Team Leadership

Why organisations work with Christophe Fox Headline entertainment that doubles as a content vehicle. The mentalism set is built for a corporate room, with company branding, brief framing and a takeaway message that ties back to the event theme. Emcee craft for high-stakes internal events. Fox holds the room across a multi-session agenda, manages energy between speakers and reduces the load on internal hosts at sales kickoffs, anniversaries and client gatherings. A motivational keynote anchored in a personal arc. “Performing Under Pressure” uses Fox’s stage-fright-to-stage transformation as the spine, paired with live demonstrations rather than slides. A reception product, not just a stage product. Mix-and-mingle mentalism gives organisations a way to make networking sessions and hospitality moments deliberately memorable rather than incidental. A client list that signals corporate-grade reliability. Deloitte, JP Morgan, Boston Scientific, Wells Fargo and Amazon have all booked Fox, alongside named work for PBS and the Jordan Royal Family. Biography highlights Corporate clients include Deloitte, JP Morgan, Boston Scientific, Wells Fargo and Amazon. Television appearances on CBS, ABC, Fox and MSNBC, plus a TEDx appearance. Featured in Modern Luxury Magazine and Yahoo News. Social audience of more than one million followers and over 100 million views of his work. Performs in English and French. Named client testimonial from Princess Ghida Talal of the Jordanian Royal Family. Biography Most corporate events are built around content the audience will forget. The harder design problem is the moment in the room that people retell on Monday morning, and that still carries the message leadership wanted to land. Christophe Fox builds that moment as a product. Fox is a corporate mentalist and emcee who works almost exclusively in the Fortune-100 event circuit. His headline set uses mind reading, suggestion and audience participation to put the audience inside the demonstration rather than in front of it. The same craft scales down to mix-and-mingle receptions and up to multi-session emcee work across sales kickoffs, anniversaries, product launches and client appreciation events. His keynote, “Performing Under Pressure,” runs a different lane. The content draws on his own transition from paralysing stage fright to full-time performer for clients including Deloitte, JP Morgan, Boston Scientific, Wells Fargo and Amazon. Mentalism demonstrations carry the message rather than slide decks, which is why the talk lands with audiences that have sat through a long agenda of conventional speakers. The body of public work sits on television (CBS, ABC, Fox, MSNBC), a TEDx appearance, features in Modern Luxury Magazine and Yahoo News, and a social audience above one million followers with 100 million plus views. For a senior buyer, the relevant signal is reliability at scale: a performer who can hold the room at a Fortune-100 sales kickoff, brand the set to the event, and leave the audience with a shared moment that reinforces, rather than competes with, the leadership message. Key speaking topics Corporate mentalism and interactive entertainment Event emcee and hosting Mix-and-mingle reception performance Performing under pressure Mindset and overcoming stage fright Customer experience as a designed moment Audience engagement at large internal events Ideal for Heads of internal communications and event leads planning sales kickoffs, all-hands, anniversaries and client appreciation events. Chief marketing officers and brand teams designing customer events, product launches and hospitality experiences. Conference organisers booking an emcee who can hold a multi-session agenda and absorb load from internal hosts. Audience outcomes A shared, retold moment from the event that ties back to the message leadership wanted to land. Higher energy and attention through the second half of the agenda when audiences typically fade. A reception or networking session that feels deliberate and branded, not incidental. For keynote bookings: a personal narrative about composure and stage fright that audiences relate to without it feeling like a lecture.

Why organisations work with Nicky Moffat Direct experience of leading 4,500 officers and soldiers at the Army Personnel Centre, giving her a practical authority on leadership at scale that few civilian speakers can match. A working definition of inclusive leadership built inside an institution where she was, for years, the only woman in the room at her level. Not a theoretical position. A track record of supporting ministerial decision-making during live operations in Iraq, Afghanistan and Sierra Leone, which translates into credibility with senior leaders facing high-stakes calls under public scrutiny. Story-led delivery grounded in named events and decisions, so the leadership argument lands as a worked example rather than a model on a slide. Biography highlights Brigadier, British Army, 2009 to 2012; highest-ranking woman in the service during that period. Appointed CBE in the 2012 New Year Honours. Former military Private Secretary to the Secretary of State for Defence, Geoff Hoon. Named among BBC’s 100 Women in 2014. Primary instructor on BBC’s Secret Agent Selection: WW2 (2018), released on Netflix as Churchill’s Secret Agents: The New Recruits. Founder of What Good Leadership Looks Like, working with organisations in financial services, energy, law, healthcare, construction, transport and media. Biography Leading 4,500 people through continuous restructure tests every assumption a leader has about authority, communication and the limits of their own composure. Nicky Moffat did exactly that as the most senior woman the British Army had, running the Army Personnel Centre and serving as Brigadier from 2009 to 2012. Her career before that was unusual in its proximity to live decisions. As military Private Secretary to the Secretary of State for Defence, she was in the room as ministers made calls on operations in Iraq, Afghanistan and Sierra Leone, and during the UK’s Foot and Mouth response. That work shaped a view of leadership as something that has to function under public scrutiny, not in a workshop. She was appointed CBE in 2012. Since leaving the Army she has built What Good Leadership Looks Like, a practice that works with senior teams in financial services, energy, law, healthcare, construction, transport and media. The work centres on a question most large organisations now have to answer: how do you keep a workforce engaged and performing through restructure after restructure? She approaches inclusion as part of the answer rather than a parallel conversation, having spent much of her own career as the only woman of her rank in the room. She was named among BBC’s 100 Women in 2014 and was the primary instructor on the BBC series Secret Agent Selection: WW2, broadcast in 2018 and released internationally on Netflix as Churchill’s Secret Agents: The New Recruits. Key speaking topics Inclusive leadership Leading through transformational change Building leadership culture at scale High-performing teams Career transition and self-leadership Women in senior leadership Ideal for CEOs and executive committees holding the line through restructure CHROs and people directors rebuilding leadership benches Senior women’s networks and emerging leader programmes Boards and partnerships in financial services, energy, law, healthcare, construction, transport and media Audience outcomes A sharper read on what inclusive leadership actually requires of senior leaders, beyond statements of intent Specific behaviours to keep teams engaged through repeated structural change A reference point for leading at scale drawn from inside one of the UK’s largest hierarchical institutions Practical language for the harder parts of senior leadership, including being the only one of your kind in the room

Why organisations work with Simon Hartley Nearly three decades inside elite sport, including Premier League football, the English Institute of Sport, Olympic teams and the Fijian rugby 7s programme, give him a working library of what world-class actually looks like in practice. He treats mindset and culture as engineered outcomes, not motivational ideas, with a published body of work (twelve books including Peak Performance Every Time and Stronger Together) that gives buyers a concrete intellectual product to point at. His client list crosses sectors that rarely share a stage, from Adidas, GE, Siemens, Sky, NatWest and The North Face to Bayer Leverkusen, FC Bayern Munich and Team GB, which makes the translation from sport to business credible rather than asserted. Founder of Be World Class and co-founder of Success Engineers, he runs a long-form consulting practice alongside the keynote work, so what audiences hear has been tested with the same leadership teams he later embeds with. Biography highlights Founder of Be World Class (2008) and co-founder of Success Engineers (2017). Former Consultant Sports Psychologist, English Institute of Sport; former Head of Sport Science, Sunderland AFC. Author of twelve books on performance, character, teams and hiring, including Peak Performance Every Time, Stronger Together and How to Develop Character. Worked with Olympic teams, Premier League clubs, Bundesliga sides (including Bayer Leverkusen and FC Bayern Munich), the Fijian rugby 7s programme, and Formula One. Corporate clients include Adidas, GE, Siemens, Sky, NatWest and The North Face. Featured in Personnel Today, Management Today, The Times and Bundesliga Weekly; on-screen consultant for the Fiji Time documentary series. Biography Elite sport offers a controlled study in performance. The conditions are public, the consequences are immediate, and the gap between teams that win consistently and teams that almost win is usually invisible to outsiders. Simon Hartley has spent close to thirty years inside that gap. He held senior roles at the English Institute of Sport and Sunderland AFC, worked across Premier League football, the Bundesliga, Olympic programmes and Formula One, and was part of the support team behind the Fijian rugby 7s side that became one of the most-watched sporting stories of recent years. In 2008 he founded Be World Class to apply what he had learned in those environments to organisations outside sport. The premise is straightforward. World-class performance is not a personality trait or a slogan. It is a set of habits, behaviours and cultural conditions that can be identified, taught and reinforced. His work for Adidas, GE, Siemens, Sky, NatWest, The North Face and others tests that premise against the practical questions senior leaders actually ask, about teams, hiring, character, and decision-making under load. Across twelve books, including Peak Performance Every Time, Stronger Together, How to Develop Character and Hire Great People, he has built a body of work that takes the language of elite sport and translates it into something a board or an executive committee can use. The books are short, deliberately, because they are written to be read by people who already have a day job. He has been featured in Personnel Today, Management Today, The Times and Bundesliga Weekly, and is a regular on-screen contributor to sports documentary work. The throughline in his speaking is a refusal to treat mindset as a soft topic. Resilience, character, team chemistry and culture are presented as variables that leaders can shape with the same discipline they apply to revenue and operations. That framing is why his audiences tend to leave with a checklist, not a feeling. Key speaking topics World-class team performance Winning mindset and mental toughness Resilience and performance under pressure Values-driven culture and leadership Hiring for character Sustaining high performance in volatile conditions Ideal for Senior leadership teams and executive committees aiming to lift their performance ceiling, not their average CHROs and people leaders responsible for team performance, culture and hiring practice Sales and commercial leadership teams operating in high-pressure markets Conference audiences of senior leaders looking for substance behind the language of resilience and high performance Audience outcomes A clear distinction between good, great and world-class as operating standards, and what separates them in practice A working understanding of the behaviours and conditions that build resilient, high-performing teams Specific reference points from elite sport that translate to commercial settings, not analogies for their own sake A view of culture and mindset as engineered outcomes that leaders can influence directly Language and frameworks senior teams can take back into their own performance conversations

Why organisations work with Ross Reekie He brings primary research material that most engagement speakers do not have: the Fun Jobs Project is a multi-year field experiment in which he personally took on roles from ski instructor to stand-up comedian to test where meaning actually originates at work. He treats meaning as a performance variable, not a wellbeing variable. The argument lands with operating leaders who have stopped believing engagement programmes pay back. His academic base is serious. An Engineering degree from Edinburgh, an MBA and a Master’s in Sustainable Leadership from MGSM Sydney, and PhD-track research at Macquarie give him a credible research spine to sit alongside the field work. He is built for interactive formats. His keynote uses live experiments, props and audience participation rather than slide narration, which suits internal leadership offsites and culture-launch events. He has tested the same content across two continents and across sectors, with named conference platforms including TEDxMonashUniversity, TEDxGlasgowCaledonianUniversity, and the Urban Future Global Conference. Biography highlights Founder of Rise Consulting, Sydney, working with leadership teams on meaningful work and workplace culture. TEDx speaker at TEDxMonashUniversity (2019) and TEDxGlasgowCaledonianUniversity (2019). Creator of the Fun Jobs Project, a live research experiment into the sources of meaning at work. Host of The Meaning of Work podcast, with hundreds of interviews from interns to chief executives. MBA and Master’s in Sustainable Leadership from MGSM Sydney; Engineering degree from the University of Edinburgh; Master’s in Research underway at Macquarie University. Twenty years of consulting work with leadership teams across Europe, Asia, the Middle East, and Australia. Biography Most organisations have stopped believing their own engagement data. Scores hold steady, but discretionary effort drains away, and the standard interventions of values workshops, recognition platforms and mission refreshes no longer change behaviour. The interesting question is no longer whether people are engaged. It is what they are committing to, and why. Ross Reekie has spent two decades inside that question. He founded Rise Consulting in Sydney to work with leadership teams on meaningful work and workplace culture, building on twenty years of consulting across Europe, Asia, the Middle East, and Australia. His academic base sits alongside the practice: an Engineering degree from the University of Edinburgh, an MBA and a Master’s in Sustainable Leadership from MGSM Sydney, and Master’s research at Macquarie University on what makes work matter. The Fun Jobs Project is what sets the work apart. After burning out as the meaningful-work expert who had lost meaning in his own work, Reekie ran a live experiment on himself, taking roles from ski instructor to stand-up comedian to opera extra to test where engagement actually comes from. The output is a model of meaning that starts with a playful, exploratory mindset rather than with mission statements, and that treats curiosity and connection as performance inputs. He brings the same material to TEDx stages at Monash and Glasgow Caledonian, to the Urban Future Global Conference, and to private leadership rooms. His keynote runs as a live, interactive session rather than a talk, with props and audience experiments built in. For a senior people or transformation leader trying to revive a tired culture, he gives them a research-grounded argument they can hand to an operating board. Key speaking topics Meaningful work and workplace culture Employee engagement and the social contract of work Purpose and authenticity in leadership Burnout and recovery in senior teams Belonging and team connection Fear as a performance blocker Playful curiosity as a leadership capability Ideal for CHROs and chief people officers rebuilding engagement after a period of flat scores or fatigued change programmes Heads of culture and internal communications launching or refreshing a purpose narrative Leadership teams and executive offsites looking for a working session rather than a talk Conference organisers in the future-of-work, employee experience, and urban or civic-leadership space Audience outcomes A research-grounded view of why meaning at work is a performance question, not a wellbeing question A clear distinction between engagement programmes that move behaviour and those that do not Specific language for the mindset shifts that produce more discretionary commitment at work Practical prompts for leaders to test on their own teams before changing anything organisation-wide A felt experience of a working session, not a lecture, that participants can replicate in their own offsites

Why organisations work with Mike Robbins He treats appreciation, vulnerability, and psychological safety as operational levers, not soft values, and gives leaders a vocabulary their teams can act on the next morning. He has spent twenty years inside the cultures of Google, Microsoft, Wells Fargo, eBay, Gap, Schwab, Airbnb, the NBA, and Pixar. The frame is tested against how high-stakes teams actually behave. His book Bring Your Whole Self to Work and the related TEDxBerkeley talk gave senior leaders a usable language for authenticity that does not collapse into oversharing or performance. He holds the Certified Speaking Professional designation from the National Speakers Association, the top earned credential in his profession, and is one of fewer than ten percent of speakers worldwide to hold it. His perspective sits on an unusual seam: elite-level baseball at Stanford and in the Kansas City Royals system, then two decades of cultural work with serious operating companies. The room recognises the standard he is calling for. Biography highlights Author of five books published by Hay House, including Bring Your Whole Self to Work and We’re All in This Together, translated into fifteen languages. Speaker at TEDxBerkeley, with three TEDx talks that have reached close to 2.3 million views. Featured in the New York Times, on ABC News, and in Harvard Business Review; hosts the weekly We’re All in This Together podcast. Stanford graduate (American Studies, specialisation in race and ethnicity); pitched for Stanford in the College World Series. Drafted by the New York Yankees out of high school; played three professional seasons in the Kansas City Royals minor league system. Certified Speaking Professional (CSP), National Speakers Association. Biography Most teams underperform their talent. Not because the people are wrong, but because the cultural conditions around them, trust, candour, appreciation, the willingness to be honest under pressure, are weaker than the work demands. That gap is the territory Mike Robbins has worked in for twenty-five years, across more than 2,000 programmes in 17 countries. His five books, published by Hay House and translated into fifteen languages, build a coherent argument about how authenticity and appreciation operate as performance variables inside teams. Bring Your Whole Self to Work and We’re All in This Together are the most cited. Both have moved from leadership reading lists into the working language that companies like Google, Microsoft, Wells Fargo, Airbnb, the NBA, and Pixar use to describe their own culture work. The intellectual frame is sharpened by an unusual background. Robbins pitched for Stanford in the College World Series and spent three seasons in the Kansas City Royals minor league system before injuries ended his playing career. He understands what high-performance teams demand of the people inside them, and he understands what fails. That perspective sits alongside a Stanford degree in American Studies with a specialisation in race and ethnicity, and the Certified Speaking Professional designation from the National Speakers Association. His TEDxBerkeley talk on bringing your whole self to work has reached audiences far beyond corporate stages, and his Forbes column extends the same argument into how leaders practise appreciation, navigate change, and create psychological safety without slipping into performance. The throughline is consistent: culture is not climate, it is capability, and the leaders who treat it that way get more from their people. Key speaking topics Team culture and psychological safety Authenticity and vulnerability at work Appreciation as a performance practice Emotional intelligence for leaders Belonging and inclusion inside teams Leading through change and uncertainty Trust and high-performing teams Human connection in an AI-accelerating workplace Ideal for CHROs and chief people officers rebuilding engagement and team culture after restructure or hybrid transition Senior leadership teams who want a shared language for trust, candour, and appreciation Heads of talent and learning designing culture and leadership development programmes Sales, R&D, and operating leaders responsible for the performance of large, distributed teams Audience outcomes A practical model for psychological safety that leaders can apply inside their own teams the same week Specific behaviours that turn appreciation from a soft idea into a measurable team practice A clear distinction between authenticity that builds trust and disclosure that erodes it Tools for engaging conflict directly rather than routing around it A shared team vocabulary for the cultural conditions that high performance actually depends on

Why organisations work with David Marquet The framework comes from an operational turnaround inside a high-consequence command environment. The crew of a nuclear submarine cannot afford the kind of leadership failure a corporate team can absorb, and the system Marquet built was tested against that standard. Intent-Based Leadership replaces the request for permission with a statement of intent, which is a specific behavioural change a leadership team can implement on Monday morning. It is a working method, not a philosophy. “Turn the Ship Around!” became a reference text inside US Navy submarine command, technology firms, manufacturers and healthcare systems. Adoption across that range of industries is rare for a leadership book. “Leadership is Language” gives senior leaders specific verbal moves to dismantle the industrial-age meeting culture that still produces compliant teams and over-burdened decision-makers. Stephen R. Covey studied Santa Fe directly and called it the most empowering organisation he had encountered. The endorsement carries weight because Covey rarely attached his name to operational case studies of this kind. Biography highlights Commanded USS Santa Fe (SSN-763) from 1999 to 2001, taking it from the lowest-rated submarine in the fleet to the highest in retention and operational evaluations. 1981 graduate of the US Naval Academy, top of class; 28 years of service in the US submarine force. Author of “Turn the Ship Around!” (Penguin Portfolio, 2013), foreword by Stephen R. Covey, called by Fortune “the best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” Author of “Leadership is Language” (Penguin Portfolio, 2020), setting out six leadership plays for dismantling industrial-age meeting culture. Founder of Intent-Based Leadership International, the consulting firm operationalising the framework inside corporate, healthcare and government organisations. Named to Inc. Magazine’s Top 100 Leadership Speakers. Biography The USS Santa Fe was the lowest-rated nuclear submarine in the US fleet when David Marquet took command in 1999. Within two years it had the highest retention and operational evaluations in the force. Over the following decade, a disproportionate number of its officers were selected for submarine command of their own. The shift began with a single moment. Marquet gave an order that could not be executed on his class of submarine, and the watch officer relayed it anyway. When asked why, the answer was: because you told me to. Marquet stopped giving orders. He built a system in which crew members stated intent (“I intend to surface the boat at 0300”) and the officer’s job was to certify competence and clarity, not to authorise the decision. He calls this Intent-Based Leadership. It is now used inside manufacturers, healthcare systems, technology companies, professional sports teams and government agencies that face the same structural problem: decision-makers too far from the information, and a workforce trained to wait for instruction. Stephen R. Covey spent time aboard Santa Fe and wrote about it in “The 8th Habit”, calling it the most empowering organisation he had observed. His second book, “Leadership is Language”, extends the framework into the meeting room. Marquet argues that industrial-age verbal habits (“Does anyone have any concerns?”, “Sounds good to me”) manufacture compliance and silence dissent at the moment leaders need it most. The six plays in the book give senior teams specific replacement language, tested in environments where the cost of an unchallenged bad decision is operational rather than theoretical. Key speaking topics Intent-Based Leadership Distributed decision-making in high-consequence environments Leadership language and meeting design Psychological safety and high-reliability teams Cultural transformation in command-and-control organisations Leader development and succession at scale Ideal for CEOs and senior operating leaders rebuilding decision rights after a period of centralisation COOs and operations leaders in regulated or high-consequence industries (energy, healthcare, defence, manufacturing) CHROs and chief learning officers designing leadership development programmes that change behaviour, not vocabulary Boards and executive teams reviewing why their organisation is slow to act on information the workforce already has Audience outcomes A working language for replacing requests for permission with statements of intent, usable inside the next leadership meeting. A diagnostic for where in the organisation control, competence and clarity are out of balance. The six plays from “Leadership is Language” as a structured alternative to industrial-age meeting habits. A clearer view of which decisions a senior leader should still own, and which have been hoarded by default. Evidence, drawn from a documented operational turnaround, that distributed authority improves performance under pressure rather than weakening it.

Why organisations work with Devon Harris He has lived the exact scenario most leadership talks only describe. Competing at three Olympics after a crash, rebuilds, and a decade of comebacks is not a story, it is a working model for how teams recover from public failure. His credibility carries two rare sources at once: Royal Military Academy Sandhurst and three Olympic Games. Few speakers can frame resilience from both an officer’s training and an athlete’s start line. His Keep On Pushing Foundation, founded 2006, gives the keynote a real institutional spine. Audiences hear from someone who built something durable outside the sport, not a retired athlete trading on a moment. He is a practised corporate keynote with long-standing Fortune 500 clients across pharma, tech, logistics and industrials. Buyers get a speaker who knows how to land a message in a sales kickoff or a leadership offsite, not a sports story recycled on stage. The Jamaican bobsled story is globally recognised shorthand for underdog execution. He uses it as a working case study in team formation under scrutiny, not as a nostalgia piece. Biography highlights Three-time Winter Olympian: Calgary 1988, Albertville 1992, Nagano 1998. Founding member of the Jamaica national bobsled team; captain in 1992 and 1998. Graduate of the Royal Military Academy Sandhurst; retired as a Captain in the Jamaica Defence Force. Named WOA Olympian for Life at PyeongChang 2018 by the World Olympians Association. Founder, Keep On Pushing Foundation, a US 501(c)(3) supporting education in disadvantaged communities. Author of «Keep On Pushing: Hot Lessons from Cool Runnings» and the children’s book «Yes, I Can! The Story of the Jamaican Bobsled Team.» Biography The 1988 Jamaican bobsled team crashed on Olympic ice in Calgary with the world watching. Devon Harris was in that sled. Four years later he was back, as captain. Four after that, he was on the ice again. The story that became Cool Runnings is the entry point, but the working material is what happened between the Games. Before the sled, there was Sandhurst. Harris graduated from the Royal Military Academy and took a Queen’s Commission in 1985, serving as an officer in the Jamaica Defence Force until he retired as a Captain. That dual formation, British military training layered on a childhood in Kingston’s Olympic Gardens, is where his view of composure under pressure comes from. It is also why his framing of team performance feels closer to an officer’s debrief than an athlete’s highlight reel. In 2006 he founded the Keep On Pushing Foundation, which funds education for children in disadvantaged communities and started by backing a breakfast program at his own primary school in Kingston. The World Olympians Association named him an Olympian for Life at PyeongChang 2018 for his work beyond sport. He has written two books, including a motivational volume that draws on the Sandhurst-to-Olympics arc and a children’s book on the bobsled story. He now works primarily with leadership and commercial teams at Fortune 500 organisations across pharma, technology, logistics, and industrial sectors. The argument he brings into those rooms is operational. Performance is not a mindset to adopt, it is a set of habits rehearsed under pressure, and the teams that keep pushing when the plan breaks are the ones that built those habits before the crash. Key speaking topics Resilience and performance under pressure Team leadership in high-scrutiny environments Composure and decision-making in volatility Sustained execution after public failure Goal-setting and long-cycle performance Diversity and inclusion in team formation Personal accountability in commercial teams Ideal for Senior leadership teams navigating extended periods of pressure, change, or public setback Sales kickoffs and commercial teams at the start of demanding quarters or transformations Board and executive offsites focused on team composure, resilience, and sustained performance Large culture and engagement events where a credible keynote anchor is required Audience outcomes A working vocabulary for talking about resilience as rehearsed behaviour, not individual grit Specific techniques Harris uses to reset composure after setbacks, drawn from Olympic and military practice A frame for how high-performing teams form quickly under scrutiny and keep performing after failure A renewed sense of personal accountability for the habits that compound into sustained performance

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

Why organisations work with Joe Mull He has a named, defensible framework, Employalty, that reduces engagement to three operating levers (Ideal Job, Meaningful Work, Great Boss) and links each to retention, reputation and revenue. He brings the credibility of running learning and development inside a major US healthcare employer, UPMC Physician Services, so the content lands with operators rather than HR theorists. He is one of fewer than 300 living speakers inducted into the Professional Speakers Hall of Fame, a body of work recognised by his peers in 2025. Publishers Weekly named Employalty a top business book of the year, which gives the keynote an evidence base buyers can quote back to their executive team. He owns the manager-as-multiplier argument with specific, repeatable behaviours, not generic “be a better boss” framing, which is what a CHRO actually needs to commission a change programme around. Biography highlights 2025 inductee, Professional Speakers Hall of Fame (CPAE), National Speakers Association. Certified Speaking Professional (CSP), NSA. Author of Employalty, named a top business book of the year by Publishers Weekly. Author of No More Team Drama and Cure for the Common Leader. Former Head of Learning and Development, Physician Services, University of Pittsburgh Medical Center (UPMC). Host of Boss Better Now, ranked among the top management podcasts globally. Named to Global Gurus’ Top 30 Management Speakers list in 2026. Contributor to and featured in The Wall Street Journal, Forbes, Fortune, and Harvard Business Review. Biography Engagement scores are a lagging measure of something more basic: whether people have a reason to commit. After three years of forced redesign, employees are choosier, quieter and more willing to walk, and the manager layer is where most organisations lose them. That is the territory Joe Mull works in. His Employalty framework, set out in the book Publishers Weekly named a top business book of the year, names three conditions that decide whether an employee commits or coasts: an Ideal Job, Meaningful Work, and a Great Boss. The argument is operational. Each lever maps to a manager behaviour, and each manager behaviour maps to retention, reputation and revenue. Before he was a keynote speaker, Mull ran learning and development for Physician Services at UPMC, one of the largest physician groups in the United States. That history matters. The content was built inside a healthcare employer under real workforce pressure, not derived from survey data, which is why operators tend to leave his sessions with specific things to change on Monday. In 2025 he was inducted into the Professional Speakers Hall of Fame, a recognition fewer than 1% of professional speakers receive. His podcast Boss Better Now sits among the most-listened-to management shows, and his commentary appears in the Wall Street Journal, Forbes, Fortune and Harvard Business Review. The through-line across all of it is the same wager: that the quality of bosses, not the quality of perks, decides whether a workforce stays. Key speaking topics Employee commitment and retention The manager-employee relationship as a business lever Workplace culture in the post-pandemic labour market Team dynamics and workplace conflict Leadership development for frontline and mid-level managers Workforce trends and the changing social contract of work Ideal for CHROs and senior HR leaders rebuilding retention and engagement strategy Heads of learning and development designing manager capability programmes Healthcare, hospitality, professional services and other high-turnover sectors CEO and executive offsites where culture and people strategy are on the agenda Audience outcomes A shared language for what actually drives commitment at work, anchored in the Employalty framework A clear read on where the manager layer is creating or destroying retention Specific behaviours managers can adopt to lift discretionary effort A sharper view of the trade-offs between engagement spend and manager capability investment Practical tools for addressing team drama, gossip and the conflict patterns that drain culture

Why organisations work with Sam Quek A first-hand account of how a team becomes the first British women’s hockey side to win Olympic gold, told from inside the defensive line that held the Netherlands in a penalty shootout final. Credibility on composure under pressure that comes from two careers, 125 international caps and a live broadcasting schedule across the BBC, Channel 5, and TNT Sports. A perspective on team culture shaped by a squad that won European gold, captained England with two broken ribs, and converted four years of preparation into a single result. Hosting and moderation experience suited to awards nights, conference panels, and high-profile event presentation, including the Eurovision 2023 opening ceremony. Biography highlights Olympic gold medallist, Rio 2016, women’s hockey, Great Britain. MBE, 2017 New Year Honours, for services to hockey. 125 international caps for England and Great Britain; captained England at the 2014 Champions Trophy. First permanent female team captain on BBC One’s A Question of Sport, alongside Ugo Monye. Co-host of BBC One’s Morning Live with Gethin Jones; co-anchor of BBC’s Olympic Breakfast for Tokyo 2020. Author of Hope and a Hockey Stick (2018) and Roar: A Celebration of Great Sporting Women (Allen and Unwin, 2024). Biography The British women’s hockey team had never won an Olympic gold medal until August 2016. They beat the Netherlands, the reigning world and Olympic champions, on penalties after a 3-3 draw in Rio. Quek played in the defensive line that kept the score close enough for the shootout to matter. Her playing career produced 125 international caps, a European Championship gold in 2015, and a stretch captaining England through the 2014 Champions Trophy with two broken ribs that she did not know she had until the tournament ended. The MBE followed in the 2017 New Year Honours. The second career began almost immediately. By 2021 she was the first permanent female team captain on A Question of Sport. In 2022 she joined Morning Live as co-host. The broadcasting roster now spans NFL on Channel 5, hockey on TNT Sports, football on Channel 4 and LFC TV, and a stint on BBC Radio 5 Live’s 606. She co-anchored BBC’s Olympic Breakfast for Tokyo and co-hosted the Eurovision 2023 opening ceremony. For corporate audiences, that combination provides something unusual. The Olympic experience is direct evidence of what high-performing teams do under terminal pressure. The broadcasting career adds the discipline of live performance, daily, without the option of a second take. Both feed the same material when she works with organisations on resilience, team culture, and composure when the stakes are visible. Key speaking topics Resilience and performance under pressure Team culture in high-stakes environments Olympic preparation and the four-year cycle Women in elite sport and broadcasting Career transition from athlete to broadcaster Self-leadership and composure Event hosting and panel moderation Ideal for Conference and awards hosting briefs requiring a recognised broadcaster. Sales kick-offs and all-hands events focused on team performance and resilience. Leadership programmes addressing composure and high-pressure decision-making. Diversity and women in leadership audiences seeking a senior sporting voice. Audience outcomes A specific account of what a winning team does in the hours and minutes before a terminal moment. A working sense of how composure is built before it is needed. Language for talking about team culture grounded in elite sport rather than business abstraction. Energy and credibility from a speaker comfortable in front of large rooms and television cameras.

Why organisations work with Eric Termuende He gives leadership teams a working language for incremental change. The “one-degree shift” framework reframes culture work as a sequence of small, low-resistance moves teams can actually make, instead of a programme to be launched. His research base is original. Rethink Work and the surveys behind it focus on what attracts and retains the right people for a specific workplace, not the best people in the abstract, which is a more useful question for most CHROs. He pitches at team level, not enterprise level. Most future-of-work speakers operate at workforce-strategy altitude. Termuende speaks to the manager and the leader of leaders, which is where engagement and retention are actually won or lost. He has tested the material against operating environments at Amazon, IBM, Coca-Cola, Toyota, and Nokia. The keynotes have been refined through repeated commercial use, not built for the stage. Biography highlights Co-Founder of NoW of Work, a workplace innovation and leadership consultancy. Author of Rethink Work (Barlow Books), an Amazon best-seller on engagement and retention. Named to American Express’s Top 100 Emerging Innovators under 35. 2022 Arch Award for Early Career Achievement, Haskayne School of Business, University of Calgary. TEDx speaker (TEDxBCIT, “Bigger than Work”) and Walrus Talks contributor. Host of the One Degree Shift podcast, interviewing operators and executives on incremental team change. Biography Most culture programmes fail not because the diagnosis is wrong, but because the prescribed change is too big to land. Teams are asked to adopt new behaviours on top of existing workload, and the new behaviours do not survive the first quarter. Eric Termuende’s work begins from this observation. The argument running through Rethink Work and the surveys behind it is that engagement and retention are decided at the team level, by a small number of recurring behaviours, and that the right intervention is operational rather than aspirational. NoW of Work, the consultancy Termuende co-founded, is built around that premise. The “one-degree shift” framework is its working vocabulary: small, specific behaviour changes designed to reduce friction and build trust without triggering another transformation initiative. The credentials sit underneath the argument. American Express named him to its Top 100 Emerging Innovators. The University of Calgary’s Haskayne School of Business gave him its Arch Award for Early Career Achievement in 2022. The material has been refined in front of audiences at Amazon, IBM, Coca-Cola, Toyota, Nokia, and Zoom, and on TEDx and Walrus stages. For senior people leaders, the proposition is unusually concrete. Termuende leaves an audience with a way to act on Monday morning, not a thesis to debate. That is rare in the future-of-work category, where most speakers operate one level too high to be useful to the line managers who actually run the teams. Key speaking topics Future of work and workforce design Team performance and trust Talent attraction and retention Workplace culture and engagement Multigenerational teams Leadership in uncertainty AI and the manager’s role Ideal for CHROs and people leaders responsible for engagement and retention strategy Leadership development and learning teams designing manager curricula Operations and divisional leaders running multigenerational teams under change Executive offsites focused on culture and talent in growth or post-merger contexts Audience outcomes A working framework for designing small behavioural shifts that hold at team level A clearer answer to which people the organisation should be attracting, not just how to attract more Practical positions on the multigenerational workforce that line managers can apply A reframing of culture work as operational practice, not communications activity

Why organisations work with Jordan Banjo A live broadcaster’s instinct for pace, autocue, links and crowd energy, built across Got to Dance, The Greatest Dancer, Dancing On Ice and the Nickelodeon Kids’ Choice Awards Five years of daily live radio hosting on KISS Breakfast, the discipline that translates most directly into running a long awards show without the room flagging Recognition that travels across audiences from boardrooms to family-facing events, anchored to Diversity’s 2009 Britain’s Got Talent win and a continuous national TV presence since A second register beyond hosting: a personal arc through Diversity, family, weight loss and a current move into competitive boxing with DAZN, available where a brief calls for motivational content rather than presenting Biography highlights Founding member of Diversity, winners of Britain’s Got Talent series 3 (2009) Co-host of KISS Breakfast with Perri Kiely, 2020 to January 2026 TV credits include Got to Dance, The Greatest Dancer, Dancing On Ice digital, Eat Well For Less, and the Nickelodeon Kids’ Choice Awards UK Runner-up on I’m a Celebrity: South Africa All-Stars (2023); previously a series 16 contestant (2016) On-screen presenter for DAZN boxing coverage Co-author with Ashley Banjo of the children’s books Fly High Crew and The Day We Saved The Future Biography Diversity walked onto Britain’s Got Talent in 2009 as an unknown street dance group from Essex and walked off as the winners of the series. Jordan Banjo, then sixteen, was the youngest on stage. The group has remained a fixture of British popular culture ever since, and Banjo has built the broadest broadcasting career of any of its original members. Most of that career has been live. Got to Dance on Sky, The Greatest Dancer on BBC One, Dancing On Ice digital for ITV, Eat Well For Less, and the Nickelodeon Kids’ Choice Awards UK have all required the same skill: keep a room or a camera on rhythm without losing the audience. Five years of daily breakfast radio on KISS, alongside Perri Kiely, sharpened it further. For corporate buyers, the value is straightforward. A host with this volume of live-television and live-radio reps does not freeze on a long running order, does not over-talk a sponsor read, and does not let an awards show drift in the second hour. The face is recognisable to a broad audience, which matters when the brief includes family events, consumer-facing brand moments or all-staff celebrations rather than narrow C-suite rooms. Where a brief asks for content rather than hosting, Banjo can speak from his own arc: the discipline of a winning team rebuilt year after year, public weight loss, family, fatherhood, and a current move into the boxing ring with DAZN, following his father Funso Banjo, a former professional fighter. Key speaking topics Awards and conference hosting Live event presenting Team performance, drawn from Diversity Personal motivation and reinvention Family, fitness and boxing Brand and audience engagement on camera Ideal for Internal all-staff conferences and end-of-year celebrations needing a recognisable host Awards nights and gala dinners requiring a broadcast-trained presenter Consumer brand events targeting family and mainstream UK audiences Sponsorship activations and product launches with on-camera elements Audience outcomes A live event run at television pace, with cleaner cues and tighter links Higher audience energy across long-form running orders, particularly in the second half A recognisable on-stage face that broadens the room beyond a purely corporate audience Where booked as content, a personal story of team success, public scrutiny and physical reinvention