Team Leadership

Why organisations work with Adam Gemili A world title earned by a four-man relay quartet, not an individual final, gives him direct material on how teams hold technique together when one mistake ends the race. Fourteen years at the top of British sprinting, including European 200m gold and an Olympic 200m final, evidence a long performance arc rather than a single peak moment. His current role as sprint coach at Chelsea FC academy means his content on performance habits is being actively tested against developing professional athletes, not retold from memory. He is the first British man to run sub-10 in the 100m and sub-20 in the 200m, a credential that opens corporate audiences and supports the discipline-and-marginal-gains content many performance speakers claim without proof. Biography highlights World Champion, men’s 4x100m relay, IAAF World Championships London 2017 (37.47, national and European record). European Champion, 200m, 2014; three-time European Champion in the 4x100m relay. Olympic 200m finalist, Rio 2016, finishing fourth. First British male sprinter to run sub-10 seconds in the 100m and sub-20 seconds in the 200m. Sprint and speed coach, Chelsea FC academy, from 2026. Degree in Sports & Exercise Science with Human Biology. Biography The Great Britain men’s 4x100m team had spent years carrying the memory of a botched handover at London 2012. Five years later, in the same stadium, they ran 37.47 seconds and beat the United States to the world title. Gemili ran the second leg. That race is the strongest single anchor in his speaking material. It is also the most accurate frame for what he offers a corporate room: a story about four people executing a technical task in front of 60,000 spectators, where the result depends on the handover as much as the speed. His individual record runs in parallel. European 200m champion in 2014, Olympic finalist in Rio in 2016, fourth at the 2019 World Championships in Doha as the highest-placed European. He is the first British man to run sub-10 in the 100m and sub-20 in the 200m, a credential that signals range across both events rather than a single specialism. In March 2026 he retired from elite athletics and returned to Chelsea FC, where he had spent seven years as a youth player before switching codes, this time as a sprint and speed coach for the academy. The crossover gives his content on performance, recovery, and team behaviour a current operational anchor, not just a competitive past. Key speaking topics High-performance teams under pressure Composure and execution in high-stakes moments Resilience after setback and injury Goal-setting and the long performance arc Mental health in elite environments Diversity and representation in sport Coaching and developing young talent Ideal for Sales and commercial leadership conferences focused on performance behaviours Employee engagement, kick-off and town hall events where a corporate audience benefits from a non-corporate voice HR and people leaders programming content on resilience and mental health for high-pressure teams After-dinner and awards programmes wanting a credible British sporting figure rather than a generic motivational slot Audience outcomes A specific account of how a four-person team won a world title where any single error ends the race A working definition of composure under public scrutiny, drawn from someone who lived it across major championships Honest material on setback, injury, and competitive disappointment from a fourteen-year career, not a highlight reel A credible, recent perspective on coaching and developing young athletes inside a Premier League academy

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 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

Jeff Salzenstein: Own Your Zone of Excellence™ High performers face relentless pressure to consistently produce and perform at optimal levels, professionally and personally. Our personal wellness needs and professional bottom line goals are critical to overall success, but they’re often misaligned. High performers are in dire need of simple solutions that can be consistently called upon to perform better while reducing stress and burnout. As a two-time All-American, national champion, team captain at Stanford University, and former top 100 world-ranked tennis player, Jeff knows what it takes to perform at the highest levels. Now a speaker and performance coach, Jeff has dedicated his life to helping others achieve more success without sacrificing their well-being. Jeff understands high-stakes competition and the performance it takes to win in business and life. The real key? Achieving success without losing ourselves—individually or as an organization. His Own Your Zone of Excellence methodology empowers leaders and teams to access their full potential while navigating pressure. His framework is built on principles designed to drive sustainable growth and enhance leadership: Rapid Stress Reduction: Tools to calm the nervous system and unlock flow states Mindset Shifts: Reframing challenges into opportunities for growth. Emotional Regulation: Boosting focus, energy, and creativity. Rest and Recovery: Practical strategies to build resilience and bounce back stronger. Owning your Zone of Excellence means thriving, not just surviving. It equips leaders to handle adversity, inspire their teams, and create lasting impact. Jeff is passionate about helping organizations redefine success and elevate performance. He brings insights from years of elite competition and leadership to transform how teams operate under pressure. Partnering with Jeff is an opportunity to inspire change, foster well-being, and achieve sustainable success.

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 2.5 million views. Regular Forbes contributor and host of 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 more than twenty years. 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 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.

About Greg Orme Greg is an award-winning author and thinker on leadership development and organisational transformation in the digital economy. He delivers value to global clients as a C-Suite advisor, keynote speaker, educator, coach, and facilitator who’s delivered more than 400 talks to executive audiences around the world. He helps leaders and teams thrive in a world of accelerating change through creative thinking, innovation, and entrepreneurial spirit. Greg was named as one of HR Magazine’s Most Influential Thinkers in 2022. His book The Human Edge, How Curiosity and Creativity are your Superpowers in The Digital Economy (Pearson) won Business Book of The Year 2020 and has been translated into Chinese, Vietnamese and Korean. He leads organisational change and leadership development programmes with global clients in telecoms, engineering, banking & insurance, automotive, FMCG, manufacturing and technology. Clients include Arup, Microsoft, BMW, Accenture, Novo Nordisk, Virgin Media 02, Sunrise UPC, Tata Steel, EY, Sky, International Olympic Committee, ING, Sberbank, Faurecia Group, Ogilvy, eBay, The World Economic Forum, Kantar Group, YPO, Randstad Group, Cognizant, PVH Group and Arcadia He was the founding CEO of London Business School’s Centre for Creative Business. Greg has appeared on BBC World News and in The Financial Times and is a regular contributor to Forbes. He published his first acclaimed book in 2014: The Spark, how to ignite and lead business creativity (FT Publishing).

Key speaking topics Emotional intelligence in leadership Leadership performance under pressure Team effectiveness High-stakes communication Personal leadership accountability Momentum and performance habits Executive presence and influence Ideal for Senior leaders and executives Leadership teams People managers Organisations focused on performance and culture Audience outcomes A practical framework for managing high-pressure leadership moments Clear strategies to strengthen emotional intelligence in the workplace Tools to improve communication and relationship management Greater awareness of personal leadership impact Practical habits to build performance momentum Why organisations work with Steve Gutzler Combines keynote delivery with executive coaching expertise Provides a structured, repeatable framework for leadership under pressure Aligns emotional intelligence with measurable performance improvement Brings experience working with global brands and professional sports organisations Delivers commercially relevant leadership insights for corporate audiences Biography Steve Gutzler works with organisations seeking to strengthen leadership performance, emotional intelligence, and team effectiveness in high-pressure environments. As President of Leadership Quest, he partners with senior leaders and executive teams to improve how they lead, communicate, and perform when it matters most. His work centres on the practical application of emotional intelligence in business. Through his “17% moments” framework, Steve helps leaders manage critical interactions, reduce reactive behaviour, and build stronger relationships that directly impact performance and culture. A keynote speaker and executive coach, he brings a structured, repeatable approach to leadership development that resonates with board-level audiences, HR leaders, and growth-focused organisations. His programmes are designed to translate insight into measurable behavioural change across teams. Steve is the author of Splash: The Ten Remarkable Traits to Build Momentum in Life and Leadership and co-author of Lead with No Fear. His published materials also include a guided Life & Leadership journal, reinforcing his focus on practical tools for sustained leadership growth. He has delivered presentations for organisations including Microsoft, Starbucks, the Seattle Seahawks, Spotify, Boeing, Cisco, Starwood Hotels, Ritz-Carlton, and the U.S. Department of Commerce, supporting leaders across corporate, government, and professional environments.

Joe Mull: Inspiring Leaders to Build Commitment and Engagement Known as a dynamic and captivating speaker, Joe Mull, M.Ed, CSP, is on a mission to fill workplaces with better bosses who keep top talent in the new age of work. He is the author of three books: Cure for the Common Leader; No More Team Drama; and his latest, Employalty: How to Ignite Commitment and Keep Top Talent in the New Age of Work. He is the host of the globally popular Boss Better Now podcast, ranked in the Top 100 of all management podcasts and recently named by SHRM as a “can’t miss show for leaders”. His podcast was also a finalist for the People’s Choice award in the Business / Management category. As a thought leader and subject matter expert, Joe brings decades of real-world experience to his writing and speaking. He previously served as head of Learning and Development for Physician Services at the University of Pittsburgh Medical Center (UPMC), where he directed learning strategy and implementation for one of the largest physician groups in the United States. Prior to his years of service in healthcare, he spent a decade working in leadership and program development roles in student affairs in higher education and taught leadership courses at two major universities. Joe’s work as a leadership expert and engagement strategist has appeared in The Wall Street Journal, Fortune, Forbes, Harvard Business Review, and more. Joe holds the coveted Certified Speaking Professional™ (CSP®) designation from the National Speakers Association (NSA). Held by fewer than 20% of professional speakers worldwide, the CSP is the speaking profession’s international measure of speaking excellence. Joe resides in Pittsburgh, PA with his wife, three children, and a needy Dalmatian named Flash.