Purpose-Driven Leadership

Why organisations work with Blake Mycoskie He built a consumer brand that sold 50% to Bain Capital at a $625 million valuation in 2014. When he talks about purpose-led growth, he is talking from the operator seat. His 2016 Harvard Business Review piece, “The Founder of TOMS on Reimagining the Company’s Mission,” is one of the few founder accounts of what breaks when purpose meets scale and how to rebuild a mission after its original story stops working. TOMS famously ran on almost no traditional advertising, relying on customers as marketers and the Argentina origin story as the brand’s centre of gravity. For CMOs and brand leaders working on authentic purpose positioning, that is a working case from the person who ran the experiment. He speaks openly about the founder arc after the exit: loss of purpose and the long work of rebuilding. For senior leadership audiences where executive mental health has moved from taboo to agenda item, he is genuinely useful. He is currently building ENOUGH, a nonprofit-owned mental health brand launched in 2026, alongside his $100 million psychedelic research philanthropy anchored at Johns Hopkins. His material stays live. Biography highlights Founder of TOMS Shoes; creator of the One for One business model Sold 50% of TOMS to Bain Capital in 2014 at a reported $625 million valuation Author of the New York Times bestseller “Start Something That Matters” (Spiegel & Grau, 2011) Harvard Business Review contributor: “The Founder of TOMS on Reimagining the Company’s Mission” (January/February 2016 issue) Recipient of the Secretary of State’s 2009 Award of Corporate Excellence from Hillary Clinton; invited by Richard Branson to join The B Team alongside Paul Polman and Muhammad Yunus Anchor donor to the Johns Hopkins Center for Psychedelic and Consciousness Research; founder of ENOUGH (2026), a nonprofit-owned consumer brand supporting NAMI, Active Minds and other mental health partners Biography TOMS was one of the first consumer brands to make giving the centre of its commercial engine. For every pair of shoes sold, a pair was given away. The model scaled globally on the back of customer advocacy and almost no advertising spend, and TOMS gave more than 100 million pairs over its first decade. Blake Mycoskie built that company from a trip to Argentina in 2006. By 2014, Bain Capital had bought 50% of it at a $625 million valuation. What started as one founder’s shoe business had become a reference case for purpose-driven commerce, studied at Harvard Business School and written up across the business press. He has since been unusually open about what broke. In the January/February 2016 issue of Harvard Business Review, he wrote “The Founder of TOMS on Reimagining the Company’s Mission.” It remains among the most candid founder accounts of what happens when a purpose-led business scales past its origin story. Operations become routine and the brand loses touch with its why. The whole thing has to be rebuilt from the inside, which is not a familiar subject for founders at that scale to publish on. The arc has pushed further since. After leaving TOMS in 2019, Mycoskie went through a serious depression, which he now discusses openly, and has pivoted his philanthropy and new ventures toward mental health. He is an anchor donor to the Johns Hopkins Center for Psychedelic and Consciousness Research and a member of Richard Branson’s B Team. His newest venture is ENOUGH, a 2026 nonprofit-owned consumer brand that directs 100% of profit to mental health partners including NAMI and Active Minds. For audiences working on purpose-led brand building, or on the long arc of founder leadership, he offers what most case studies stop before: what happens after the exit. Key speaking topics Social entrepreneurship and purpose-driven business One for One and buy-one-give-one business models Conscious capitalism and stakeholder value Purpose-led brand building and customer advocacy Founder journeys from startup to exit and beyond Mental health for senior leaders Catalytic philanthropy and mission investing Ideal for C-suite and founder audiences in consumer and brand-led B2C businesses thinking about purpose as commercial strategy CMO and brand leadership teams working on authentic purpose positioning and customer advocacy Business schools, executive education programmes, and founder/CEO cohorts working on venture creation and scale Leadership offsites where executive mental health and founder identity are on the agenda Audience outcomes An inside view of how One for One worked commercially: the role of customer advocacy in place of advertising spend, and the mechanics of scaling a purpose-led consumer brand An honest assessment of where the model hit its limits, including what Mycoskie published in Harvard Business Review about rebuilding TOMS’ mission after the original story lost its energy Language for talking about executive mental health and founder identity, drawn from a CEO who has put both on record publicly A reference case for putting giving at the commercial core of a consumer brand, from someone who built the category-defining example

Why organisations work with Matthew Gitsham Two decades of research focused on what CEOs of named multinationals actually do on sustainability, not what they say in annual reports. Direct experience advising the UN Global Compact, Business in the Community and corporates including Unilever, IBM, HSBC, GSK, De Beers, Cemex and Pearson on sustainable development strategy. Thinkers50 Radar recognition and the Aspen Institute Rising Star award give boards external validation when commissioning content on a contested topic. His Rio+20 report “Leadership in a Rapidly Changing World” shaped how the UN framed corporate leadership on sustainable development, evidence that his frameworks travel beyond the classroom. Research on corporate modern slavery leadership, conducted with the Ethical Trading Initiative, gives him operating substance on supply chain ESG that most academic voices lack. Biography highlights Professor of Business and Sustainability, Hult Ashridge Executive Education. Director of the Ashridge Centre for Business and Sustainability. Thinkers50 Radar, Class of 2021. Cited as “global expert on CEOs and sustainability.” Aspen Institute and Academy of Business in Society European Faculty Pioneer Award, Rising Star category. Hult International Business School Researcher of the Year, 2016 to 2017. Lead author of “Leadership in a Rapidly Changing World,” referenced at the Rio+20 UN Conference on Sustainable Development. Biography Most ESG conversations stop at the disclosure framework. The harder question, which Gitsham has spent twenty years researching, is what CEOs of Unilever, IBM, HSBC, GSK and similar companies actually do with sustainability once it leaves the sustainability report. His work tracks the decisions boards take on capital allocation, supplier governance and public policy advocacy when sustainability stops being narrative and starts being operating substance. That research base is what earned him Thinkers50 Radar recognition in 2021, with Stuart Crainer and Des Dearlove naming him a “global expert on CEOs and sustainability.” His Rising Star award from the Aspen Institute and the Academy of Business in Society European Faculty Pioneer Awards reflects the same point. He is not a commentator on sustainability. He is one of the few academics with sustained, named access to CEOs of large multinationals on the subject. At Hult Ashridge, he directs the Centre for Business and Sustainability and teaches across the MBA and executive education programmes. His report “Leadership in a Rapidly Changing World” was used to inform debate at the Rio+20 UN Conference on Sustainable Development. Current research partnerships include Business Fights Poverty on corporate SDG embedding and the Ethical Trading Initiative on corporate leadership on modern slavery, giving him an operating view of supply chain ESG that bridges academia and practice. His work appears in The Economist, Financial Times and Harvard Business Review. His corporate clients span Tesco, Bayer, Rolls Royce, Swarovski, Marks & Spencer and Pearson, alongside the UK Senior Civil Service. The throughline across all of it is the same question: how do leaders of large organisations make defensible sustainability decisions when the stakes are now financial, political and reputational at once. Key speaking topics Corporate sustainability and ESG strategy CEO leadership on sustainable development The UN Sustainable Development Goals and corporate practice Modern slavery and supply chain governance Business and public policy advocacy Climate action in commercial strategy Executive development for sustainability Ideal for Boards and executive committees translating sustainability commitments into capital allocation and operating decisions Chief Sustainability Officers, CFOs and General Counsels handling ESG scrutiny and regulatory exposure Senior teams in companies with exposed supply chains are addressing modern slavery and human rights Corporate affairs and public policy leaders shaping CEO advocacy on climate, SDGs and sustainable development Audience outcomes A clearer view of what CEOs of large multinationals do differently when sustainability moves from narrative to operating substance. Named research evidence on corporate SDG embedding, modern slavery leadership and CEO public policy advocacy. A defensible framing for board conversations on ESG that withstands investor, regulatory and political scrutiny. Practical reference points from Unilever, IBM, HSBC and other named corporates, not generic sustainability case studies.

Why organisations work with Sue Garrard She has operated inside one of the most scrutinised corporate sustainability programmes in the world – accountable for 72 time-bound targets, managing teams across 180 markets, and delivering the commercial result: Unilever’s sustainable living brands growing 67% faster than the rest of the portfolio. She was part of the four-person leadership team that handled Kraft Heinz’s hostile takeover approach – giving her first-hand experience of the moment ESG strategy is tested by investor pressure in real time. She brings a specific, transferable argument: that sustainability is not a constraint on commercial performance but, if properly embedded, a measurable driver of brand growth. She has the data to demonstrate it. Her advisory work spans financial services (Lloyds Bank, NatWest), consumer goods (Mars, Danone, Heineken), and retail (Primark, O2) – sectors with structurally different ESG pressures – which means she can hold a credible board conversation across industries, not just in one. As Chair of Trustees at Blueprint for Better Business and a Fellow at the Cambridge Institute for Sustainability Leadership, she is positioned at the intersection of corporate practice and governance – not a pure consultant, not a pure academic. Biography highlights Former Executive Vice President, Sustainable Business and Communications, Unilever (2014–2018) – accountable for the Unilever Sustainable Living Plan across 180 markets Founder, Sue Garrard Consulting (2019–present); advisory clients include Mars, ABF/Primark, Lloyds Bank, NatWest Banking Group, Danone, Heineken, Natura, O2, the RHS, and the BBC Chair of Trustees, Blueprint for Better Business (founder trustee) Fellow, Cambridge Institute for Sustainability Leadership (CISL); tutors on senior executive education programmes Visiting Fellow, Cranfield School of Management; Fellow of the RSA Ranked 13th in Forbes’ Top 100 Women Sustainability Influencers Worldwide (November 2020) Board member, Energy & Climate Intelligence Unit Former Director General, Customer Strategy and Communications, UK Department for Work and Pensions Biography At Unilever, Sue Garrard held responsibility for the Unilever Sustainable Living Plan – 72 quantified, time-bound targets, teams across 180 markets, and a direct mandate to make sustainability a driver of brand performance. By the time she left in 2018, Unilever’s sustainable living brands were growing 67% faster than the rest of the portfolio and representing 70% of company growth. That is not a communications outcome; it is a commercial one, and it was achieved by connecting ESG commitments to operational accountability across the business. She was also part of the four-person team, led by the CEO, that managed the rebuttal of Kraft Heinz’s hostile takeover bid. That experience – sustainability strategy meeting acute investor pressure – gives her a board-level fluency that most advisers in this space do not have. She understands what it looks like when a company’s long-term purpose is tested by short-term market logic. Since founding Sue Garrard Consulting in 2019, she has advised boards and executive teams at Mars, Danone, Lloyds Bank, NatWest, ABF/Primark, Heineken, O2, and others across consumer goods, financial services, and retail. Both Primark and the Royal Horticultural Society launched public sustainability strategies in 2021 built on her work. She tutors on CISL’s senior executive education programmes at Cambridge, and serves as Chair of Trustees at Blueprint for Better Business. Forbes placed her 13th in its global ranking of the top 100 women sustainability influencers in 2020. Her public argument, consistently made across interviews and platforms, is direct: sustainability is not a moral addition to business strategy – it is business strategy, and the organisations that treat it otherwise are building structural risk into their commercial model. Key speaking topics Corporate sustainability strategy and commercial integration ESG governance and board accountability Sustainable brand growth and marketing Stakeholder and investor scrutiny Net zero strategy and organisational transition Purpose-led business leadership Public–private sector leadership Ideal for Boards and C-suite executives navigating ESG accountability and investor pressure Chief Sustainability Officers and sustainability leadership teams building or overhauling strategy Brand and marketing leadership teams connecting sustainability to growth Organisations in financial services, consumer goods, or retail at a strategic inflection point on sustainability Audience outcomes A clearer framework for connecting sustainability targets to commercial performance metrics, not just reporting obligations Practical understanding of what large-scale ESG integration looks like operationally – including where it fails and why A more credible way to articulate the business case for sustainability to boards, investors, and senior leadership teams Insight into how to navigate investor and stakeholder scrutiny when sustainability commitments are challenged Perspective on the governance structures that sustain long-term sustainability commitment through leadership and market cycles

Why organisations work with Peter Vogel He holds the Debiopharm Chair for Family Philanthropy at IMD, one of the only dedicated academic chairs in Europe focused on how wealthy families turn giving into strategy rather than reputation management. His two reference books, Family Philanthropy Navigator and Family Office Navigator, function as operating manuals for principals and advisors, and the philanthropy title won the Axiom Business Book Awards silver medal. He directs the IMD Global Family Business Center, which gives him a live view across hundreds of enterprising families and their governance, succession, and investment decisions. He is also an operator: founder and non-executive Chairman of Delta Venture Partners, which means founder and family-office audiences hear practitioner judgement, not only academic frameworks. Family Capital ranked him among the Top 100 Family Influencers globally, and Poets&Quants named him to its Best 40 Under 40 business school professors list. Biography highlights Professor of Family Business and Entrepreneurship, IMD Business School, Lausanne. Debiopharm Chair for Family Philanthropy and Director, IMD Global Family Business Center. Co-author of Family Philanthropy Navigator (Axiom Business Book Awards Silver Medal) and Family Office Navigator. Author of Generation Jobless? (Palgrave Macmillan) on the youth employment crisis. Founder and non-executive Chairman, Delta Venture Partners AG; Associate Partner, Cambridge Family Enterprise Group. Inducted into the Family Business Hall of Fame (2024); Poets&Quants Best 40 Under 40 business school professors (2022). Biography Most family businesses do not survive the second generation, and most family offices are built reactively, after a liquidity event, with little design behind them. The work that decides whether enterprising families compound capital or destroy it happens in governance, succession, and philanthropy, areas treated as private until they go wrong in public. Peter Vogel’s research and teaching at IMD sit precisely there. At IMD Business School in Lausanne, he holds the Debiopharm Chair for Family Philanthropy and directs the Global Family Business Center, which works with principals, next-generation owners, and their advisors across continents. The chair, funded by the Debiopharm Group, is one of very few dedicated academic posts in Europe focused on how families convert wealth into strategic giving rather than reputational signalling. His two reference books, Family Philanthropy Navigator and Family Office Navigator, are used by family principals and their advisors as practical operating guides. The philanthropy title won the Axiom Business Book Awards silver medal. Before the family-enterprise work, he wrote Generation Jobless? (Palgrave Macmillan), a global analysis of youth unemployment built on interviews with policymakers, employers, and young entrepreneurs. He is also a practitioner. He founded and chairs Delta Venture Partners, an early-stage investment firm, and is an Associate Partner of the Cambridge Family Enterprise Group. Family Capital has named him to its Top 100 Family Influencers list; Poets&Quants placed him among its Best 40 Under 40 business school professors; and in 2024 he was inducted into the Family Business Hall of Fame. Key speaking topics Family business governance and succession Family office design and operating models Strategic philanthropy for enterprising families Next-generation ownership and leadership Entrepreneurship inside family enterprises Multi-generational wealth and capital allocation Ideal for Principals and next-generation members of family-owned businesses and family offices Advisors to enterprising families: private banks, wealth managers, multi-family offices, legal and tax counsel Boards of family-controlled companies considering succession, governance reform, or philanthropic strategy Foundation trustees and philanthropy leaders inside enterprising families Audience outcomes A clearer view of what separates family enterprises that survive transitions from those that fragment A vocabulary for the three connected systems in an enterprising family: the operating business, the family office, and the philanthropy Practical reference points for governance design, ownership succession, and next-generation engagement A sharper sense of where philanthropy belongs in family strategy and where it does not

Why organisations work with Michael Yaziji He wrote the standard reference on NGO–corporate relations. NGOs and Corporations: Conflict and Collaboration (Cambridge University Press) carried cover endorsements from the chairmen of Nestlé, Unilever, Shell, and PepsiCo. He holds doctorates in both analytic philosophy (University of California) and management strategy (INSEAD), a combination that brings serious ethical reasoning into his work on AI governance and corporate ownership design. His leadership work draws on the world’s largest survey tying psychological drivers and psychological safety to organisational performance, giving him empirical depth most speakers in the field do not have. He co-directs IMD’s Stakeholder Management for Boards programme and has trained boards and executive teams at Microsoft, Shell, PepsiCo, Ericsson, and Maersk. He thinks ahead of the consensus: his 2008 Harvard Business Review piece on the structural flaws of shareholder capitalism predated the mainstream stakeholder capitalism debate by close to a decade. Biography highlights Professor of Strategy and Leadership at IMD, Lausanne Co-Director of IMD’s Stakeholder Management for Boards programme Author of NGOs and Corporations: Conflict and Collaboration (Cambridge University Press), endorsed at publication by the chairmen of Nestlé, Unilever, Shell, and PepsiCo Two doctorates: analytic philosophy (University of California) and management strategy (INSEAD) Published in Harvard Business Review and MIT Sloan Management Review Gold Award, 2024 Chief Learning Officer Learning in Practice Awards (Excellence in Executive Education) for IMD’s Sprint programme with Bayer Biography Regulation and activist coalitions now shape more corporate outcomes than many of the competitive moves around which strategy frameworks are built. This nonmarket terrain is what Michael Yaziji has spent two decades mapping. He argues that political dynamics and stakeholder pressure are core variables of corporate strategy and should be treated as such by senior leaders. His training is unusual: a doctorate in analytic philosophy from the University of California, and a second in management and strategy from INSEAD. Both disciplines show up in the work. Yaziji treats ethical reasoning and institutional theory as practical tools, applied to live executive questions like AI governance and corporate ownership design. At the centre of his published work is NGOs and Corporations: Conflict and Collaboration (Cambridge University Press, 2009), co-authored with Villanova’s Jonathan Doh. The book carried cover endorsements from the chairmen of Nestlé, Unilever, Shell, and PepsiCo. It remains a standard reference for executives dealing with activist NGOs and contested social licence. His current research extends this work to artificial intelligence: who sets the rules, and who carries the cost of weak governance. He co-directs IMD’s Stakeholder Management for Boards programme. An executive education programme he co-led for the pharmaceutical group Bayer trained more than 12,000 leaders across ten months and won Gold at the 2024 Chief Learning Officer Learning in Practice Awards. Key speaking topics Nonmarket strategy and political risk NGO and stakeholder engagement Stakeholder management for boards AI governance and corporate strategy Corporate ethics and ownership design Psychological safety and organisational performance Sustainability and competitive advantage Ideal for Boards and chairs facing scrutiny on ESG and political risk C-suites in regulated or politically exposed industries (energy, pharma, financial services, extractives, technology platforms) Chief sustainability officers and corporate affairs heads building integrated nonmarket strategy Executive teams designing AI governance and stakeholder policy in large organisations Audience outcomes A working method that turns regulation and NGO pressure into variables leaders can shape Sharper thinking on how AI governance creates strategic risk and opportunity for their organisation Confidence in reading share ownership and stakeholder governance shifts as strategic variables A more direct vocabulary for talking to investors and regulators about the company’s social licence

Why organisations work with Tania de Jong A working body of evidence that creativity is buildable inside an organisation, drawn from six businesses and four charities she has founded, including Creative Universe, Creativity Australia and The Song Room. Co-founder of Mind Medicine Australia, the organisation behind Australia’s 2023 rescheduling of psilocybin and MDMA for treatment-resistant depression and PTSD, the first national framework of its kind in the world. A keynote format that pairs argument with live performance, used at Thinkers50 European Business Forum in Denmark and the International Forum on Consciousness in the United States, and tested across more than 40 countries. Eight editions of the Creative Innovation Asia Pacific Global Forum, awarded Corporate Event of the Year at the global Eventex Awards, giving her direct exposure to how international leaders are framing innovation, AI, wellbeing and the future of work. A position on social inclusion through the With One Voice programme that is grounded in operating practice, not theory, having reached thousands of participants across community choirs in Australia. Biography highlights Member of the Order of Australia (AM), 2008, for service to the arts and to music and arts enrichment programmes in schools and communities. Co-founder of Mind Medicine Australia, the organisation behind the world-first 2023 rescheduling of psilocybin and MDMA in Australia for treatment-resistant depression and PTSD. Founder of Creativity Australia, Creative Universe, Creative Innovation Global, The Song Room, MTA Entertainment & Events, Dimension5 and Pot-Pourri. TEDxMelbourne speaker, “How singing together changes the brain”. Keynote speaker, Thinkers50 European Business Forum, Denmark, 2018, and the International Forum on Consciousness, United States, 2019. Ernst and Young Australian Social Entrepreneur of the Year; Churchill Fellow; AGSE Entrepreneurs Hall of Fame, Swinburne University; Bachelor of Law (Honours), University of Melbourne. Biography Australia became the first country in the world to reschedule psilocybin and MDMA for the treatment of depression and PTSD in 2023. Mind Medicine Australia, co-founded by Tania de Jong and Peter Hunt, did the regulatory and clinical groundwork that made it possible. That outcome is the clearest statement of how de Jong tends to work: a long-running campaign to change a system that most assume cannot be moved. The same pattern runs through the rest of her record. Six businesses and four charities, including Creative Universe, Creativity Australia, The Song Room and Creative Innovation Global, each built around a specific argument about creativity, inclusion or social repair. The Song Room alone has reached over a million Australian students through music programmes in schools that would not otherwise access them. Her speaking work is unusual in form. She is a classically trained soprano who has performed in over 40 countries, and her keynotes weave argument with live singing. Thinkers50 invited her to keynote its European Business Forum in 2018. Her TEDxMelbourne talk on the neuroscience of group singing has been viewed widely and is often cited in workplace wellbeing literature. The substantive claim underneath all of it is that creativity and collective purpose are operating disciplines. The Creative Innovation Asia Pacific Global Forum, which she has run eight times and which won Corporate Event of the Year at the Eventex Awards, is the working venue for that argument across AI, leadership, wellbeing and the future of work. Key speaking topics Creativity as a strategic discipline Innovation culture and the future of work Entrepreneurship and social enterprise Mental health, wellbeing and the neuroscience of connection Diversity, inclusion and collective purpose Leadership in disruption and reinvention Storytelling and performance in business communication Ideal for CHROs and culture leads designing engagement, wellbeing and inclusion programmes that need to land beyond the slide deck. Innovation leads, transformation directors and strategy teams looking to move creativity from training programme to operating practice. CEOs and boards in sectors facing structural reinvention, where the soft conditions of change are as material as the hard ones. Conference organisers seeking a keynote that combines argument with live performance and high audience engagement. Audience outcomes A specific case for treating creativity as a leadership capability, not a workshop output. A working view of how social inclusion and collective practice change individual and team performance, drawn from the With One Voice programme and supporting neuroscience. An updated read on the global innovation agenda, informed by eight editions of the Creative Innovation Asia Pacific Forum. Exposure to one of the few global voices arguing for psychedelic-assisted therapy as a serious instrument of mental health policy, with evidence from the Australian rescheduling. A keynote experience that uses live performance to shift the energy of a room, useful for conferences that need a tonal lift alongside content.

Why organisations work with Rita Clifton A board-level voice on brand, not an agency one. As Deputy Chairman of the John Lewis Partnership and former NED at Nationwide, ASOS, Bupa, and Dixons, she speaks about brand from inside the governance conversation, not across the table from it. Two decades shaping the modern discipline of brand valuation as London CEO then Chairman of Interbrand, the firm that established the methodology most large companies still use to put a number on brand equity. Author of the standard reference text Brands and Branding for The Economist, used as a teaching text on MBA programmes, alongside The Future of Brands and Love Your Imposter. Credible on sustainability and brand purpose as Chair of Forum for the Future, which separates her from brand voices who treat purpose as messaging rather than as a commercial commitment to test. Visiting Fellow at Oxford’s Said Business School on corporate reputation, with media reach across BBC, Sky, and the FT that signals authority to an external audience as well as an internal one. Biography highlights Deputy Chairman, John Lewis Partnership (from February 2021); Chair of the Nominations Committee. Chair, Forum for the Future, the international sustainability non-profit founded by Jonathon Porritt and Sara Parkin. Former London CEO and Chairman of Interbrand (1997 to 2012); previously Vice Chairman and Strategy Director at Saatchi & Saatchi. Visiting Fellow, Said Business School, University of Oxford, specialising in corporate reputation. Author of Brands and Branding (The Economist), The Future of Brands, and Love Your Imposter (Kogan Page, 2020), shortlisted at the Business Book Awards. CBE, 2014 New Year Honours, for services to the creative industries. Biography Brand is still treated, in most boardrooms, as something the marketing function owns. It sits beneath strategy in the agenda, gets the smallest share of capital, and is measured by activity rather than by enterprise value. Rita Clifton’s argument, built across thirty years at Saatchi & Saatchi, Interbrand, and BrandCap, is that this is the wrong organisational logic. Brand is what holds a company’s pricing power, customer trust, and talent magnetism in place, and in most large businesses it is the largest intangible asset on the balance sheet. She has tested the argument from both sides. As London CEO and then Chairman of Interbrand from 1997 to 2012, she helped shape the brand valuation methodology that boards now use to compare brand equity to other forms of intangible capital. As Deputy Chairman of the John Lewis Partnership, alongside earlier non-executive roles at Nationwide Building Society, ASOS, Bupa, Dixons, and Ascential, she has been the person on the other side of the table, asking executive teams what their brand investment is actually buying. Her writing makes the argument durable. Brands and Branding, published by The Economist, is a standard MBA reference. Love Your Imposter, published by Kogan Page in 2020, was shortlisted at the Business Book Awards and reframes the inner experience of senior leadership through the same lens of identity and authenticity she applies to brands. The sustainability work runs in parallel and reinforces the commercial case. As Chair of Forum for the Future and a Trustee at Green Alliance, she sits inside the policy conversation on net zero and corporate purpose. That gives her something most brand voices lack: a defensible position on whether a company’s stated purpose is actually being capitalised, or is just rhetoric on a website. Key speaking topics Brand as enterprise value and board agenda item Corporate reputation under digital and AI disruption Brand purpose, sustainability, and credibility Non-executive leadership and governance Personal brand and authenticity for senior leaders Marketing and brand strategy in consumer-facing businesses Diversity in the boardroom Ideal for Boards, chairs, and NEDs reviewing brand as a strategic asset rather than a marketing budget line CMOs, CCOs, and CSOs aligning brand, sustainability, and corporate reputation CEO and ExCo offsites in consumer, retail, financial services, and partnership-model businesses Senior leadership programmes addressing personal brand, identity, and presence at the top Audience outcomes A sharper definition of what brand is doing inside their own organisation’s P&L and balance sheet A board-level vocabulary for brand investment that connects to capital allocation, not campaign spend A more honest read on whether stated purpose is commercially credible to customers, employees, and investors A practical view of personal authority for senior leaders facing scrutiny they did not have earlier in their careers

Why organisations work with Noëlla Coursaris Musunka She has built and run an institution from scratch in eastern Congo for nearly two decades. The leadership lessons she draws on are operational, not theoretical. Her platform sits across philanthropy, fashion and global health. She is a Global Fund ambassador alongside Bono, Ellen Johnson Sirleaf and Charlize Theron, which gives corporate audiences a peer-level voice on global development. She translates a five-pillar community model (education, health, water, food, livelihoods) into a frame senior teams can apply to their own ESG and impact strategies. She brings a personal arc, from being separated from her mother at five to founding a school in her birth country, that audiences hear as testimony rather than corporate narrative. Her recognition by the BBC’s 100 Women, ELLE, the Muhammad Ali Center and the United Nations gives buyers external validation that does not depend on bureau marketing. Biography highlights Founder and CEO of Malaika, a free school and community ecosystem in Kalebuka, DRC, founded 2007. Ambassador of The Global Fund to Fight AIDS, Tuberculosis and Malaria, appointed 2017. Named one of the BBC’s 100 Women (2017) and one of ELLE’s 50 African women shaping the continent (2016). Speaker at the World Economic Forum, the United Nations, UNICEF, the UK Parliament, the Clinton Global Initiative, Concordia and the Milken Institute Global Conference. Honoured by the Muhammad Ali Center as a “Daughter of Greatness” and recognised at the Nelson Mandela centenary by the House of Mandela. International model with campaigns including Agent Provocateur and editorial coverage in Vogue and Vanity Fair. Biography The DRC is one of the hardest places on earth to build an institution. Malaika has been operating there since 2007, running a free girls’ school, a community centre, vocational training, an agriculture programme and clean water and sanitation services in the village of Kalebuka. It was founded by Noella Coursaris Musunka, who is still its CEO. Her route to that work is unusual. Born in the DRC to a Cypriot father and a Congolese mother, she was sent to relatives in Europe at five after her father died and her mother could no longer support her. She returned at eighteen, met her mother again, and saw what girls in her birth country were facing. The school followed. The substance of her leadership argument is operational. Malaika is not a single-issue charity. It is a five-pillar model built on the recognition that girls cannot stay in school if their families cannot eat, drink clean water or earn a living, and that change has to be made with the community, not delivered to it. That logic, applied in a fragile-state context, is what corporate audiences book her to translate into their own strategy and impact work. The platform that funds and amplifies it is global. She is a Global Fund ambassador alongside Bono, Ellen Johnson Sirleaf and Charlize Theron, has been recognised by the BBC’s 100 Women, ELLE and the Muhammad Ali Center, and has spoken at Davos, the United Nations, UK Parliament, Cambridge, Oxford, Harvard and MIT. Key speaking topics Values-based and purpose-driven leadership Girls’ education and gender equality Building institutions in fragile environments Global health and the Global Fund agenda Founder leadership and social entrepreneurship Inclusion and the African leadership voice Corporate philanthropy and ESG impact Ideal for Boards and executive teams setting purpose, ESG and corporate philanthropy strategy CHROs and DEI leads designing inclusive leadership and values programmes Foundation, family office and impact investing audiences Annual meetings and leadership conferences seeking a credible founder voice on global development Audience outcomes A working model for translating purpose statements into operating institutions, drawn from a fragile-state context. A clearer view of how girls’ education and global health intersect with corporate ESG agendas. A founder’s account of building, funding and sustaining an organisation across nearly two decades. A reframing of values-based leadership through lived experience rather than corporate vocabulary.

Why organisations work with Nadja Swarovski Three decades of brand-building inside one of the world’s most recognisable luxury names. She initiated the Swarovski Collective (1999), Swarovski Crystal Palace (2002) and Atelier Swarovski (2007), and oversaw collaborations with more than 200 designers including Alexander McQueen, Zaha Hadid, Karl Lagerfeld and Viktor & Rolf. Sustainability built into commercial strategy at executive board level, not bolted on as communications. She established Swarovski’s sustainability function in 2012, ran it through 2020, and aligned the company with the UN Global Compact and the UN Women’s Empowerment Principles. Family-business governance from the inside. She sat on the executive board of a fifth-generation family company through a major repositioning, and can speak credibly to how creative direction, sustainability and commercial discipline coexist at scale. An ecosystem of working relationships across fashion, design, philanthropy and conservation. Built through chairmanship of the Swarovski Foundation, presidency of Fashion Council Germany, and roles at UCLA School of Theater, Film and Television, FIT Foundation, and The Nature Conservancy’s European Council. Currently CEO of Really Wild Clothing and Managing Partner at Pegasus Private Capital. She is using the same brand-building principles in her own businesses now, with her own capital and her own operational time at stake. Biography highlights First female member of the Executive Board of Swarovski, with responsibility for global brand strategy, communications and sustainability across a business with annual turnover of approximately €3.5 billion. Created and led Swarovski Crystal Palace and Atelier Swarovski, the platforms behind collaborations with Zaha Hadid, Alexander McQueen, Karl Lagerfeld, Viktor & Rolf, Yves Béhar, Tom Dixon and more than 200 other designers. Founded the Swarovski Foundation in 2013, a UK-registered charity supporting culture and creativity, human empowerment and environmental conservation, including the Swarovski Foundation Centre for Learning at the Design Museum in London. Established Swarovski’s Sustainability Department in 2012 and ran sustainability strategy through 2020, aligning the company with the UN Global Compact and the UN Women’s Empowerment Principles. Currently CEO and majority owner of Really Wild Clothing and Managing Partner of Pegasus Private Capital, a UK investment firm focused on heritage and craft-led brands. Chevalier de l’Ordre des Arts et des Lettres (2016), honorary doctorate from the University of the Arts London (2019), Business of Fashion BoF 500 (2020), Positive Luxury Business Leader of the Year (2020). Biography Most heritage luxury brands lose cultural ground when they cannot reconcile preservation with relevance. Swarovski, the Austrian crystal company founded by Daniel Swarovski in 1895, became one of the few heritage houses that did both, through twenty-six years of work led by Nadja Swarovski as the first woman on its executive board. The contribution was structural. She built Swarovski Collective, Swarovski Crystal Palace and Atelier Swarovski as platforms for designers who otherwise had no commercial reason to engage with a crystal supplier. The collaborator list runs to more than two hundred and includes Alexander McQueen, Zaha Hadid, Viktor & Rolf, Karl Lagerfeld and Christopher Kane. Swarovski moved from component supplier to cultural participant, and the brand equity that followed underwrote the broader business. In 2012 she established Swarovski’s sustainability function and ran it through 2020, aligning the company with the UN Global Compact and the UN Women’s Empowerment Principles, and embedding ethical sourcing and traceability into a global manufacturing operation. The Swarovski Foundation, which she founded in 2013, made the philanthropic side of that work formal as a UK-registered charity organised around three pillars: culture and creativity, human empowerment, and conserving natural resources. Since leaving the family company at the end of 2021, she has moved from operator inside one company to operator-investor across several. As Managing Partner at Pegasus Private Capital she invests in heritage businesses where craft and traceability function as commercial advantages rather than aesthetic gestures. As CEO of Really Wild Clothing, the British countryside brand she and her husband acquired in 2024, she is rebuilding the supply chain around UK mills including Lovat, Kynoch, Harris Tweed, Lochcarron, Linton and Liberty. The investment thesis is the same one that worked at Swarovski: cultural relevance compounds when the supply chain is real. Key speaking topics Brand strategy in heritage and luxury businesses Sustainability as commercial strategy Creative collaboration as a brand asset Family-business governance and next-generation leadership Philanthropy and corporate foundation design Women’s leadership in legacy companies Ideal for CEOs and executive boards of heritage, luxury and consumer brands Chief Brand Officers, CMOs and creative directors managing cultural relevance Chief Sustainability Officers integrating ESG commitments into commercial strategy Family business owners and next-generation leaders preparing for repositioning or succession Audience outcomes A specific account of how creative collaboration generated brand equity at Swarovski, traced through the named platforms that built it. Examples of sustainability translated into operating decisions across product, supply chain, governance and reporting, with the UN frameworks the company aligned to. Insider knowledge of family-business governance at executive board level during a major brand repositioning. Honest assessment of which sustainability and brand trade-offs are commercially real, drawn from current investment decisions at Pegasus Private Capital.

Why organisations work with Marga Hoek She has run the institutions she now advises on. As founder and CEO of De Groene Zaak, the Dutch Sustainable Business Association, she built the policy-side organisation that pushed Dutch business onto a sustainability footing, then took the same argument to the supervisory boards of Aegon, SUSI Partners and Earth Capital. Her three books have set a sequence: New Economy Business (2014) framed shared value, The Trillion Dollar Shift (2018) mapped the SDGs as a business opportunity, Tech For Good (2023) translated Fourth Industrial Revolution technologies into specific corporate use cases. Both later books carry Axiom Business Book Awards. She speaks with operating credibility on sustainable capital, which is rare. Most ESG voices come from academia or activism. Hoek sits on the supervisory boards of institutions allocating billions into the energy transition, infrastructure and real estate. Her argument that “Business for Good is Good Business”, coined in 2014, has aged into the dominant board framing for ESG. She is one of the people who put it there. Biography highlights Three-time CEO across private and public sectors, including Thunissen (Dutch construction) and the Municipality of Haarlemmermeer. Founder and CEO of De Groene Zaak, the Dutch Sustainable Business Association, from 2009 to 2017. Author of three Routledge titles: New Economy Business (2014), The Trillion Dollar Shift (2018) and Tech For Good (2023). Gold Axiom Business Book Awards for The Trillion Dollar Shift (2019) and Tech For Good (2024). Thinkers50-recognised; featured on the Thinkers50 podcast. Supervisory and advisory board roles at Aegon Nederland, SUSI Partners, Redevco, ArcTern Ventures and Earth Capital. Media coverage in Financial Times, MIT Technology Review, Forbes and Fortune. Biography The argument that sustainability is good business is now uncontested in principle and unevenly applied in practice. Marga Hoek has spent fifteen years closing that gap from inside the institutions that allocate the capital. As founder and CEO of De Groene Zaak, the Dutch Sustainable Business Association, she built the body that pushed corporate Netherlands onto a sustainability footing between 2009 and 2017. That operating background is what differentiates her work. She sits on the Supervisory Board of Aegon Nederland, the Supervisory Board of SUSI Partners, the International Advisory Council of Redevco, and advisory boards at ArcTern Ventures and Earth Capital. Each of these is a vehicle for capital flowing into the energy transition, sustainable infrastructure or climate technology. She is not describing the shift, she is helping govern it. Her three Routledge books form a sequence. New Economy Business (2014) won Management Book of the Year and established shared value as a commercial argument. The Trillion Dollar Shift (2018) mapped the seventeen Sustainable Development Goals as named market opportunities and won the Gold Axiom Business Book Award in 2019. Tech For Good (2023) translated artificial intelligence, blockchain, robotics and other Fourth Industrial Revolution technologies into specific corporate applications against climate, biodiversity and inequality, and won Gold Axiom in 2024. Thinkers50 recognises her, and the Financial Times, MIT Technology Review, Forbes and Fortune have covered the work. The reason senior buyers commission her is more specific. She has the rare profile of an operator who has been responsible for sustainability decisions at executive level, an author whose frameworks have been adopted by boards, and a non-executive sitting on the capital side of the transition. Key speaking topics Sustainable business and capital ESG and the Sustainable Development Goals Energy transition and climate finance Purpose-driven leadership Technology for good and the Fourth Industrial Revolution Sustainable investing and capital allocation Board governance of ESG Ideal for Boards and supervisory boards setting or reviewing ESG and net zero commitments CEOs, CFOs and Chief Sustainability Officers translating commitments into operating decisions Asset managers, institutional investors and family offices allocating into the transition Financial services, real estate and infrastructure leadership teams Audience outcomes A clearer view of where ESG narrative is failing to convert into capital allocation, and where it is. Named examples of companies and investors who have made the commercial case for sustainability work. A framework for using Fourth Industrial Revolution technologies against specific sustainability outcomes rather than as generic transformation. A board-level vocabulary for distinguishing substantive ESG progress from disclosure activity.

Why organisations work with Lucy Bloom She has run mission-driven organisations through real turnarounds, including a $7 million fundraising programme at Hamlin Fistula Ethiopia and a model shift from orphanage to community development at Sunrise Cambodia. Her leadership material is drawn from those decisions, not from theory. She is one of a small number of Australian leaders to appear on the global Top 30 #SocialCEOs list, which gives her credibility with audiences that care about purpose translated into delivery. She combines a long commercial career, two decades running a boutique advertising agency, with senior charity leadership. That cross-sector range lets her speak credibly to both corporate and not-for-profit rooms. As a HarperCollins-published author and frequent contributor to ABC, Sky News, the Australian Financial Review and CEO Magazine, she has the public communication craft to hold a senior audience for a full keynote. Biography highlights Founding CEO, Hamlin Fistula Ethiopia (Australia); raised over $7 million for hospitals and a midwifery school in Ethiopia. CEO, Sunrise Cambodia; led the transition from orphanage model to community-first programmes. First and only Australian named to the global Top 30 #SocialCEOs list. Two-time finalist, Telstra Business Woman of the Year Awards. Author of three books across three genres, including the HarperCollins memoir Get the Girls Out (2019). Speaking and writing platform spanning ABC, Sky News, Today, the Australian Financial Review, CEO Magazine and Australian Vogue. Biography Hamlin Fistula Ethiopia is a women’s health charity working in one of the most demanding operating environments in the world. It needed money, a credible Australian operation, and a leader who could hold both the cause and the donor relationships. Lucy Bloom was the founding CEO. Over a few years the Australian arm raised more than $7 million for hospitals and a midwifery school in Ethiopia. She was then headhunted by Sunrise Cambodia, a children’s charity that needed to move away from the orphanage model toward community-first development. She led that transition. She is the first and only Australian on the global Top 30 #SocialCEOs list, a recognition that tracks operating substance rather than profile. Before the charity sector she spent two decades building and running a boutique advertising agency. That commercial track record is why her material lands in corporate rooms as well as not-for-profit ones. Clients she has spoken to include Deloitte, Commonwealth Bank, ANZ, JP Morgan, Amazon Web Services, McDonald’s and Tourism Australia. She is the author of three books across three genres, including the HarperCollins memoir Get the Girls Out, and a regular contributor and interviewee in Australian national media. The throughline across the work is straightforward: how leaders convert conviction into results when the resources are tight and the stakes are real. Key speaking topics Creative leadership Values-based leadership and kindness at work Purpose-driven organisations Resilience and reinvention Storytelling and business communication Change leadership in mission-driven settings Ideal for CEOs and executive teams in mission-driven and purpose-led organisations Boards and leadership teams in not-for-profits and foundations Corporate leadership audiences working on values, culture and purpose Conferences with a women-in-leadership or social-impact track Audience outcomes A working account of how a charity CEO raises seven figures and rebuilds an operating model under constraint. Specific examples of values-based decisions made in real conditions, not as theory. A reframed view of creative leadership as a discipline that produces commercial and social results, not a personality trait. Practical communication craft from a published author and broadcast contributor.