Risk Management

Why organisations work with Michael Raynor He has built a quantitative case, across more than 25,000 companies and forty-five years of data, for what actually separates exceptional performers from the rest. Boards get an evidence base, not an opinion. His Strategy Paradox framework gives leadership teams a way to commit hard to a chosen direction while building real options against the futures that strategy could not foresee. He is one of the few strategy thinkers to have co-authored disruption theory’s primary sequel with Clayton Christensen and to have stress-tested it experimentally with Intel’s new venture group and MBA cohorts. The work is field-validated, not theoretical. Two decades of Deloitte client work in telecoms, pharma, medical devices, energy and media means the frameworks land in operational language, not academic abstraction. Biography highlights Author of The Strategy Paradox, named one of BusinessWeek’s 10 Best Business Books of 2007 and a strategy+business top-five strategy pick. Co-author with Clayton M. Christensen of The Innovator’s Solution, a New York Times and Wall Street Journal bestseller. Co-author with Mumtaz Ahmed of The Three Rules: How Exceptional Companies Think, based on a five-year study of more than 25,000 US-listed companies. Sole author of The Innovator’s Manifesto: Deliberate Disruption for Transformational Growth, applying disruption theory to controlled experiments at Intel and across MBA programmes including Harvard. Doctorate from Harvard Business School, recognised with the Dively Award for research excellence; MBA with distinction from Ivey Business School. Associate Professor (Strategy) at Ivey Business School; long-tenured Deloitte advisor, including fifteen years as a Managing Director. Biography Most strategy is built on forecasts that turn out to be wrong. The interesting question is not whether forecasts will fail, but what a leadership team should do about that fact when it has to commit capital, talent and reputation to a single direction. This is the territory Michael Raynor has worked for over three decades, in research, in the boardroom and in print. Raynor’s first major contribution was The Strategy Paradox, which argued that the same commitments that produce extraordinary success also produce catastrophic failure, and that managing strategic risk requires building real options into the corporate structure itself. The book was named one of BusinessWeek’s 10 Best Business Books of 2007 and a strategy+business top-five strategy pick. With Clayton Christensen he co-authored The Innovator’s Solution, a New York Times and Wall Street Journal bestseller and the principal sequel to The Innovator’s Dilemma. The work that followed put the frameworks under empirical pressure. The Innovator’s Manifesto reported controlled experiments at Intel’s New Business Initiatives group and replications with 300+ MBA students at Harvard and elsewhere, showing measurable improvement in predictive accuracy when disruption theory was applied as a decision rule. The Three Rules, written with Mumtaz Ahmed, analysed more than 25,000 US-listed companies from 1966 to 2010 and identified 344 exceptional performers, distilling their behaviour to two priorities: better before cheaper, revenue before cost. This is what brings Raynor into board conversations. He arrives with a doctorate from Harvard Business School (Dively Award for research excellence), an MBA with distinction from Ivey, more than two decades of Deloitte client work across pharma, telecoms, medical devices, energy and media, and a current Associate Professorship in Strategy at Ivey. The frameworks are tested, the language is direct, and the argument is consistently the same: serious organisations need a defensible answer to the question of how they will commit, and to what. Key speaking topics Corporate strategy under uncertainty Strategic commitment and real options Disruptive innovation and growth Drivers of sustained superior corporate performance Innovation portfolio decisions Strategy execution at the board level Ideal for Boards and CEOs setting multi-year strategic direction in industries where forecasts are unreliable Chief Strategy Officers and corporate development leaders sizing innovation portfolios and capital commitments Executive leadership teams in pharma, telecoms, energy, medical devices and media wrestling with disruption risk Audience outcomes A direct argument for why strategic commitment is the source of risk, not its solution, and what that implies for the next planning cycle. The Better-before-Cheaper, Revenue-before-Cost decision rule as a working benchmark for everyday operating choices. A structured way to separate strategic uncertainty from operational uncertainty, and to push each to the right level of the organisation. An empirically grounded view of what 344 exceptional companies did differently over four decades, and how to test their behaviour against the audience’s own.

Why organisations work with Sir Michael Arthur He has sat on both sides of the table that boards now worry about: thirty-eight years inside the British Foreign Office at the most senior level, then eight years inside Boeing as a vice president and council member. He led the Maastricht Treaty negotiating team and the EU Single Market legislation team. When he speaks about how European policy is actually made, he is describing rooms he was in. As President of Boeing International he was the first non-American on the Executive Council, with operational responsibility for Boeing in 65 countries. That is rare ground for a former diplomat to occupy. His four years as High Commissioner in New Delhi give boards a Europe specialist who is also fluent on India, at a moment when very few people credibly cover both. He speaks German and French and held the Cross of the Order of Merit of the Federal Republic of Germany. On Berlin, he is read inside Berlin. Biography highlights British Ambassador to Germany, 2007 to 2010. British High Commissioner to India, 2003 to 2007. Director General for Europe and Economic Affairs, Foreign and Commonwealth Office. Led the Maastricht Treaty negotiating team and the EU Single Market legislation team. Senior Vice President of Boeing and President of Boeing International, 2019 to 2023; first non-American member of the Boeing Executive Council. Knight Commander of the Order of St Michael and St George (KCMG); recipient of the Cross of the Order of Merit of the Federal Republic of Germany. Board of Directors, Stimson Center; Non-Executive Director of a Tata Consultancy Services UK subsidiary; co-founder of The Ambassador Partnership LLP. Biography Most boards are now exposed to political decisions they cannot price. Tariffs, sanctions, industrial policy, export controls, the next German coalition, the next Indian budget. The standard inputs (bank research, consultant briefings, the FT) tell you what happened. They rarely tell you what the people who made the decision were trying to achieve, and what they will do next. Sir Michael Arthur has spent his career on the inside of those rooms. As British Ambassador to Germany from 2007 to 2010 and High Commissioner to India from 2003 to 2007, he ran two of the UK’s most consequential bilateral relationships at a moment when both countries were redefining their place in the global economy. Earlier he led the Maastricht Treaty negotiating team and the team that wrote the EU Single Market legislation. The European architecture that companies now operate inside is partly his handiwork. What sets him apart from the diplomatic-speaker norm is what came next. In 2014 he joined Boeing as President of Boeing UK and Ireland; in 2019 he became Senior Vice President of Boeing and President of Boeing International, the first non-American on the Boeing Executive Council. For four years he carried operational responsibility for the company in 65 countries and 18 regional offices. He left the diplomatic register and learned the executive one. The result is a speaker who can move between a board’s geopolitical question and its commercial answer without losing precision in either direction. He sits on the Board of Directors of the Stimson Center, on the board of a Tata Consultancy Services UK subsidiary, and co-founded The Ambassador Partnership LLP. He is a fluent German and French speaker and holds the Cross of the Order of Merit of the Federal Republic of Germany. Key speaking topics Germany, the Eurozone and the European political economy UK and EU relations after Brexit India as a strategic partner for Western business Transatlantic relations and the US-Europe-China triangle International negotiation and corporate diplomacy Political risk inside global supply chains Ideal for Boards and executive committees with material exposure to Europe, India, or transatlantic policy. Heads of strategy, government affairs, and corporate affairs at multinationals. Industrial, aerospace, defence, and financial services leadership teams managing political risk. Investor and partner gatherings where senior decision makers want a credible read on Berlin, Brussels, New Delhi, and Washington in the same room. Audience outcomes A grounded read on what Berlin and Brussels are likely to do next, from someone who has been on both sides of those negotiations. A clearer view of India as a commercial partner, drawn from four years running the UK’s mission in New Delhi. A useful frame for thinking about political risk as an operational variable, not a footnote in the strategy deck. A sharper sense of how diplomatic and commercial logic interact inside large international firms.

Why organisations work with Max Tegmark He sits at the centre of the global AI safety conversation. As President of the Future of Life Institute, he organised the 2023 “Pause Giant AI Experiments” open letter signed by Yoshua Bengio, Stuart Russell, Elon Musk and more than 30,000 others, and FLI’s policy work fed directly into the EU AI Act. He brings a working physicist’s discipline to AI claims, not a commentator’s. His MIT research group studies the physics of intelligence itself, which lets him tell a board what current systems can and cannot do without selling either fear or excitement. He has shaped how non-specialists think about AI through a New York Times bestseller. Life 3.0 framed the alignment problem and the long-run scenarios for governments, executives and the public, and remains a reference point for senior policy and corporate audiences. He is one of the few speakers TIME placed on its inaugural TIME100 AI list whose authority rests on peer-reviewed research rather than commercial position. He talks to leaders the way he talks to physicists. Specific mechanisms, named risks, concrete governance options, no jargon stack. Biography highlights Professor of Physics, Massachusetts Institute of Technology Co-founder and President, Future of Life Institute Author, Life 3.0: Being Human in the Age of Artificial Intelligence (Knopf, 2017), New York Times bestseller Author, Our Mathematical Universe: My Quest for the Ultimate Nature of Reality (Knopf, 2014) Named to TIME100 AI, the inaugural TIME list of the 100 most influential people in artificial intelligence Fellow of the American Physical Society; Packard Fellow; Royal Swedish Academy of Engineering Science Gold Medal (2019); contributor to the Sloan Digital Sky Survey Biography The 2023 open letter calling for a six-month pause on training AI systems more powerful than GPT-4 was the moment AI safety stopped being a niche concern and became a board-level question. The letter was organised out of the Future of Life Institute. Its president is Max Tegmark. Tegmark is a Professor of Physics at MIT whose research moved from precision cosmology, including significant work on the Sloan Digital Sky Survey, to the physics of intelligence itself. That trajectory matters. He approaches AI not as a technology commentator but as a working scientist asking what these systems are, what they can be made to do safely, and where the limits of current understanding sit. Through the Future of Life Institute, which he co-founded with Anthony Aguirre, Tegmark has built one of the most consequential policy voices in AI. FLI’s work shaped key provisions of the EU AI Act, and the 2023 pause letter, signed by Yoshua Bengio, Stuart Russell, Elon Musk, Steve Wozniak and Yuval Noah Harari among more than 30,000 others, reframed the global conversation about frontier model risk. His writing carries the same authority into a wider audience. Life 3.0 became a New York Times bestseller and remains a reference text for leaders trying to understand what alignment means and why it is hard. Our Mathematical Universe, published by Knopf in 2014, lays out his case that physical reality is, at the deepest level, a mathematical structure. He was named to TIME’s inaugural TIME100 AI list in 2023, awarded the Royal Swedish Academy of Engineering Science Gold Medal in 2019, and elected Fellow of the American Physical Society for his contributions to cosmology. Key speaking topics Frontier AI capability and risk AI governance and regulation AI safety and alignment The future of work in an age of capable AI Existential risk and transformative technology Cosmology and the nature of reality Physics of intelligence Ideal for Boards and executive teams setting AI strategy and governance Policy, regulatory and public-sector leaders working on AI rules Chief Technology Officers, Chief AI Officers and heads of research Investor and academic audiences engaging with frontier technology Audience outcomes A clearer view of what current AI systems can and cannot do, separated from vendor and media framing A working mental model of the alignment problem and why frontier-model governance is hard Concrete reference points from the EU AI Act and the FLI policy agenda for corporate AI policy Sharper questions to put to internal AI leads, vendors and external advisers A scientifically grounded sense of which long-run AI scenarios are plausible and which are not

Why organisations work with Maurice Obstfeld He has sat at the top of the global policy table. As IMF Chief Economist from 2015 to 2018 and a member of the US Council of Economic Advisers from 2014 to 2015, he has been inside the rooms where currency, trade and crisis decisions were made. His scholarship is the textbook on his subject. International Economics: Theory and Policy, co-authored with Paul Krugman and Marc Melitz, is the standard text in the field; Foundations of International Macroeconomics, with Kenneth Rogoff, is the doctoral reference. Audiences are hearing from the person who wrote the book. He links the three dossiers most boards keep separate. Tariffs, the dollar and fiscal deficits are usually discussed in isolation. Obstfeld treats them as one operating system and shows how a move on one alters the others. The American Economic Association named him a Distinguished Fellow in 2023, a recognition reserved for the discipline’s most consequential contributors. The credential signals serious intellectual standing in a room where that matters. He is currently writing on the dollar’s standing. His 2025 work for Project Syndicate, Brookings and CEPR examines how trade policy and fiscal choices are stress-testing the dollar’s reserve role. Audiences get a current, not a retrospective, reading. Biography highlights C. Fred Bergsten Senior Fellow, Peterson Institute for International Economics, since 2019; named to the chair in 2023. Chief Economist (Economic Counsellor) and Director of Research at the International Monetary Fund, 2015 to 2018. Member, US President’s Council of Economic Advisers, 2014 to 2015. Class of 1958 Professor of Economics Emeritus, University of California, Berkeley. Co-author, International Economics: Theory and Policy (Pearson, with Krugman and Melitz) and Foundations of International Macroeconomics (MIT Press, with Rogoff). AEA Distinguished Fellow (2023); Fellow of the Econometric Society and the American Academy of Arts and Sciences; recipient of the Tjalling Koopmans Asset Award, the John von Neumann Award, and the Bernhard Harms Prize. Biography The dollar’s reserve role, the global tariff regime and the independence of central banks were treated for three decades as settled architecture. They are now contested, and boards making capital allocation decisions need to understand the system, not just the cycle. Few economists are better placed to read it than Maurice Obstfeld. Obstfeld served as Chief Economist of the International Monetary Fund from 2015 to 2018, directing the institution’s Research Department through a period of trade tension, capital flow volatility and rising fiscal pressure across advanced economies. He joined the IMF directly from the US Council of Economic Advisers, where he served as a member under President Obama. Before that he held the Class of 1958 Chair in Economics at UC Berkeley, where he taught from 1989 to 2023 and is now emeritus. His scholarly contribution sits behind much of how the discipline now teaches and practises open economy macroeconomics. International Economics: Theory and Policy, co-authored with Paul Krugman and Marc Melitz, is the standard textbook in the field. Foundations of International Macroeconomics, with Kenneth Rogoff, has been the doctoral reference since 1996. The American Economic Association recognised this body of work in 2023 with the Distinguished Fellow honour. Today he is C. Fred Bergsten Senior Fellow at the Peterson Institute for International Economics, writing actively on how tariffs, fiscal deficits and pressure on central bank independence are reshaping the international monetary system. His 2025 essay “King Dollar’s Shaky Crown” for Project Syndicate, his Brookings paper on the US trade deficit, and CEPR Discussion Paper 20104 set out the case directly. The argument is that trust in the system can be destroyed quickly and rebuilt only slowly, and that capital allocators should be reading these signals now. Key speaking topics The international monetary system and the future of dollar dominance Tariffs, trade policy and the global economy Exchange rates, capital flows and currency risk Fiscal deficits, public debt and macroeconomic policy Central bank independence and monetary policy Financial crises and global financial stability China, the euro area and the architecture of the global economy Ideal for Boards, CIOs and treasury teams setting capital allocation policy under currency and trade uncertainty CFOs and investment committees in financial services, asset management and multinational corporates Senior policy audiences in central banks, finance ministries and sovereign wealth funds Economic and strategy briefings for executive committees with material cross-border exposure Audience outcomes A current reading of how tariffs, fiscal policy and currency dynamics are connected as one operating system A clear view of the specific risks to the dollar’s reserve role and what would have to change for them to materialise A framework for thinking about capital allocation when the rules of the international monetary system are under political pressure Reference points from inside the IMF and the US Council of Economic Advisers on how policy actually moves Citable language and named arguments senior leaders can carry back into their own board discussions

Why organisations work with Martin Baily He has held the chair that briefs a US president on the economy. Few speakers can describe how macro policy, financial regulation and productivity actually intersect from inside that seat. His current Brookings work with Federal Reserve Board economists on generative AI as a general-purpose technology gives boards a sober, evidence-led read on the productivity case, distinct from vendor and consultancy framing. Twenty years inside the McKinsey Global Institute on cross-country productivity research means he can tell a European board how its growth problem differs from the US one, with the data to back it. As co-chair of the Bipartisan Policy Center’s Financial Regulatory Reform Initiative and a member of the Squam Lake Group, he reads the financial regulation agenda the way an operator does, not the way a lobbyist does. His written record, from “Innovation and the Productivity Crisis” to “Transforming the European Economy”, gives clients a referenceable thesis, not a deck. Biography highlights Chairman, President’s Council of Economic Advisers, 1999 to 2001, and Cabinet member under President Bill Clinton. Senior Fellow Emeritus, Brookings Institution; Bernard L. Schwartz Chair in Economic Policy Development. Co-author, “Transforming the European Economy” (Peterson Institute, 2004), Choice Outstanding Academic Title 2005. Co-author, “Innovation and the Productivity Crisis” (Brookings Institution Press, 1988). Principal, McKinsey & Company’s Global Institute (1996 to 1999); senior advisor to the McKinsey Global Institute since 2002. Co-chair, Financial Regulatory Reform Initiative, Bipartisan Policy Center; senior advisor, Albright Stonebridge Group. Biography Productivity growth is the variable that decides whether wages can rise, debt is sustainable, and capital earns a return. It has been weak across most advanced economies for two decades, and the explanation is contested. Martin Baily has spent his career inside that contest, from the White House, from McKinsey’s Global Institute, and from Brookings. He chaired President Clinton’s Council of Economic Advisers from 1999 to 2001 and sat on the Council from 1994. He holds the Bernard L. Schwartz Chair in Economic Policy Development at Brookings and is a senior advisor to the McKinsey Global Institute, where he was a principal in the late 1990s during the Institute’s foundational comparative productivity work. His co-authored books, “Innovation and the Productivity Crisis” with Alok Chakrabarti and “Transforming the European Economy” with Jacob Funk Kirkegaard, set out a consistent thesis: productivity weakness is rarely a single mechanical problem; it is the cumulative drag of weak innovation diffusion, protected incumbents and policy that subsidises stasis. The European book was named a Choice Outstanding Academic Title in 2005. Recent work at Brookings, with Federal Reserve Board economists David Byrne and Eugenio Soto and Brookings colleague Aidan Kane, examines whether generative AI qualifies as a general-purpose technology and where, in finance and other sectors, the productivity dividend will actually land. He co-chairs the Bipartisan Policy Center’s Financial Regulatory Reform Initiative and sits in the Squam Lake Group of financial economists who write on systemic risk and reform. Key speaking topics US and global productivity growth Financial regulation and systemic risk The macroeconomic case for generative AI US economic policy and the Federal budget outlook European competitiveness and structural reform Social Security and pension reform Ideal for Boards and audit committees pricing financial regulation and macro risk into strategy CFOs and chief economists at banks, insurers and asset managers Senior policy and government affairs leadership tracking US economic policy Strategy and transformation leaders building the AI productivity business case Audience outcomes A clear read on where productivity growth is actually coming from, and where it is not A grounded view on which generative AI productivity claims are supported by evidence and which are not An informed perspective on the live US financial regulatory agenda and its implications for capital and risk A comparative frame for European versus US growth performance and the policies that move it

Why organisations work with Mark Roe His published research identifies the specific political forces – interest groups, legislative bargaining, regulatory path-dependence – that determine how corporations are governed in different national systems, giving boards and investors a structural map that economic analysis alone does not provide. Missing the Target (Oxford, 2022) dismantled the dominant short-termism narrative with economy-wide data, offering executives and policymakers a corrected diagnosis of why corporate investment patterns have changed – and where the real policy levers sit. His analysis of too-big-to-fail dynamics explains how implicit government guarantees distort corporate structure and shield management from market discipline, a framework directly relevant to financial institutions, their regulators, and the firms exposed to systemic counterparty risk. Two decades of commentary in the Financial Times, Wall Street Journal, and Project Syndicate means his arguments have been tested in public, not just in academic journals – the positions he takes in a boardroom are the same ones he defends in the financial press. His current research on the transformation of US public firms (fewer companies, greater concentration of profit and market power) reframes a debate that directly affects M&A strategy, capital allocation, and regulatory risk. Biography highlights David Berg Professor of Law, Harvard Law School, since 2001 Author of four books published by Oxford University Press, Princeton University Press, and Foundation Press, including Missing the Target (2022) and Strong Managers, Weak Owners (1994) Ranked among SSRN’s top 50 most-cited law professors, with a career high of #10 Elected member of the American Academy of Arts and Sciences; Fellow of the American College of Bankruptcy; Fellow of the European Corporate Governance Institute Recipient of the ECGI Allen & Overy Working Paper Prize (2015) for research on structural corporate degradation in too-big-to-fail finance Regular contributor to Project Syndicate since 2004, with commentary published in the Financial Times, Forbes, and Wall Street Journal Biography Corporate governance is usually treated as a design problem: get the incentives right, align the board with shareholder interests, and the structure should optimise itself. Mark J. Roe’s research at Harvard Law School has spent three decades demonstrating that this view is incomplete. His books Strong Managers, Weak Owners (Princeton, 1994) and Political Determinants of Corporate Governance (Oxford, 2003) established a now widely cited argument: governance structures in the United States and across major economies are shaped as much by political forces as by market logic. The practical implications are specific. In the US, fragmented share ownership is not merely an outcome of deep capital markets. It reflects a century of political decisions that prevented financial institutions from accumulating concentrated ownership stakes. In continental Europe, the postwar political settlement empowered labour and entrenched blockholding structures that persist long after the conditions that created them. Roe’s work traces these connections with data and institutional detail, giving corporate leaders and policymakers a framework for understanding why governance reform so often stalls or produces unintended consequences. His most recent book, Missing the Target (Oxford, 2022), challenged the prevailing consensus that stock market short-termism is crippling corporate investment and R&D. Using economy-wide data, Roe showed that corporate R&D spending has been rising, not falling, and that the real culprits behind declining investment are political uncertainty, accelerating technological change, and a collapse in government research funding. The Wall Street Journal called it essential reading for anyone concerned with markets and policy. Before entering academia, Roe worked at the Federal Reserve System and at Cahill Gordon & Reindel on Wall Street. He held faculty positions at Rutgers, the University of Pennsylvania, and Columbia before joining Harvard in 2001. His paper on too-big-to-fail finance won the ECGI Allen & Overy Prize in 2015. He is an elected member of the American Academy of Arts and Sciences and has published over 160 scholarly papers, with more than 10,000 citations tracked by ResearchGate. Key speaking topics Political economy of corporate governance Financial regulation and systemic risk Corporate short-termism and long-term investment Too-big-to-fail finance and structural corporate degradation Shareholder activism and corporate purpose Bankruptcy, restructuring, and creditor bargaining The transformation of US public markets Ideal for Boards, chairs, and non-executive directors assessing governance structures in a politicised regulatory environment CFOs, general counsel, and heads of corporate strategy at firms navigating financial regulation, M&A, or capital structure decisions Institutional investors, sovereign wealth funds, and asset managers evaluating governance risk across jurisdictions Policy audiences, regulators, and central bankers examining the intersection of political economy and financial stability Audience outcomes A structural explanation of why corporate governance rules differ across major economies and why convergence has been slower than predicted A data-grounded reframing of the short-termism debate that separates genuine investment constraints from politically convenient narratives An understanding of how too-big-to-fail dynamics distort corporate structure and create hidden risks for counterparties and investors A framework for assessing how political uncertainty, interest-group pressure, and regulatory path-dependence affect capital allocation and strategic planning Specific examples from US and European corporate history that make abstract governance debates concrete and applicable to current board-level decisions

Why organisations work with Mark Gallagher Fifteen years on the management boards of Jordan Grand Prix and Red Bull Racing, plus leadership of Cosworth’s F1 engine business. He has actually run the functions he describes. Author of The Business of Winning (Kogan Page) and co-author of The Future Business Formula with Sullivan & Stanley’s Adrian Stalham. His frameworks exist in print, with a track record in front of senior audiences since 1998. Direct experience on FIA technical working groups covering safety and sustainability, including the development of F1’s 2014 hybrid power unit. When he talks about decarbonisation or safety culture, he is describing rules he helped write. Close working relationships with current F1 drivers and teams through Performance Insights and Status Grand Prix, the A1 Grand Prix World Cup-winning outfit he co-owns. The paddock material he draws on is current. Biography highlights Former management board member of Jordan Grand Prix (1998 onwards) and senior figure in the commercial build-out of what became Red Bull Racing Former head of Cosworth’s Formula 1 engine business, which supplied roughly one-third of the grid under his leadership Founder and Managing Director of Performance Insights, his F1 consulting firm, and co-founder of Status Grand Prix, winner of the 2009 A1 Grand Prix World Cup of Motorsport Author of The Business of Winning (Kogan Page, 2014; 2nd edition 2021) and co-author of The Future Business Formula (Rethink Press, 2023) Member of FIA technical working groups on safety and sustainability, including the development of F1’s 2014 hybrid power-unit regulations Media contributor to BBC, Sky Sports, ESPN, CNN, Channel 4 News and Al Jazeera; columnist for GP Racing Magazine; lecturer at Cranfield University Biography Formula 1 is one of the few industries where an operational failure on Sunday becomes a balance-sheet issue by Monday. Regulations shift every season. Deadlines cannot be moved. Mistakes are broadcast to hundreds of millions, and the competitive gap between first and last is measured in hundredths of a second. That is the environment Mark Gallagher spent forty years inside. He sat on the management board of Jordan Grand Prix through its most competitive era, helped build the commercial arm of what became Red Bull Racing, and later ran Cosworth’s F1 engine business as it supplied around a third of the grid. His consultancy, Performance Insights, works with F1 teams and commercial partners today. His books give the method a shape outside the paddock. The Business of Winning, published by Kogan Page, sets out his lessons on leadership, safety, performance management and communication. The Future Business Formula, co-written with Adrian Stalham of the change consultancy Sullivan & Stanley, translates F1’s operating principles into twelve design rules for organisations built to change at speed. Mika Häkkinen wrote the foreword. He has also served on FIA technical working groups on safety and sustainability, including the shift to hybrid power units in 2014, and lectures at Cranfield University. For a senior audience, the value is specific: a practitioner who has run the commercial, engineering and regulatory sides of one of the world’s most publicly scrutinised high-performance businesses, and can describe what each of those jobs actually demanded. Key speaking topics High-performance team culture in elite sport Leadership under non-negotiable deadlines Data, telemetry and decision-making at the operational edge Safety, risk management and regulatory change Sustainability and the energy transition in global sport Technology partnerships and digital transformation Change management in regulated industries Ideal for Senior leadership teams, boards and C-suite audiences responsible for high-stakes operational performance Engineering, manufacturing and technology organisations facing regulatory change or digital transformation Commercial, sponsorship and partnership teams working across technology-heavy sectors Safety, risk and sustainability leaders looking for a real-world reference point on culture and governance Audience outcomes A working sense of how F1 teams hit immovable deadlines without compromising safety or commercial discipline Specific examples of how telemetry, simulation and real-time analytics translate into faster decisions at the operational edge A credible reference point for treating safety culture as a performance lever inside the business Examples and language from elite motorsport that senior leaders can carry into their own strategy and change conversations

Why organisations work with Mark Beaumont He has cycled and recovered from multi-month performance projects with measurable outcomes, but what made them possible was the planning and the team behind the rider. The 18,000 miles in 78 days and 14 hours was a logistics and physiology problem before it was a sporting one. His work as an Operating Partner at Envoy Group, and as an executive chair, gives him a working command of capital allocation and operational discipline that most adventure speakers cannot offer. He has filmed documentaries for fifteen years across the BBC, Amazon Prime and GCN, so he can speak credibly to leaders about performing under public scrutiny and telling a story that lands. He frames endurance as a planning problem: nutrition, sleep, route, contingency, support team. That structure transfers cleanly to a senior team running a long transformation. The British Empire Medal and his Guinness World Records titles are credentials a buyer can put on a board agenda without needing to explain them. Biography highlights World record holder, fastest cycle around the world: 18,000 miles, 78 days, 14 hours (2017). World record holder, fastest solo ride length of Africa: Cairo to Cape Town in 42 days, 8 hours (2015). Author of six books, including The Man Who Cycled the World, Africa Solo, and Around the World in 80 Days. Partner at Eos Advisory, an early-stage innovation fund backing science, engineering and technology companies. BBC documentary subject and contributor for over 15 years, including Glasgow 2014 Commonwealth Games global coverage. British Empire Medal, 2018 New Year Honours, for services to sport, broadcasting and charity. Biography The 80-day cycle around the world looks like a sporting record. It is closer to a 24-hour-a-day operational project with one performer, a small support crew, a fixed deadline, and no option to renegotiate the route. Holding sixteen hours of cycling a day for eleven weeks, on four hours of broken sleep, is a planning and recovery discipline first. These projects run across two decades and many expeditions: an 18,000-mile circumnavigation in 2008, the length of Africa in 2015, and a faster circumnavigation in 78 days and 14 hours in 2017. The earlier rides were filmed for the BBC, the later ones for GCN and Amazon. All were audited by Guinness World Records and run with a support team handling logistics, nutrition and recovery. What he sells a business audience is the working method behind them. The investor side of the work matters here. Beaumont spent six years as a partner and investor at Eos Advisory, an early-stage fund backing Scottish science and technology businesses, before joining Envoy Group as an Operating Partner. His working week goes on capital allocation, founder assessment and scale-up risk. That gives him a commercial register most adventure speakers do not have when they walk into a leadership offsite. What a senior team gets from him is a structured account of how to plan for the long middle of a hard project: where decisions break down, what data to track, when to slow the team to protect the team. The British Empire Medal in 2018, awarded for services to sport, broadcasting and charity, sits alongside six published books and a documentary record stretching back fifteen years. Key speaking topics Sustained performance under prolonged pressure Planning and execution of multi-month projects Recovery and decision-making after setback Risk management in high-consequence environments Early-stage investment and scale-up discipline Endurance physiology applied to business performance Ideal for Executive teams running multi-year transformation or restructuring programmes Sales and operations leadership conferences focused on sustained performance Founder and scale-up audiences working with early-stage investors Senior offsites where resilience is the substantive agenda, not the entertainment Audience outcomes A working method for pacing senior teams through long, demanding projects Specific lessons from three audited world-record expeditions on planning, support and recovery A clearer view of where decision-making degrades under fatigue and how to design around it An investor-side perspective on what separates ambition from operational discipline

Why organisations work with Marc Koska He built the commercial case for a life-saving innovation from first principles; price parity, existing tooling, no retraining required, so that institutional resistance had no rational hiding place. Few innovators have that level of strategic discipline documented at scale. His 2008 India campaign reached 508 million people and triggered a government mandate within months. That is a documented playbook for moving from public awareness to policy change at national scale, directly applicable to any organisation trying to shift entrenched behaviour. He holds The Economist Innovation Award for Social and Economic Innovation, a Schwab Foundation Social Entrepreneur of the Year designation, and an OBE; the kind of external validation that makes a business case credible in front of conservative institutional and government audiences. His ApiJect work, backed by US Department of Defense and HHS funding for pandemic response infrastructure, demonstrates how the same innovation principles apply to supply chain resilience and emergency preparedness. Unlike most entrepreneurship narratives, his story has a documented endpoint: a 2015 WHO global policy mandate requiring auto-disable syringes across the therapeutic sector, 30 years after the K1 was first conceived. Biography highlights Inventor of the K1 auto-disable syringe: locks after a single use, licensed to 14 global manufacturers, credited with saving over 10 million lives OBE awarded 2006 for contribution to global healthcare The Economist Innovation Award for Social and Economic Innovation; Schwab Foundation Social Entrepreneur of the Year 2015, World Economic Forum network Ashoka Fellow 2017; honorary doctorates from the University of Sussex and Brighton University Founder of Star Syringe (1996) and The SafePoint Trust, the UK registered charity whose advocacy helped drive the 2015 WHO global injection safety mandate Speaker at TED, Google Zeitgeist, Intelligence Squared, and the World Economic Forum Biography The K1 syringe was engineered to be as cheap as the one it replaced, to run on the same factory tooling, and to lock after a single use. Marc Koska designed it that way deliberately, because he understood that a safer product priced as a premium would never reach the patients who needed it most. Koska founded Star Syringe in 1996 to license the technology, and The SafePoint Trust as a registered UK charity to run commercial and advocacy strategies in parallel. His 2008 India campaign, press conferences in 14 cities, television, radio, and cinema, reached 508 million people and led the Indian Health Ministry to mandate auto-disable syringes across government hospitals. The WHO followed with a global injection safety mandate in 2015. The Economist recognised his work with its Innovation Award for Social and Economic Innovation. The Schwab Foundation named him Social Entrepreneur of the Year in 2015, integrating him into the World Economic Forum network. An OBE for services to global healthcare, an Ashoka Fellowship, and honorary doctorates from the University of Sussex and Brighton University reflect the breadth of institutions that have validated his contribution. His TED talks and appearances at Google Zeitgeist have brought the commercial logic of his approach to audiences well beyond the health sector. His more recent work through ApiJect, a blow-fill-seal prefilled injector developed with US Department of Defense and HHS backing for pandemic response, applies the same principle to national supply chain resilience: remove the systemic barriers that allow an inferior standard to persist. For leadership teams thinking about scaling innovation through complex regulatory environments, his three-decade arc from design brief to global standard is among the most instructive available. Key speaking topics Scaling innovation from invention to global adoption Navigating policy, procurement, and regulatory barriers Social entrepreneurship and mission-driven commercial design Stakeholder mobilisation and behaviour change at scale Public health risk and injection safety Pandemic preparedness and supply chain resilience Ideal for Senior leadership teams and boards navigating innovation adoption in regulated or institutionally resistant industries CEOs and commercial directors seeking a case study in displacing entrenched incumbents with a commercially competitive alternative Public health, pharmaceutical, and medical device executives responsible for global supply chain and safety standards Conference audiences focused on social entrepreneurship, purpose-driven business, and systemic change Audience outcomes A framework for identifying where institutional inertia – rather than product quality – is blocking innovation adoption Practical understanding of how to design innovations for price parity and manufacturing compatibility from the outset Insight into how multi-stakeholder campaigns can translate public awareness into government policy change A case study in running commercial and advocacy strategies in parallel without mission drift A concrete example of what it takes to move a proven innovation from proof of concept to a WHO-mandated global standard

Why organisations work with Marc Descheemaecker He has done the thing that most change management speakers have only studied: turned around a nationally significant, politically exposed, heavily unionised institution, with verifiable numbers. That gives him a standing in board and C-suite conversations that credentialed academics cannot replicate. His SNCB experience surfaces a distinction most transformation programmes ignore: the difference between change in organisations that can move freely and change in organisations that cannot. Leaders in regulated industries, public bodies, and large state-influenced enterprises hear something they rarely get: a framework built for their actual constraints. Having chaired Brussels Airport during the 2016 terrorist attacks, he brings direct experience of leadership under acute operational crisis, not as a crisis consultant but as the person publicly accountable for the institution’s response and recovery. His simultaneous positions across a national railway, a national bus operator, Brussels Airport, the European Investment Bank, and the European Investment Fund gave him a view few practitioners hold: where European capital allocation meets national infrastructure governance, and where the two pull in opposite directions. Career that moved from McKinsey analysis through consumer goods and facilities services to four major European transport institutions gives him a genuine cross-sector perspective on operational transformation. He is not a transport specialist; he is a change practitioner who happened to work in transport. Biography highlights CEO, NMBS-SNCB (Belgian national railway), 2004–2013: grew passenger numbers by 60%, reduced workforce by approximately 20% Turned loss-making Belgian operations of Thalys and Eurostar into a profitable shareholding; oversaw the separation and partial sale of the SNCB freight division Chairman, Brussels Airport Company (BAC), 2013–2021 Chairman, De Lijn (Belgian national bus and tram operator), 2016–2022 Director, European Investment Bank (EIB), 2015–2022; Director, European Investment Fund (EIF), 2016–2022 Board member, Gimv NV (listed Belgian investment company) Postgraduate in European Economics, College of Europe, Bruges; Master in Business Economics (cum laude), UFSIA University Antwerp; career began at McKinsey Amsterdam Biography Belgium’s national railway was losing passengers and carrying a workforce structure it could no longer sustain when Marc Descheemaecker was appointed CEO in 2004. Over nine years, he reversed both. Ridership grew by 60%. The workforce reduced by almost 20%. Neither result was achieved by bypassing the constraints that define a state-owned enterprise. They were achieved by understanding them precisely, and leading within them. The SNCB work went beyond the headline numbers. The Belgian operations of Thalys and Eurostar were structurally loss-making; Descheemaecker restructured them into a profitable shareholding. The freight division, a separate challenge, was carved out as an independent entity and partly sold to a financial partner. These were not sequential projects. They ran concurrently, each requiring negotiation across government ministries, unions, and private capital. His subsequent board positions; Chairman of Brussels Airport Company, Chairman of De Lijn, Director at the European Investment Bank and the European Investment Fund extended that operational picture into institutional governance. Few practitioners have seen, from the inside, how capital decisions at European level translate into choices on the ground at a national transport authority. He has sat on both sides of the table. His academic formation; Master in Business Economics (cum laude) from UFSIA Antwerp, postgraduate in European Economics from the College of Europe in Bruges gave him the analytical base. The McKinsey apprenticeship sharpened it. The credential that resonates with senior audiences, however, is neither. It is a national railway, genuinely transformed. Key speaking topics Large-scale organisational transformation in politically constrained environments Change leadership in state-owned and regulated enterprises Workforce restructuring under political and union constraint Infrastructure governance and European investment strategy Operational crisis leadership Transport and mobility as a strategic policy challenge Board governance across public and private capital Ideal for CEOs and senior executives leading transformation in regulated industries, utilities, or public-sector adjacent organisations Boards and chairs of state-owned enterprises, infrastructure authorities, or large government-funded bodies CHROs and transformation leads navigating workforce restructuring in politically sensitive environments European policy, infrastructure, and public investment forums where governance and commercial strategy intersect Audience outcomes A clearer articulation of how change management in constrained organisations differs from private-sector transformation – and what that difference demands of leadership Concrete case material from the SNCB turnaround: what decisions were made, what levers were available, and what did not work A practical lens on managing multiple simultaneous stakeholder mandates (government, unions, commercial partners, and public) without losing operational momentum Insight into how European investment institutions think about national infrastructure; useful for leaders navigating public funding cycles and cross-border capital decisions Honest reflection on leading an institution through acute public crisis, and the communication and governance choices that followed

Why organisations work with Manfred Weber He sits at the centre of the institution that writes European law. As Chair of the EPP Group since 2014 and President of the EPP since 2022, he has been part of every major legislative bargain in Brussels for over a decade. He explains EU politics the way an operator does, not the way a commentator does. He has negotiated directives, including the EU Returns Directive on migration, and can talk about how a file actually moves through the Parliament, the Council, and the Commission. He gives boards a realistic read on European political risk: migration, the centre-right and far-right relationship, transatlantic tensions, Ukraine, and the EU’s competitiveness agenda. He is rare on the speaking circuit. Few sitting heads of a major European political family take corporate engagements; access to that vantage point is the offer. He speaks fluent German and English and is comfortable with senior international audiences in either language. Biography highlights President of the European People’s Party since 2022, re-elected for a second term in 2025. Chair of the EPP Group in the European Parliament since 2014, re-elected after the 2024 European elections for a fourth term. Member of the European Parliament for Bavaria since 2004, currently in his fifth parliamentary term. EPP Spitzenkandidat for President of the European Commission in 2019, nominated with 79 percent of the EPP congress vote. Vice-President of the CSU since 2015 and member of the CSU Party Presidency since 2009. Trained as a physical engineer at Munich University of Applied Sciences before entering politics, with prior experience running two companies. Biography The largest political family in Europe is the European People’s Party. Its group in the European Parliament holds more seats than any other, its national affiliates lead governments across the continent, and its members include the President of the European Commission. Manfred Weber leads both the party and the group, a combination of roles few politicians in Brussels have held simultaneously. He has been Chair of the EPP Group in the Parliament since 2014, when he became the youngest group leader in the institution’s history. He was re-elected after the 2024 European elections for his fourth term. In 2022 he was elected President of the EPP, succeeding Donald Tusk, and was re-elected for a second term in 2025. That arc gives him a continuous view of the legislative engine of the EU across more than a decade of crises: the eurozone, migration in 2015 and again now, Brexit, the pandemic, the war in Ukraine, the energy shock, and the competitiveness debate. Before Brussels he trained as a physical engineer at Munich University of Applied Sciences and ran two companies, then entered politics through the Junge Union and the CSU. He became the youngest member of the Bavarian State Parliament in 2002 at the age of 29, and was elected to the European Parliament two years later. He has represented Bavaria continuously since, sitting on the committees that shape constitutional affairs, civil liberties, and home affairs. He negotiated the EU Returns Directive, the first Home Affairs directive adopted under the ordinary legislative procedure. For a corporate audience, the relevant point is not the biography but the vantage point. He is in the room when European policy is decided, and he can explain to a board, in plain terms, what is changing in Brussels, where the political centre is moving, and what that means for the rules companies will be operating under for the next five years. Key speaking topics European political direction and the EU policy agenda EU competitiveness and the regulatory environment Migration policy and border security Transatlantic relations and the war in Ukraine The future of the EU after enlargement Centre-right politics in Europe and the rise of the far right Germany, the CSU, and Berlin’s role in the EU Ideal for CEOs, boards, and government affairs leaders setting Europe strategy Strategy and policy leaders at financial institutions, energy, defence, and industrial firms with material EU exposure Senior leadership teams at multinationals navigating EU regulation on AI, competition, sustainability, and trade Conference programmes and closed-door briefings on European political risk Audience outcomes A clearer read on where the EU is heading on competitiveness, migration, defence, and the green transition A sense of the political map across European capitals and how it constrains or enables the Commission’s agenda A realistic view of the centre-right and far-right dynamic and what it means for stability of EU policy An inside account of how legislation actually moves through Brussels, from someone who has done the deals Sharper questions to put to in-house government affairs and European strategy teams

Why organisations work with Lyndon Evans He ran one of the most complex engineering programmes in human history. The LHC took fourteen years, twenty member states and roughly nine billion Swiss francs to build, and it produced the 2012 Higgs boson discovery. The lessons translate. He has lived through the kind of public setback most leaders only theorise about. The 2008 quench accident delayed the LHC’s first physics run by more than a year; how he managed the recovery is the case study, not a slide. He is recognised by the engineering profession, not only the physics community. The IEEE Simon Ramo Medal was awarded for systems engineering leadership, which makes him unusually credible with senior technical and operations audiences. He carries the institutional credentials buyers test against: CBE, Fellow of the Royal Society, Fellow of the American Physical Society, Breakthrough Prize laureate. The credentials are useful because the underlying work is real. Biography highlights Project leader of the Large Hadron Collider at CERN, 1994 to 2008 Director of the Linear Collider Collaboration from 2012, coordinating ILC and CLIC programmes 2012 Special Fundamental Physics Prize (Breakthrough Prize) for leadership of the LHC CBE, 2001 New Year Honours Fellow of the Royal Society (2010), Fellow of the American Physical Society (1991), Fellow of the Learned Society of Wales IEEE Simon Ramo Medal (2014) for systems engineering leadership of the LHC Biography The Large Hadron Collider was approved in 1994 and produced its first proton collisions in 2010. The fourteen-year gap is the story. Twenty member states, several thousand physicists and engineers, more than a hundred countries contributing components, and a budget of roughly nine billion Swiss francs had to be held together through funding rounds, design changes and a 2008 magnet quench that delayed the first physics run by more than a year. Lyndon Evans was the project leader who held it. That kind of work earns a different category of recognition. The 2012 Special Fundamental Physics Prize cited his leadership role in the discovery of the Higgs boson. The IEEE Simon Ramo Medal, awarded two years later, cited his systems engineering leadership specifically. He is a Fellow of the Royal Society, a Fellow of the American Physical Society and was appointed CBE in 2001. Since 2012 Evans has directed the Linear Collider Collaboration, the international body coordinating the next generation of particle colliders. The programmes he is now shaping, the International Linear Collider and the Compact Linear Collider, operate on similar timescales and similar coalitions to the LHC. The institutional questions are the same: how to keep a long-horizon scientific commitment alive through political cycles shorter than its delivery window. For corporate audiences the material is not particle physics. It is the management of complexity at a scale most organisations will not encounter, presented by someone who did the job rather than studied it. A Welsh chemist who switched to physics because he found it easier, Evans speaks plainly about coalitions, recovery from public failure, and the discipline of running programmes whose value will not be visible for a generation. Key speaking topics Leadership of large complex programmes Project recovery after public failure International scientific collaboration Engineering at the edge of feasibility Long-horizon delivery under political cycles Science, discovery and public trust Ideal for Boards and executive teams sponsoring multi-year capital or infrastructure programmes Chief operating officers and programme directors running cross-border delivery at scale Engineering and technology leadership audiences in regulated or research-intensive sectors Conferences on innovation, science and the long view of strategic investment Audience outcomes A working sense of what it takes to hold a long-horizon programme together when funding, politics and engineering all move on shorter cycles A specific account of how the LHC team handled the 2008 quench and what credibility recovery actually involved Language for talking about systems engineering and coalition management that translates from physics to business A grounded view of how scientific discovery is produced, useful for leaders sponsoring R&D, deep tech or moonshot programmes