in the moment. Today Jones runs Monix Adventures with his wife Laura, a luxury expedition company that takes private clients and corporate teams into the mountains. The speaking work sits alongside that. His longest documented client relationship is with INEOS, beginning with the company’s sponsorship of his Everest climb in 2006 and continuing through to a four-presentation programme for the Olefins and Polymers division in Texas. Key speaking topics Safety leadership in high-risk industries Decision-making and risk management under pressure Team behaviour in safety-critical operations Operational resilience and goal-setting Wellbeing and personal achievement Inspirational and after-dinner speaking Ideal for Heads of HSE and operations leaders in oil and gas, construction, infrastructure, and aviation Frontline supervisors and site teams in safety-critical industries who need a credible voice on the human factors behind preventable injuries Senior leadership offsites where the brief is risk decision-making, team accountability, and resilience Annual sales kick-offs, after-dinner engagements, and award ceremonies that need a credible keynote on goals and discipline Audience outcomes A grounded picture of where preventable injuries actually originate, framed around the recurring judgment and team-behaviour patterns that show up in incident analysis. The language and the standing to stop a job when conditions have changed, including who in a chain of command has the authority to make that call. Specific moments from extreme mountaineering that map onto high-risk industrial operations, useful as reference points in safety conversations afterwards. Stories from current expedition work that connect personal goal-setting and recovery habits to sustained performance at work.

Why organisations work with Riccardo Agostini Eight national and international titles across single-seater and GT racing, including three consecutive Italian GT Sprint championships and the Lamborghini Super Trofeo World Final. The credibility is documented, not narrated. A working understanding of how a small, specialised team performs under repeated time pressure. Pit crew, race engineer, and driver decisions land in the same second, and Agostini speaks to how that coordination is built and held. Instructor experience at Centro Internazionale Guida Sicura, the Italian advanced driving school. He coaches as well as competes, which translates into a session that can teach, not only inspire. Italian and English delivery for European corporate audiences without translation overhead. Biography highlights Three-time Italian GT Sprint champion (2019, 2020, 2021) and 2021 Italian GT Endurance champion. 2017 Lamborghini Super Trofeo North America champion and Lamborghini Super Trofeo World Final winner. 2015 Porsche Carrera Cup Italia champion; 2012 Italian Formula Three champion (European and Italian series). Tested a Ferrari Formula One car in November 2012 as the Italian F3 rookie prize. Current factory-supported driver competing for Richard Mille AF Corse in the 2025 European Le Mans Series and the 2025 24 Hours of Le Mans. Development driver and instructor at Centro Internazionale Guida Sicura, founded by former F1 driver Andrea De Adamich. Biography A GT car at racing speed sends information to the driver faster than most people can read a single line of text. The driver acts on it, the engineer on the pit wall reads telemetry from the same lap, and the crew prepares the stop. Three roles, one decision, repeated for two hours. That is the working environment Agostini has competed in since 2015. His titles span four manufacturer programmes. Porsche Carrera Cup Italia in 2015. Lamborghini Super Trofeo North America and the Super Trofeo World Final in 2017. Italian GT Sprint with Audi Sport Italia in 2019, 2020, and 2021, alongside the Italian GT Endurance title in 2021. He now races a Ferrari 296 GT3 for Richard Mille AF Corse in the European Le Mans Series and the 24 Hours of Le Mans. The relevance to leadership audiences sits in two places. The first is composure: how a driver handles a bad lap, a strategy call that goes against him, or a mechanical failure with thirty minutes still to run. The second is coordination: how a driver, engineer, and crew of specialists make a sequence of decisions in compressed time without re-litigating each one. Both translate cleanly to senior teams operating in markets where the response window has shrunk. Agostini also coaches. As an instructor at Centro Internazionale Guida Sicura, the high-performance driving school founded by former F1 driver Andrea De Adamich, he develops younger drivers and corporate clients. That teaching role is what differentiates him from a circuit-only speaker. He has practised the translation from the cockpit to the classroom, which is the part that most motorsport profiles describe but few have actually done. Key speaking topics Performance under pressure Team coordination in compressed decision windows Recovery from mistakes and setbacks Coaching and talent development Discipline and preparation as competitive advantage Resilience through career uncertainty Cross-cultural team leadership in international motorsport Ideal for Sales and commercial leadership teams operating in high-frequency decision environments Operations and manufacturing leaders building cross-functional team coordination Talent and L&D directors designing high-performance coaching programmes Corporate hospitality programmes for automotive, engineering, and luxury brand audiences Audience outcomes A working model for how composure is built and held, drawn from cockpit experience rather than theory Specific examples of how driver, engineer, and crew compress decisions into seconds without losing alignment A view of how mistakes are processed inside a race weekend so that the next session is not compromised A coach’s perspective on developing younger team members under demanding conditions

Why organisations work with Rich Diviney He brings a published, named framework, the 25 Attributes, drawn from designing and running selection for one of the most demanding assessment processes in the world. Senior teams leave with a vocabulary for talent decisions that does not collapse under pressure. He separates skills from attributes in a way that changes how boards and executive teams think about hiring, succession, and team composition. Skills tell you what someone has done; attributes tell you how they will behave when the script breaks. He has translated SEAL selection science into operating practice for Google, McKinsey, American Airlines, the San Francisco 49ers, McLaren, Adobe, Ernst & Young, Zoom, Bank of America, Lexus, and Deloitte. The frameworks have been stress-tested in commercial environments, not just military ones. His second book, Masters of Uncertainty (Amplify, 2025), gives leaders a method for performing through chaos rather than recovering from it. The argument moves the conversation from resilience as recovery to composure as a deliberate, trainable capability. Biography highlights Retired Navy SEAL commander with more than 20 years of service and 13+ overseas deployments, 11 to Iraq and Afghanistan. Officer in charge of selection, assessment, and training for a specialized SEAL command. Led the creation of the SEALs’ “Mind Gym” for cognitive performance training in high-stress environments. Author of The Attributes: 25 Hidden Drivers of Optimal Performance (Random House, 2021), a bestselling book. Author of Masters of Uncertainty: The Navy SEAL Way to Turn Stress into Success for You and Your Team (Amplify Publishing, 2025). Featured in McKinsey’s “Author Talks” series; founder and CEO of The Attributes Inc. Biography Selection is where most organisations get talent decisions wrong. The candidates with the cleanest resumes wash out under stress; the ones who looked unremarkable on paper hold the team together when the plan falls apart. Rich Diviney spent the back half of his Navy career running the selection, assessment, and training pipeline for a specialized SEAL command, watching that pattern repeat at the top of one of the most demanding evaluation systems in the world. The framework he built from that work is now in two books and a consulting practice. The Attributes: 25 Hidden Drivers of Optimal Performance (Random House, 2021) names the innate traits, things like adaptability, cunning, narcissism, courage, that predict performance when skills run out. Masters of Uncertainty (Amplify, 2025) extends the argument into a method for staying composed and decisive when conditions are chaotic. Both treat performance as something you can engineer in advance through how you select and develop people, not something you hope shows up on the day. The substance has translated. Since leaving the Navy in 2017, Diviney has worked with Google, McKinsey, American Airlines, the San Francisco 49ers, McLaren, Adobe, Ernst & Young, Zoom, Bank of America, Lexus, and Deloitte. He was featured in McKinsey’s “Author Talks” series on the thesis that attributes, not skills, decide whether someone makes the cut. The pattern across his clients is consistent: they are organisations whose top teams operate at the edge of their capacity and need a sharper way to choose, build, and lead the people who get sent in first. What makes him useful in a boardroom is not the SEAL biography. It is that he has a tested vocabulary for the part of leadership most frameworks gloss over: how human beings actually behave when certainty disappears. Key speaking topics The Attributes framework for individual and team performance Selection, assessment, and team composition Performing under uncertainty and stress High-performing team dynamics Trust as an operating discipline Leadership in elite and high-pressure environments Ideal for CEOs, COOs, and executive teams responsible for performance through volatile conditions. CHROs and talent leaders rethinking selection, succession, and team composition. Boards and senior leadership offsites focused on resilience, composure, and decision-making under pressure. High-stakes operating teams in financial services, professional services, sport, aviation, and defence-adjacent industries. Audience outcomes A working distinction between skills and attributes that changes how leaders evaluate talent. A vocabulary of 25 named attributes leaders can use immediately in selection, succession, and team-building conversations. A method for staying composed and decisive in conditions where the plan has stopped working. A clearer view of what trust actually consists of inside a high-performing team, and how to build it deliberately. A reframe of resilience: from recovery after shock to performance through it.

Why organisations work with Robby Kojetin A first-person account of recovery that holds up to scrutiny: 928 days from operating table to the summit of Everest, with the rebuild documented in two published books, not a single anecdote stretched across an hour. A working framework, Define, Decide, Deliver, that translates expedition discipline into how senior people make calls under pressure rather than freeze or default to old plans. Credibility as the 17th South African to summit Everest, ten Kilimanjaro summits, and a K2 attempt halted by helicopter evacuation at 5,000 metres. The expeditions are real, not décor. A delivery register that suits serious corporate audiences. Past clients include Deloitte, Pfizer, Mastercard, Standard Bank, Nedbank, Liberty, GSK and Wits Business School, across keynote and executive-education formats. Biography highlights 17th South African to summit Mount Everest, 2009. Author of Mind Over Mountain: A Mental and Physical Climb to the Top (Jonathan Ball Publishers, international edition ISBN 9781789561050). Co-author of Parallel Summits: Mastering the Art of Money with financial planner Thys van Zyl. Ten Kilimanjaro summits, five of the Seven Summits, first South African team member to summit Ama Dablam. Keynote and executive-education work for Deloitte, Pfizer, Mastercard, Standard Bank, Nedbank, FNB, GSK, Medtronic, LEGO, Volkswagen SA, Wits Business School and the Gordon Institute of Business Science. Ironman triathlon finisher; team leader on more than one hundred mountaineering expeditions. Biography A simple mistake at an indoor climbing gym in 2006 broke both of Robby Kojetin’s ankles and put a 28-year-old aspiring mountaineer in a wheelchair for the best part of a year. Nine hundred and twenty-eight days after leaving the operating table, he stood on the summit of Mount Everest as the 17th South African to have done so. The interesting part is what happened in between. Kojetin’s keynote work is built on the discipline of that rebuild rather than the drama of the summit. Recovery, in his framing, is not a private mental health story. It is a question of how a leader reassembles the capacity to define what now matters, decide under conditions that have shifted, and deliver without burning out the people around them. The framework he uses with corporate audiences, Define, Decide, Deliver, comes directly from the expedition logic of operating in environments where the original plan no longer applies. The published record matters. Mind Over Mountain: A Mental and Physical Climb to the Top, his account of the accident, the recovery and the climb, was first issued by Jonathan Ball Publishers and later in an international paperback edition. He has since co-authored Parallel Summits: Mastering the Art of Money with financial planner Thys van Zyl, applying the same logic to long-horizon decisions about capital. Two books, one consistent argument: the work that determines outcomes happens before the visible climb begins. Beyond Everest, the expedition CV does heavy lifting in front of senior audiences. Ten Kilimanjaro summits, five of the Seven Summits, an aborted K2 attempt that ended with a helicopter evacuation at five thousand metres, and the first South African team summit of Ama Dablam. Corporate clients including Deloitte, Pfizer, Mastercard, Standard Bank, Nedbank and Wits Business School book him for the keynote, not the climb. Key speaking topics Resilience after shock Self-leadership and composure under pressure Decision-making in disrupted conditions Long-horizon goal setting for senior teams Team accountability on extended efforts Personal recovery and return to performance Ideal for C-suite leadership conferences where the team is in the middle of, or emerging from, a significant disruption. HR, talent and L&D leaders designing senior leadership development around resilience and decision-making. Sales and commercial kick-offs where the room needs a credible reset on persistence and execution discipline. Partner and senior associate audiences in professional services firms (consulting, audit, law) running multi-year client mandates. Audience outcomes A clear sense of what changes in a leader’s decision-making after a setback, and what to do about it. The Define, Decide, Deliver structure applied to a current organisational pressure point, not as a generic motivational message. Language for talking about recovery and composure that senior leaders can actually use with their own teams. A reset on goal-setting horizons that distinguishes between summit thinking and the daily decisions that determine whether the summit is reached.

Why organisations work with Robert O’Neill Operation Neptune Spear is its own category in the speaker market. No other corporate keynoter has placed themselves on that target floor with public corroboration from the mission commander, Admiral William McRaven. Sixteen years inside elite US special operations, including a team leader role at the Naval Special Warfare Development Group, give audiences a concrete reference for what disciplined decision-making looks like when the cost of failure is absolute. Translates military operational frameworks into language that lands with senior commercial teams. Repeat bookings include sales conferences and leadership meetings at companies including Builders FirstSource, Ansys, GuideWell, and USHealth Advisors, with documented standing ovations. Substance behind the headline. Decorated 52 times, including two Silver Stars, four Bronze Stars with Valor, three Presidential Unit Citations, and a Joint Service Commendation Medal with Valor. The record is independently documented through US Navy citations and verified press accounts. Biography highlights Sixteen years as a United States Navy SEAL (1996 to 2012). Retired at the rank of senior chief petty officer, having served as a team leader at the Naval Special Warfare Development Group (DEVGRU), known as SEAL Team Six. Participated in Operation Neptune Spear in May 2011. Identified by mission commander Admiral William McRaven in a 2020 CNN interview as the SEAL who shot Osama bin Laden, an attribution disputed in some published accounts. Decorated 52 times, including two Silver Stars, four Bronze Stars with Valor, three Presidential Unit Citations, and a Joint Service Commendation Medal with Valor. New York Times bestselling author of The Operator: Firing the Shots that Killed Osama bin Laden and My Years as a SEAL Team Warrior (Simon & Schuster, 2017). Co-author with Medal of Honor recipient Dakota Meyer of The Way Forward: Master Life’s Toughest Battles and Create Your Lasting Legacy (HarperCollins, 2021), a national bestseller. Co-founder of the Special Operators Transition Foundation (formerly Your Grateful Nation), supporting special operations veterans moving from active service into civilian careers. Biography Operation Neptune Spear had no margin for error. On 2 May 2011, a small Navy SEAL team flew into Abbottabad, Pakistan, to find Osama bin Laden. Robert O’Neill was the senior chief petty officer who walked up the stairs and engaged bin Laden in his bedroom. Mission commander Admiral William McRaven later identified him in a 2020 CNN interview as the SEAL who fired the shots, an attribution that other public accounts have disputed. The headline mission is one operation in a 16-year career inside the apex of US special operations. O’Neill enlisted in the Navy in 1996 and rose to team leader at the Naval Special Warfare Development Group, known as DEVGRU. He held combat leadership roles in more than 400 missions across four theatres of war and was decorated 52 times. Among other operations, he was part of the team that supported the rescue of Marcus Luttrell in Afghanistan and the unit that freed Captain Richard Phillips from Somali pirates. For corporate audiences, the operational frame he carries matters more than the headline mission. He explains how teams that cannot afford to fail prepare, and how they decide when the cost of being wrong is absolute. His 2017 memoir, The Operator, was a New York Times bestseller and reads as a study of how a particular environment produces a particular kind of decision-maker. The Way Forward, co-written with Medal of Honor recipient Dakota Meyer in 2021, takes the same material into the territory of personal performance and resilience. His corporate keynote work has reached audiences at Builders FirstSource, Ansys, GuideWell, and USHealth Advisors, among others. The substance he brings to those rooms is operational rather than motivational: how preparation and accountability function in environments where the cost of being wrong is absolute. Outside speaking, he co-founded the Special Operators Transition Foundation, which provides individualised support for special operations veterans moving into civilian careers. He served as a Fox News contributor from 2015 to 2021. Key speaking topics High-stakes decision-making Leadership under pressure Team performance in elite units Resilience and recovery Accountability in high-consequence environments Lessons from special operations Veteran transition to civilian leadership Ideal for Leadership conferences and senior management offsites where the agenda turns on decision-making in high-stakes situations Sales kickoffs and incentive events that need to galvanise commercial teams around accountability and execution Boards and executive teams preparing for transformation, crisis response, or other moments where the cost of being wrong is significant Veteran-focused organisations and events linked to special operations, defence, or military transition Audience outcomes A firsthand account of how elite military teams plan and decide when the cost of being wrong is absolute, drawn from named operations including the bin Laden raid. Working perspective on accountability and team trust, drawn from 16 years inside US special operations, that translates into commercial settings. A reference point for what high-stakes execution actually looks like, useful for teams about to enter a transformation or a launch they cannot get wrong. A galvanising opening or close to a major commercial event, supported by a track record of standing ovations from senior corporate audiences.

Why organisations work with Roberto Forzoni Authored the textbook the Football Association embedded into its national coaching curriculum (The Official FA Guide to Psychology for Football, Hodder, 2004). The intellectual model has been tested at scale across FA coach education, not only in private practice. Built the “Team Murray” multidisciplinary support model during his tenure as National Performance Psychologist at the Lawn Tennis Association, 2007 to 2009. The structure has since been adopted by other federations and players as a template. Has done the hands-on work alongside the consultancy. First-team coaching roles under Steve Coppell at Crystal Palace, Brentford and Brighton; performance psychology at West Ham United, Southampton, Charlton and Norwich City. He has been in the dressing room when pressure broke a team and when it did not. Holds an MSc in Sport Sciences (Distinction) from Brunel University and BASES accreditation, with applied training in CBT, motivational interviewing and solution-focused practice. The clinical depth is unusual for a performance speaker. Standing BBC consultant on performance and mindset for more than two decades, with further contributions on Sky and Al Jazeera. The perspective has been publicly tested over time, not assembled for the stage. Biography highlights Lead author of The Official FA Guide to Psychology for Football (Hodder & Stoughton, 2004), embedded by the Football Association into its national coaching curriculum. National Performance Psychologist at the Lawn Tennis Association from 2007 to 2009. Created the “Team Murray” multidisciplinary support model during Andy Murray’s early Grand Slam years. First-team coaching and performance psychology roles across eight Premier League clubs, including West Ham United, Southampton, Brentford, Brighton, Crystal Palace, Charlton Athletic and Norwich City. MSc Sport Sciences (Distinction), Brunel University. BASES-accredited Sport Psychologist, with further training in CBT, motivational interviewing and solution-focused practice. BBC consultant on performance and mindset across BBC TV and BBC Radio for more than two decades, with further contributions on Sky and Al Jazeera. Psychological coach to Olympic and World Championship athletes, including heavyweight Derek Chisora’s preparation for his title fight against Tyson Fury and Olympic sprinter Ashleigh Nelson. Biography The West Ham squad that brought in Roberto Forzoni as performance psychologist was running a 23% win rate. Nine games later, after the team had completed a Premier League double over both Manchester United and Arsenal, the win rate sat at 78%. The intervention was psychological. That kind of recovery has shown up repeatedly across Forzoni’s thirty years inside elite sport. He has held first-team coaching and performance psychology roles at eight Premier League clubs, including West Ham United, Southampton, Brentford and Crystal Palace. He prepared heavyweight Derek Chisora for the title fight against Tyson Fury, and built the “Team Murray” multidisciplinary model during Andy Murray’s early years on the tour. The published work sits in football. Forzoni is the lead author of The Official FA Guide to Psychology for Football, the textbook the Football Association embedded into its coach education programme in 2004. The intellectual base draws on an MSc in Sport Sciences (Distinction) from Brunel University, BASES accreditation, and applied training in CBT and solution-focused practice. More than two decades of BBC consultancy on performance and mindset have put the perspective into wide public circulation. What Forzoni brings into a corporate room is a particular reading of senior team behaviour under pressure. The patterns he watches for were diagnosed in dressing rooms and on Centre Court. Composure narrows under scrutiny. Strong personalities stop bringing their best to the group when results turn. For Forzoni, these are coachable problems, drawn from the same evidence base a relegation-threatened Premier League squad would use. Key speaking topics Performance psychology Team dynamics under pressure Composure and emotional regulation in senior leadership Recovery from public setback Mindset and behavioural change in elite environments Wellbeing and sustained performance Ideal for Senior leadership teams under sustained external scrutiny or after a publicly visible setback CEOs and executive committees in restructure, post-merger integration or change cycles, where the constraint has become team behaviour CHROs and L&D directors building team-effectiveness and resilience programmes for senior talent High-stakes client-facing teams in sales, professional services and trading environments Audience outcomes A specific language for the behaviours that hold a team together under pressure and the behaviours that split it apart The techniques used inside Premier League dressing rooms and Grand Slam tennis to regulate nerves and recover after a public setback An honest read of the gap between a leadership team’s stated values and how it actually behaves when results stall Composure approached as a deliberate behaviour leaders can train, with specific drills Forzoni uses inside elite sport The discipline of asking “Did I work as hard as I could today?” as a daily performance check, a question Forzoni draws from elite athletes

Why organisations work with Robin Horsfall Inside account of Operation Nimrod, the 1980 Iranian Embassy hostage rescue, from a member of the assault team. Few speakers can describe high-stakes coordinated action with this level of first-hand authority. Permission to talk about fear at senior level. Horsfall’s book Fighting Scared is built around the argument that competence and fear coexist, which lands differently in a room of executives than standard resilience material. A career arc that puts setback at the centre rather than the margin. Boy soldier, SAS operator, bodyguard, karate school founder, broken neck, cancer survivor, mature undergraduate at Surrey. Useful for audiences in restructure, post-shock recovery or repeated reinvention. Live military analysis credibility. His ongoing commentary on the Russia-Ukraine war has built a substantial public following and is grounded in operational experience, not punditry. A direct, unsentimental voice. He is not a corporate keynote in uniform. He pushes back, takes questions hard, and gives a room something to argue about on the way home. Biography highlights Joined the British Army at 15; full member of the Parachute Regiment from 1974, with three operational tours of Northern Ireland. Badged to B Squadron, 22 SAS in May 1979; part of the assault team on the Iranian Embassy in London on 5 May 1980 that rescued 19 hostages. Author of Fighting Scared: My Life in the SAS (Cassell Military, 2002) and the trilogy The Words of the Wise Old Paratrooper. Author of Slava Ukraini. Who Dares Shares! (2023), an observational diary of the first 18 months of the Russia-Ukraine war. Featured in the BAFTA-winning documentary SAS Embassy Siege. BA (Hons) English Literature and Creative Writing, University of Surrey, 2:1, as a mature undergraduate. 6th Dan Shukokai karate; founder of London Shukokai Karate (1994) and London Karate Limited (1999). Biography The Iranian Embassy in Princes Gate was held for six days in 1980 before the SAS went in. Robin Horsfall was 23, badged to B Squadron the year before, and part of the assault team that ended the siege in roughly seventeen minutes and freed 19 hostages. That single operation is one of the most studied hostage rescues in modern policing and special forces history, and it gives his work with leadership audiences an evidence base most speakers in the resilience category do not have. Before Princes Gate he had already done three tours of Northern Ireland with the Parachute Regiment, having joined the army at 15. After it he served further tours, qualified as an emergency medical technician and as a sniper, and left the regular army in 1984. The next decade put him through territory most corporate audiences only hear about: close protection work in the Middle East, contract soldiering, building and running a medical reception centre in Guyana, founding a karate school in London that he ran for almost two decades. His book Fighting Scared (Cassell Military, 2002) is the spine of the keynote. The thesis is not that elite soldiers are unafraid. It is that fear, properly handled, is part of the discipline. He brings the same argument to senior teams facing restructure, public scrutiny, or decisions they cannot delay. Audiences hear how operators are actually trained to absorb shock, recover and act, and what that means for the way executives prepare themselves and the people around them. The later chapters of his story are also part of why he resonates with serious leadership audiences. He broke his neck in 2012, took a 2:1 in English Literature at Surrey as a mature undergraduate, survived bladder cancer in 2018, and built a large public following through his daily analysis of the Russia-Ukraine war. The career is unusual. The throughline, composure under pressure and a refusal to let setback define the next decision, is what executive audiences end up taking with them. Key speaking topics Decision-making under pressure Composure and self-leadership in crisis Resilience after physical and personal setback Lessons from elite military teams for high-performance cultures Fear, courage and the realities of operational performance Recovery, reinvention and lifelong learning Russia-Ukraine war and the lived experience of conflict Ideal for Senior leadership offsites focused on composure, crisis decision-making and team performance Executive development programmes for newly senior leaders being tested under live pressure Sales, operations and frontline leadership conferences where performance under stress is the theme Veterans, public service and security sector audiences engaging with leadership and recovery Audience outcomes A working vocabulary for fear, preparation and recovery that senior leaders can use with their own teams A clearer view of how elite teams actually train for the first minutes of a crisis, and what transfers into corporate decision-making A reset on what resilience means when separated from wellness industry framing Specific reference points from Operation Nimrod and post-military reinvention that audiences can carry into their own context

Why organisations work with Robin Sieger Natural Born Winners has sold internationally in dozens of countries and around twenty languages and remains in print twenty-five years after first publication, giving senior audiences a recognised body of work rather than a one-off keynote. His material on success as a learnable design, drawn in part from his own cancer recovery in his late twenties, lands with leadership audiences who are tired of generic resilience talks and want something with a real story behind it. Decades of repeat work with Microsoft, IBM, HSBC, Coca-Cola, Ford, Vodafone and Unilever means he understands a corporate room and pitches to the actual pressures of senior commercial life, not a public-speaking circuit version of them. Fellowship of the Professional Speaking Association in the UK and a main-platform slot at the National Speakers Association Convention in the United States place him among a small group of speakers recognised by their own profession on both sides of the Atlantic. Biography highlights Author of Natural Born Winners (Random House), an international bestseller in dozens of countries, with a 25th Anniversary edition published in 2024. Author of further books on mindset and performance, including You Can Change Your Life Any Time You Want, 42 Days to Wealth Health and Happiness, Silent Mind Golf, Silent Mind Putting and Golf Under Pressure. Natural Born Winners adapted into a No. 1-rated television series for Scottish Television. Fellow of the Professional Speaking Association, one of the first three UK speakers to be awarded the fellowship. 2006: first European speaker invited to present on the main platform of the National Speakers Association Convention in the United States. Long-standing speaker for Microsoft, IBM, Coca-Cola, Nokia, HSBC, Virgin, Ford, Merrill Lynch, BBC, Vodafone, Unilever, General Motors and McDonald’s. Biography A cancer diagnosis at twenty-nine forced a question most leadership writers approach from the outside. The experience pushed Robin Sieger out of a career in television comedy and into a long inquiry into why some people recover their footing under extreme pressure and others do not. The book that followed, Natural Born Winners, was published by Random House in 1999 and has stayed in print and in translation for a quarter of a century. He built Sieger International around that thesis, working with senior teams at Microsoft, IBM, Coca-Cola, HSBC, Ford, Vodafone and Unilever on the psychology of performance and self-leadership. The framing is practical rather than therapeutic: how leaders think under load, what they do with setback, and how they hold composure when the conditions are not favourable. Alongside the corporate work, Sieger has written further books on mindset and on the mental side of golf with Tony Jacklin and David Leadbetter, and was made a Fellow of the Professional Speaking Association as one of the first three UK recipients. In 2006, he became the first European speaker invited to the main platform of the National Speakers Association Convention in the United States. What boards and senior teams take from him is a credible voice on resilience that is not a wellbeing talk. The case is that performance under pressure is a learnable discipline, evidenced by his own recovery and a long client list of organisations who have brought him back to repeat the conversation with new cohorts of leaders. Key speaking topics Psychology of peak performance Resilience and recovery under pressure Self-leadership and personal effectiveness Mindset and behaviour change Motivation in periods of change and uncertainty Creating a success culture inside teams Mental performance in sport and business Ideal for Senior leadership offsites where the agenda is composure, decision-making and personal performance under sustained pressure. Sales and commercial conferences looking to lift performance without resorting to generic motivational content. Programmes for high-potential leaders moving into roles where the variable is no longer skill but how they handle setback. After-dinner and main-stage slots at corporate annual conferences where the audience expects a recognised author with a serious back catalogue. Audience outcomes A clearer account of why some people and teams recover faster from setback than others, grounded in lived experience rather than slogans. Language and frames from Natural Born Winners that senior leaders can use with their own teams the following week. A more honest reading of where motivation comes from in mature commercial organisations, beyond incentive design. A sharper sense of what self-leadership actually looks like in practice for people running pressured roles. A reset on how the audience thinks about their own response to pressure, not as a wellbeing issue but as a performance variable.