Storytelling & Business Communication speakers
Speakers who use narrative to make complex ideas land with clarity, emotion and lasting commercial impact
Speakers Associates represents 447 speakers on Storytelling & Business Communication, including Arnt Eriksen, Mark Stevenson, Purna Virji, Lucy Bullivant, Jennifer Willey, Lauren Ducrey, Shela Gobertina von Trapp, Neelu Kaur, James Haskell and Shil Shanghavi.
Corporate events live or die on the room in the first five minutes. A clumsy host flattens the agenda, drains the energy from the awards, and turns a senior audience into a polite one. The fix is a presenter who can carry a room of executives without making the brief about himself.
Senior leaders need stages that hold attention without flattening complexity. The wrong host turns a strategy day into a script reading; the right one extracts something useful from each speaker and keeps a room of executives genuinely engaged. Internal communications teams know the difference and rarely have a confident shortlist of broadcasters who can do both.
Inclusion programmes are under pressure. Boards want to keep their commitments to LGBTQ employees, particularly trans and non-binary staff, without political theatre or legal exposure. The hard part is moving past awareness slides into managers actually behaving differently when a colleague comes out, a customer complains, or a policy is challenged.
Boards are being asked to read a world that no longer behaves predictably. China, the Gulf, Russia, US polarisation and a fragmenting information environment all touch the same risk register, and most executive teams have no in-house voice that can hold those threads together credibly in a room. The harder problem is the conversation itself: getting senior people, regulators, ministers and dissenters to say something true and useful on the record.
Mainstream brands spent a decade trying to manufacture community and lost ground to people who already had one. The shift from broadcast to participation has rewritten the rules of audience ownership, and most large organisations are still treating it as a content problem rather than a commercial one. The question now is how to build a direct relationship with the people you used to reach through intermediaries, and how to do it without losing the authenticity that made the channel work in the first place.
Organisations invest heavily in what they communicate – the argument, the offer, the framing – and almost nothing in the conditions that determine whether it lands. The decision is often made before the message arrives. Most commercial and leadership teams have no systematic approach to the moments that precede persuasion, which means even well-constructed communication is routinely working against itself.
Most organisations talk about neurodiversity in policy documents and stop there. The people actually living it, late-diagnosed, often senior, often successful in spite of their wiring rather than because of it, get little useful guidance, and their teams get less. Curiosity, attention and difference are treated as HR categories rather than as the raw material of how good work actually happens.
Senior leadership forums, town halls and industry conferences live or die on the person holding the microphone. A weak host turns a sharp panel into a polite Q and A, lets executives drift into talking points, and leaves the audience disengaged before lunch. Boards investing in flagship events need a chair who can interview a CEO with the same confidence as a finance minister, switch between French and English, and keep a complex agenda moving without losing the room.
Senior leaders are asked to hold composure, persuade boards, and protect relationships through restructures, contested decisions, and difficult conversations. Most are technically strong but communicate from habit, not intent, and the cost shows up in lost trust, stalled deals, and disengaged teams. The gap between what a leader says and what their team actually hears is rarely diagnosed before it becomes a retention or revenue problem.
Most organisations watch the same trend reports as their competitors and reach the same conclusions. The signals that actually move markets sit one layer deeper, in the cultural shifts and behavioural changes that have not yet been named. The cost of missing them is not a bad quarter, it is a flat decade.
Many organisations believe they take wellbeing seriously. The gap between policy and culture tells a different story. In professions where expertise is the product, burnout is not a personal failing – it is the result of systems built without regard for the people running them. Neurodivergent professionals, meanwhile, often reach senior roles having succeeded despite their environment, not because of it.
Boards and executive committees increasingly stage their highest-stakes conversations in public: investor days, COP delegations, Davos panels, regulator-facing summits. The risk is the same in every case. A weak chair lets the conversation drift, lets the senior figure on stage off the hook, and leaves the audience with no usable signal on policy, capital or strategy.