Workforce Transformation

Why organisations work with Richard Florida His “three Ts” framework (technology, talent, tolerance) remains the most cited model in talent geography, drawn on by city governments and corporate location strategists worldwide. He named and quantified the creative class, the 40-million-strong workforce whose location and lifestyle decisions now drive regional economic growth. Through the Creative Class Group, he has advised BMW, Audi, Microsoft, Facebook, and Starwood Hotels, alongside city and regional governments worldwide. He co-founded CityLab, now owned by Bloomberg, and contributes regularly to The Atlantic and the Financial Times. His 2017 book The New Urban Crisis examined how the same forces driving creative-economy growth also produce inequality and segregation, giving leaders a more honest account of the trade-offs in talent-led strategies. Biography highlights University Professor at the University of Toronto’s Rotman School of Management and School of Cities, which he helped found Visiting Distinguished Professor at Vanderbilt University’s Owen Graduate School of Management Author of The Rise of the Creative Class, winner of the Washington Monthly Political Book Award and a Harvard Business Review Breakthrough Idea of 2004 Co-founder of CityLab, now owned by Bloomberg Ranked #19 on the Thinkers50 list of the world’s most influential management thinkers in 2017 Founder of the Creative Class Group, advising BMW, Audi, Microsoft, Facebook, and Starwood Hotels Biography Talent used to follow jobs. Florida’s research, beginning with his 2002 book The Rise of the Creative Class, demonstrated that the relationship had reversed. The most ambitious workers were now choosing cities first, gravitating to those that combined what he called the three Ts: technology, talent, and tolerance. The Rise of the Creative Class won the Washington Monthly Political Book Award and was named a Harvard Business Review Breakthrough Idea of 2004. The book quantified a workforce of 40 million Americans whose decisions about where to live were beginning to drive regional economies. It became the foundation for how cities and large employers think about competing for human capital. His 2017 book The New Urban Crisis confronted what creative-economy growth had produced. In cities like New York, San Francisco, and London, the same forces driving wealth creation were also increasing inequality, deepening segregation, and hollowing out the middle class. Florida calls this winner-take-all urbanism. The book gave civic and corporate leaders a sharper account of the trade-offs in talent-led growth. Florida is University Professor at the University of Toronto’s Rotman School of Management and School of Cities, which he helped found. He is also Visiting Distinguished Professor at Vanderbilt University’s Owen Graduate School of Management and a Distinguished Fellow at NYU’s Schack Institute of Real Estate. Through the Creative Class Group he has advised BMW, Audi, Microsoft, Facebook, and Starwood Hotels on talent and location strategy. Key speaking topics The creative class and the geography of talent Talent attraction and retention in the post-industrial economy Cities as engines of growth and inequality Real estate and corporate location strategy in the creative economy Innovation and the conditions that produce it The future of work in superstar cities Ideal for Chief Human Resources Officers and heads of talent making decisions about where to recruit, locate, and build culture Real estate developers, REITs, and corporate location strategists City leaders, mayors, and economic development agencies competing for investment and talent Boards and CEOs of large employers reassessing geographic footprint after the shift to hybrid work Audience outcomes Florida’s creative class framework, including who it covers and where the category is now concentrated globally Detailed data on which cities and regions are gaining and losing talent right now A diagnosis of why creative-economy growth also generates inequality and segregation, and what cities are doing in response Specific implications for location and recruitment strategy in their own organisation

Why organisations work with Ravin Jesuthasan He gives boards and executive teams an actual blueprint for moving from jobs to skills, not a slide about why it matters. The Work Without Jobs framework, developed with John Boudreau, is the reference text on the subject and is taught inside MIT Sloan and Kellogg. His day job is doing this work. As Mercer’s Global Leader of Transformation Services, he advises some of the largest employers in the world on workforce redesign, so the keynote is built on live engagements, not theory. He sits where AI, automation and human capital actually intersect. His four-step framework for applying automation to work, from Reinventing Jobs, has become a standard tool for HR and operations leaders trying to decide what to automate, what to augment, and what to leave alone. He brings institutional authority that buyers can verify. World Economic Forum Steering Committee on Work and Employment, Thinkers50 Radar, FT Book of the Month, fifteen pieces in HBR and MIT Sloan Management Review. His material is built for the CHRO and the CEO in the same room. Many future-of-work speakers pitch to one or the other. He frames the work redesign question as a board-level operating decision, which is how it now needs to be sold internally. Biography highlights Global Leader of Transformation Services at Mercer. Executive Fellow and Adjunct Lecturer of Executive Education, Kellogg School of Management, Northwestern University. Author of five books including Work Without Jobs (MIT Press, 2022) and The Skills-Powered Organization (MIT Press, 2024). Wall Street Journal bestseller; Financial Times Book of the Month, October 2024. Thinkers50 Radar Class of 2020; shortlisted for the Thinkers50 Talent Award 2023. World Economic Forum Steering Committee member on Work and Employment. Over 200 published articles, including 15 in Harvard Business Review and MIT Sloan Management Review; regular Forbes contributor. CFA charterholder and Fellow of the Royal Society of Arts (FRSA). Biography The job, as a unit of organisational architecture, is starting to look obsolete. Roles are static, skills inside them decay in months rather than years, and AI is now capable of doing chunks of work that used to define entire functions. Most large employers know this. Very few know what to replace the jobs-based model with. This is the territory Ravin Jesuthasan has spent two decades mapping. As Global Leader of Transformation Services at Mercer, he advises multinational employers on how to rebuild their workforce architecture around skills and tasks rather than fixed job descriptions. The same body of work runs through Work Without Jobs, written with John Boudreau and published by MIT Press in 2022, and its 2024 follow-up, The Skills-Powered Organization, written with Tanuj Kapilashrami and named Financial Times Book of the Month in October 2024. The institutional credentials match the intellectual claim. He sits on the World Economic Forum’s Steering Committee on Work and Employment, holds an Executive Fellow and Adjunct Lecturer appointment at the Kellogg School of Management, and was named to the Thinkers50 Radar Class of 2020 before being shortlisted for the Thinkers50 Talent Award in 2023. He has written more than 200 articles, including fifteen pieces for Harvard Business Review and MIT Sloan Management Review, and contributes regularly to Forbes. For boards now being asked how AI will reshape headcount, productivity and capability, his contribution is not a forecast. It is an operating model: a structured way of deciding what work gets deconstructed, which tasks get automated or augmented, and how the organisation acquires the skills it will actually need next year, not the jobs it posted last year. Key speaking topics The skills-powered organisation Reinventing jobs through automation and AI The future of work and the work operating system Workforce transformation and human capital strategy Human-AI collaboration in the enterprise The future of the Chief People Officer role Sustainable digital transformation Ideal for CHROs and Chief People Officers rebuilding the workforce model around skills and AI. CEOs and boards making capital-level decisions on AI, automation and headcount. Transformation, operations and strategy leaders responsible for redesigning how work gets done. Executive teams preparing for skills-based talent markets and post-jobs operating models. Audience outcomes A working definition of the skills-powered organisation and how it differs from a jobs-based model. A four-step method for deciding what to automate, what to augment, and what to leave to humans. A board-ready argument for treating work design as a strategic operating decision, not an HR programme. Specific case examples from global employers already deconstructing jobs into tasks and skills.

Why organisations work with Piers Linney He is running an AI-agent business while he speaks about one. Implement AI has rolled out managed digital workforces inside more than 120 UK companies, so the deployment patterns he describes are ones he is shipping. His finance and policy lens is unusual for an AI speaker. Former Non-Executive Director of the British Business Bank during the GBP 90 billion Covid loan programmes, with prior careers in M&A at Credit Suisse and venture capital. He has been on both sides of the cap table. Co-CEO of Outsourcery through AIM listing and administration, then Dragon on BBC Two’s Dragons’ Den, then investor and co-founder again. He is a credible voice on diversity and social mobility without using the word as a slogan. MBE 2026, European Diversity Champion 2024, founding trustee of the Powerlist Foundation. He works on stage in the register a senior buyer needs: operator, not analyst. Mainstage keynotes at Tech Show London, AI and Big Data World, DTX, ICAEW and Elite Business Live. Biography highlights Co-founder and Executive Chairman, Implement AI, winner of AI Startup of the Year (London), UK Startup Awards 2025. Investor on BBC Two’s Dragons’ Den, series 11 and 12, and subject of Channel 4’s The Secret Millionaire. Former Non-Executive Director, British Business Bank, appointed 2017. MBE, King’s New Year Honours 2026, for services to small business, entrepreneurship, banking, diversity and social mobility. Chairman and co-founder, Atherton Bikes, additive-manufactured mountain bikes used to win the 2023 UCI Downhill World Championships. Former Co-CEO of Outsourcery (AIM-listed cloud and communications business) and former Trustee of Nesta. Biography Implement AI now runs managed digital workforces inside more than 120 UK businesses, from manufacturers to marketing agencies. It is the latest company built by Piers Linney, who co-founded it in 2023 with Dr Aalok Shukla and serves as Executive Chairman. The work sits at the practical edge of the AI conversation: not whether to use it, but how to get agents into the operating model and measure what they return. That operator stance is reinforced by an unusually wide finance and policy track record. Linney trained as a solicitor at SJ Berwin, moved into M&A investment banking at Credit Suisse, then ran the buyout that became Outsourcery, taking the cloud and communications business onto AIM in 2013 in a GBP 13 million flotation. He was later appointed Non-Executive Director of the British Business Bank, where he sat through the design of the UK government’s Covid SME loan programmes. Audiences know him from Dragons’ Den, where he invested as a Dragon for series 11 and 12, and from Channel 4’s The Secret Millionaire. He chairs Atherton Bikes, the additive-manufactured mountain bike maker whose frames carried Atherton siblings to UCI Downhill World Championship titles in 2023. He sits on Sky’s Diversity Advisory Council and was a founding trustee of the Powerlist Foundation. The MBE in the 2026 New Year Honours captured the through-line: small business, entrepreneurship, banking, diversity and social mobility. For boards trying to convert AI ambition into deployed capability, the value he brings is the rare combination of someone who has built and sold a tech business, sat on the board of a development bank, picked winners on national television, and is now shipping an AI-agent platform. Key speaking topics Artificial intelligence and the digital workforce AI agent deployment and operating model redesign Entrepreneurship and scaling technology businesses Future of work and workforce transformation Access to capital and SME financing Diversity, social mobility and inclusion in business Ideal for Boards and executive committees moving from AI pilots to deployed agent capability. CEOs, COOs and transformation leads redesigning operations around digital workers. Entrepreneur and scale-up audiences, including investor networks and chamber of commerce events. CHROs and learning leaders preparing workforces for AI-augmented roles. Audience outcomes A working picture of what an AI-agent operating model looks like, with concrete examples from live deployments. Sharper questions for vendors, internal teams and investors about where AI does and does not pay back. A perspective on the capital environment shaping technology investment, drawn from a former development-bank director. Confidence in framing AI as an operating decision, not an IT project.

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

Why organisations work with Jacob Morgan His “Vulnerable Leader Equation” offers a specific, research-backed counter-argument to the dominant leadership vulnerability narrative – making the case that vulnerability without competence actively undermines trust, not builds it. Boards and CHROs get a framework they can act on, not a platitude. The research underpinning The Future Leader (140 CEO interviews, 14,000-person LinkedIn survey) gives senior audiences data that reflects their own peer group back at them – a rare source of authority in a crowded leadership development market. His founder role at Future of Work Leaders – a by-invitation CHRO community including members from Johnson & Johnson, Dow, and Lego – means his frameworks are stress-tested against the most senior people leaders in the world, not just conference rooms. The Future Leader won the CMI Management Book of the Year 2021, providing external, peer-validated credibility beyond self-reported authority. Organisations navigating the tension between AI adoption and human leadership capability get a framework that treats the two as interdependent – not competing priorities – grounded in his three-environment model of employee experience (culture, technology, physical workspace). Biography highlights Bestselling author of six books published by Wiley and McGraw-Hill, covering collaboration, the future of work, employee experience, leadership, and vulnerability The Future Leader (Wiley, 2020) – winner of the CMI Management Book of the Year 2021 Research base includes 140+ CEO interviews and a LinkedIn-partnered survey of nearly 14,000 employees for The Future Leader; 100+ CEO interviews and a DDI-partnered survey of 14,000 employees for Leading With Vulnerability Founder of Future of Work Leaders, a by-invitation global CHRO community with members from Johnson & Johnson, Dow, Lego, Northrop Grumman, and Neiman Marcus Contributed to and cited in Forbes, The Wall Street Journal, Harvard Business Review, MIT Sloan Management Review, NPR, and CNN Host of Great Leadership With Jacob Morgan; featured guest on the Harvard Business School Managing the Future of Work podcast Biography Jacob Morgan has spent more than a decade asking a question most organisations avoid: why do capable leaders so consistently fail to produce the organisations they intend? His answer, built across six books and primary research involving hundreds of CEOs and tens of thousands of employees, is both precise and uncomfortable – the model of leadership most executives were trained in was designed for a world that no longer exists. His most cited framework, the Vulnerable Leader Equation, makes a specific argument: vulnerability in isolation is not a leadership quality, it is a liability. The research underpinning Leading With Vulnerability (Wiley, 2024) – drawn from over 100 CEO interviews and a DDI-partnered survey of 14,000 employees – shows that leaders who combine openness about their gaps with clear, competence-driven responses to those gaps outperform peers on trust, engagement, and team performance. It is a direct challenge to the feel-good vulnerability conversation, and it is grounded in data. The Future Leader (Wiley, 2020), winner of the CMI Management Book of the Year 2021, applied the same research discipline to the broader question of what leading through disruption actually requires. Based on interviews with over 140 CEOs at organisations including Unilever, Mastercard, and KPMG – paired with a LinkedIn-partnered survey of nearly 14,000 employees – it identified four specific mindsets and five specific skills that define readiness for leadership in uncertain conditions. Morgan is also the founder of Future of Work Leaders, a by-invitation CHRO community whose members include Johnson & Johnson, Dow, and Lego. His work has been featured in Forbes, The Wall Street Journal, the Harvard Business Review, and MIT Sloan Management Review. He hosts the Great Leadership With Jacob Morgan podcast and has been a featured guest on the Harvard Business School Managing the Future of Work series. Key speaking topics Future-ready leadership Vulnerability and trust in organisations Employee experience strategy Leadership in the age of AI Future of work Organisational culture and performance Executive development and people strategy Ideal for CHROs and CPOs navigating the gap between leadership investment and employee outcomes Senior leadership teams preparing for AI-driven workforce transformation Boards and executive committees reviewing leadership capability and succession HR and people functions building future-ready culture frameworks Audience outcomes A named framework – the Vulnerable Leader Equation – for understanding when and how vulnerability strengthens rather than undermines leadership authority The four mindsets and five skills that Morgan’s CEO research identified as defining future-ready leaders, with practical application at individual and team level A clearer model for diagnosing where employee experience is breaking down across culture, technology, and physical environment Research-grounded perspective on how AI is reshaping the leadership role – and what human capability this places at a premium Practical tools for assessing the gap between how leaders perceive their impact and how their people experience it

Why organisations work with Dave Ulrich The four-domain architecture of human capability, talent, leadership, organisation, and the HR function, is Ulrich’s own framework. It gives business and HR leaders a single integrated taxonomy for what is otherwise a sprawl of disconnected people and organisation initiatives, and a structured way to decide which investments will actually move stakeholder outcomes. The Human Resource Competency Study, now in its eighth round across 35 years, has cumulatively drawn on more than 100,000 respondents. Round 7 produced the headline finding that organisational capability has four times the business impact of individual talent. Round 8 sharpens the picture: HR department capability and the organisational capabilities HR helps build have six to eight times the business impact of individual HR competencies. Ulrich brings these findings into the room directly, not via a citation. Ulrich is the originator of the HR Business Partner model that most large organisations still operate today. Engaging him is not external validation of the existing model. It is access to the next-generation architecture, including the Organization Guidance System diagnostic that has now been run inside more than 500 organisations. The Leadership Capital Index reframes leadership quality as a measurable asset that investors and boards can rate the way Moody’s rates credit. For boards under increasing pressure to disclose human capital substance, not narrative, this is one of the few frameworks built explicitly for that conversation. Induction into the Thinkers50 Hall of Fame, alongside HR Magazine’s «father of modern HR» designation and recognition as the most influential HR thinker of the decade, places him among the small group of figures who have demonstrably shaped a field rather than contributed to one. Biography highlights Rensis Likert Professor Emeritus, Ross School of Business, University of Michigan Co-founder and partner, The RBL Group Author of more than 30 books including Human Resource Champions (Harvard Business School Press, 1997), The Leadership Capital Index (Berrett-Koehler, 2015), Victory Through Organization (McGraw-Hill, 2017), and Reinventing the Organization (Harvard Business Review Press, 2019) Editor, Human Resource Management journal, 1990 to 1999; Distinguished Fellow, National Academy of Human Resources Inducted into the Thinkers50 Hall of Fame, 2017; HR Magazine Lifetime Achievement Award, 2012, source of the «father of modern HR» designation; named most influential HR thinker of the decade by HR Magazine Lead architect of the Human Resource Competency Study (eight rounds, 35-plus years, more than 100,000 cumulative respondents) and the Organization Guidance System diagnostic (more than 500 organisations) Active global platform: more than 400,000 LinkedIn followers and a weekly newsletter with more than 230,000 subscribers, with weekly posts routinely reaching 50,000 to 70,000 views Biography HR is not about HR. The phrase is Ulrich’s own. It captures the through-line of three decades of work: that the HR function exists to deliver value to every stakeholder the organisation touches, not to perfect its own processes. Employees and executives inside. Customers, investors, and communities outside. The discipline he calls human capability is the architecture that connects them. That architecture has four domains, each backed by its own research base. Talent covers how organisations acquire, develop, and retain full contributors, now framed by Ulrich as Talent Advantage = AI × HI, artificial intelligence multiplied by human ingenuity. Organisation treats the company as a set of capabilities: agility, culture, innovation, strategic clarity, collaboration, and customer connection. These can be prioritised through the Organization Guidance System, now deployed in more than 500 companies. Leadership draws on the Leadership Code research with more than 30,000 respondents, and on the Leadership Capital Index, which gives boards and investors a measurable framework for leadership quality. The HR function rests on the 35-year Human Resource Competency Study, with more than 100,000 cumulative respondents, and shapes the operating models, practices, and competencies HR uses today. The practical consequences of this work have shaped how HR is organised. Human Resource Champions (1997) introduced the four-role model, strategic partner, change agent, administrative expert, and employee champion, that became the template for HR business partnering inside Fortune 500 organisations. The Leadership Capital Index (2015) made the case that leadership quality can be rated the way credit is rated. Victory Through Organization (2017) was the empirical headline: organisational capability has roughly four times the business impact of individual talent. Round 8 of the HRCS sharpens that further: the HR department and the organisational capabilities it helps build have six to eight times the business impact of individual HR competencies. Ulrich is the Rensis Likert Professor Emeritus at the Ross School of Business, University of Michigan, and a partner at The RBL Group. He has worked with more than half of the Fortune 200 across more than 80 countries. He was inducted into the Thinkers50 Hall of Fame in 2017, and was named «father of modern HR» by HR Magazine in its 2012 Lifetime Achievement Award. His weekly LinkedIn posts reach more than 400,000 followers and 230,000 newsletter subscribers. That audience is how much of the global HR and business community engages with his current work in real time. Key speaking topics Stakeholder value through human capability The four domains of HR: talent, leadership, organisation, and the HR function HR transformation and the next-generation HR Business Partner model Organisational capability as competitive advantage Leadership Capital Index and leadership as a board-level asset The HR inflection point: AI, analytics, and the future of the HR function Culture transformation and organisational design Ideal for CEOs and executive teams looking for a single integrated language across talent, leadership, organisational capability, and the HR function CHROs and senior HR teams whose remit now spans stakeholder outcomes across employees, customers, investors, and communities Boards and investors who need a measurable framework for the human capability behind market value Transformation leads redesigning the HR operating model and the cross-functional accountabilities that sit alongside it across business leaders, HR, and employees Audience outcomes The four-domain human capability framework as a single integrated language for talent, leadership, organisation, and HR investment, replacing the disconnected list of HR programmes most teams are working from The empirical case for why organisational and capability investments outperform individual talent investments, drawn directly from HRCS and OGS findings A diagnostic logic for deciding which human capability investments will move customer share, investor confidence, and community standing, not just employee engagement scores A practical model for measuring leadership quality that can be defended in an investor or board conversation A clear position from which CHROs and CEOs can present HR as a leading indicator of business performance rather than a lagging cost

Why organisations work with Dave Coplin His central argument – that the «digital deluge» is not a productivity crisis to be managed but a strategic opportunity to be led – gives boards a reframe that most AI and digital transformation programmes never offer: the question is not adoption, but what kind of organisation you are willing to become. He built that argument from the inside: twelve years at Microsoft UK as the executive responsible for imagining the human future of technology, a vantage point that neither pure academics nor management consultants can replicate. His books Business Reimagined (2013) and The Rise of the Humans (2014, Harriman House) give organisations a specific, portable framework – the choice between efficiency and effectiveness – that leadership teams can apply directly to their own AI strategy decisions. NED board experience at Mitchells & Butlers plc, Vianet Group plc, and the Pensions and Lifetime Savings Association means his perspective on digital strategy carries weight at governance level, not just at conference level. His positioning at the intersection of generative AI adoption and organisational performance means he addresses the question executive teams are now actually asking: how do we become more effective through AI, rather than just faster at what we already do? Biography highlights Founder and CEO of The Envisioners, a digital strategy consultancy established in 2017 after a 12-year career at Microsoft UK Former Chief Envisioning Officer at Microsoft UK – a role he created, focused on the future of the human-technology relationship Author of Business Reimagined (2013) and The Rise of the Humans (2014, Harriman House) Independent Non-Executive Director at Mitchells & Butlers plc, Vianet Group plc, and the Pensions and Lifetime Savings Association Regular contributor to BBC, The Guardian, The Telegraph, The Times, Channel 4, and CNN on AI, digital transformation, and the future of work Keynote speaker for clients including Microsoft, Barclays, HP, Vodafone, Ernst & Young, Facebook, and Google, as well as the UK and EU Parliaments Biography Technology investment reliably outpaces the organisational willingness to change. That gap – between what digital tools can do and what organisations are willing to become – is where Dave Coplin has built his career, first as Chief Envisioning Officer at Microsoft UK and now as founder of The Envisioners. His book The Rise of the Humans (Harriman House, 2014) sets out the core argument: the digital deluge of data, tools, and competing demands is not something to survive – it is something to harness. The organisations that succeed are those that stop asking how to automate what they already do and start asking how to reinvent what they do entirely. That argument was relevant when the book was written. With generative AI now reshaping every sector, it has become the defining strategic question for boards and leadership teams. Coplin spent twelve years at Microsoft UK before founding The Envisioners in 2017, advising organisations and governments on what technology-led change actually requires of the people leading it. His clients have included Barclays, Vodafone, Ernst & Young, and the UK and EU Parliaments. He serves as an independent non-executive director at Mitchells & Butlers plc and Vianet Group plc, and has held the same role at the Pensions and Lifetime Savings Association. He is a regular contributor to the BBC, The Guardian, The Telegraph, and CNN. His first book, Business Reimagined (2013), made the case for collaborative and flexible working as a technology-enabled opportunity rather than a cultural preference. Both books frame the same consistent argument: the human decision about how to relate to technology matters more than the technology itself. Key speaking topics Generative AI and organisational effectiveness Digital transformation strategy The future of work Human-technology relationship AI adoption and workforce change Reimagining how organisations create value Ideal for CIOs, CTOs, and senior technology leaders shaping AI and digital strategy CEOs and executive teams navigating generative AI adoption decisions CHROs and transformation leads managing the human impact of digital change Board members and non-executive directors overseeing digital governance and technology investment Audience outcomes A clear framework for distinguishing between technology-led efficiency and technology-led effectiveness, and why that distinction matters commercially A reframe of generative AI from operational risk to strategic lever – and the conditions under which that reframe becomes actionable Practical perspective on why human agency and organisational culture are the deciding factors in whether digital investment delivers A sharper view of where AI strategies are likely to stall, and what leadership teams can address before they do Confidence to engage with AI at a strategic rather than technical level – including in board and senior leadership conversations

Why organisations work with Sir Christopher Pissarides The Diamond-Mortensen-Pissarides model – the standard tool used by central banks and governments to analyse unemployment and wage formation – means his analysis carries a precision and institutional grounding that macroeconomic commentary cannot match. His Pissarides Review into the Future of Work and Wellbeing, a Nuffield Foundation-funded programme conducted with Imperial College London and Warwick Business School, converts macroeconomic research into concrete, evidence-based frameworks for managing workforce disruption from automation. Forty years of advisory work for the World Bank, European Commission, OECD, and Bank of England means audiences receive analysis that has already shaped the policy environment they operate in – not analysis that describes it from the outside. His position as co-developer of the most cited model in labour economics, and former chair of a national economy council during a financial crisis, enables board-level conversations that translate structural theory directly into strategic workforce decisions. His analysis of AI and automation extends the search-frictions framework behind his Nobel Prize – it is not speculative commentary, but a rigorous continuation of four decades of original research applied to a new generation of technological disruption. Biography highlights Nobel Prize in Economic Sciences 2010, jointly with Peter Diamond and Dale Mortensen, for “analysis of markets with search frictions” Regius Professor of Economics, London School of Economics – faculty member since 1976; former Head of the Economics Department Co-developer of the Diamond-Mortensen-Pissarides (DMP) model – the standard global tool for analysing unemployment, wage formation, and labour market policy Author of Equilibrium Unemployment Theory (MIT Press) – the standard reference in labour economics Co-Founder and Co-Chair, Institute for the Future of Work (2018); led the Pissarides Review into the Future of Work and Wellbeing, a £1.8m Nuffield Foundation-funded programme with Imperial College London and Warwick Business School Knighted 2013 for services to economics; IZA Prize in Labor Economics 2005; Fellow of the British Academy, Econometric Society, and American Economic Association; adviser to the World Bank, European Commission, OECD, and Bank of England Biography The Diamond-Mortensen-Pissarides model is the standard analytical framework for understanding unemployment. Sir Christopher Pissarides co-built it at the London School of Economics, where he has been on the faculty since 1976. He received the 2010 Nobel Prize in Economic Sciences for the work, jointly with Peter Diamond and Dale Mortensen. The model’s core claim is that labour markets are governed by frictions. Workers and vacancies do not find each other efficiently. Search costs, information gaps, and institutional design create persistent mismatches that no increase in job openings can resolve on its own. This structural view of unemployment is the one that central banks, the World Bank, and the European Commission reach for when they need precision rather than commentary. Pissarides co-founded the Institute for the Future of Work in 2018 and led the Pissarides Review into the Future of Work and Wellbeing, a Nuffield Foundation-funded programme conducted with Imperial College London and Warwick Business School. The Review applies his frictions framework to automation and AI, producing evidence on how technological disruption creates new mismatches and what organisations and governments must do to manage them. His advisory record spans the World Bank, the European Commission, the OECD, and the Bank of England. He chaired the National Economy Council of the Republic of Cyprus during its financial crisis. He is a Fellow of the British Academy, the Econometric Society, and the American Economic Association. For boards and leadership teams working through structural workforce questions, his analysis carries a weight that secondary interpretation of the same data cannot replicate. Key speaking topics Labour market economics and unemployment theory Search frictions and job matching Automation, AI, and the future of work Workforce disruption and structural economic change Employment policy and institutional design Economic growth and structural transformation Worker wellbeing and productivity Ideal for Boards and C-suite leadership navigating long-term workforce and employment strategy Policymakers, finance ministries, and government economic advisers Chief Human Resources Officers and HR leadership teams grappling with automation and structural workforce change Economic and business conferences addressing labour markets, growth, or the workforce consequences of technology Audience outcomes A structural model for why labour markets underperform that goes beyond cyclical explanations Analytical tools for assessing how automation and AI will affect workforce composition in specific sectors or regions A framework for distinguishing cyclical workforce disruption from structural change that requires institutional response Policy context for decisions on hiring, reskilling, and workforce investment Clarity on how technological change distributes economic gains and losses – and what factors determine which outcome prevails

Why organisations work with Carl Frey The 2013 paper Frey co-authored with Michael Osborne – estimating 47% of US jobs at risk from automation – is one of the most cited works in social science of the past two decades, with its methodology adopted by Obama’s Council of Economic Advisors, the World Bank, and the Bank of England. No comparable speaker in this space brings this level of intellectual provenance to the conversation. His concept of the “technology trap” gives boards a precisely named mechanism for diagnosing their own institutional response to AI: the pattern by which efforts to resist short-term disruption deny organisations the long-term gains that technology makes possible. How Progress Ends (Princeton, 2025) addresses the question now at the top of most board agendas – why do some organisations and nations sustain the capacity to benefit from new technology while others stagnate – and gives senior leaders a durable, historically grounded answer rather than a forecast. His analysis is built on 1,000 years of economic history, not current trend extrapolation. That means the framework he offers survives the next wave of AI announcements rather than becoming obsolete with each new model release. Advisory roles with the G20, OECD, European Commission, and OECD Global Partnership on Artificial Intelligence mean he brings regulatory and policy intelligence that most academic speakers lack – organisations understand not just the technology but the governance environment forming around it. Biography highlights Dieter Schwarz Associate Professor of AI & Work, Oxford Internet Institute; Fellow of Mansfield College; Director, Future of Work Programme, Oxford Martin School, University of Oxford Co-author of “The Future of Employment” (2013, with Michael Osborne) – one of the most cited social science papers of the past two decades; 20,000+ citations on Google Scholar; methodology adopted by Obama’s Council of Economic Advisors, the World Bank, and the Bank of England Author of The Technology Trap (Princeton University Press, 2019) – Financial Times Best Books of the Year; winner of the Richard A. Lester Prize for Outstanding Book in Industrial Relations and Labour Economics (Princeton University) Author of How Progress Ends (Princeton University Press, 2025) – shortlisted for the FT/Schroders Business Book of the Year Award; finalist for the Lionel Gelber Prize Advisor to the G20, OECD, European Commission, and United Nations; former member of the OECD Global Partnership on Artificial Intelligence and the World Economic Forum’s Global Future Council on the New Economic Agenda Ranked in the top 0.5% of economists worldwide by IDEAS/RePEC; contributor to the Financial Times, Wall Street Journal, Foreign Affairs, Scientific American, and The Economist (By Invitation) Biography The paper that put 47% of US jobs at risk of automation – co-authored at Oxford by Carl Benedikt Frey and Michael Osborne in 2013 – reshaped the global policy debate and became one of the most cited works in social science that decade. Obama’s Council of Economic Advisors used its methodology. So did the World Bank and the Bank of England. The Economist later described Frey as an “accidental doom-monger”: his own reading of the evidence was considerably more nuanced than the headlines. That nuance became the subject of his first book. The Technology Trap (Princeton, 2019) – Financial Times Best Book of the Year and winner of Princeton’s Richard A. Lester Prize – argued that the real risk of automation is not that work disappears, but that organisations and governments mismanage the transition. Drawing on the Industrial Revolution and the Computer Revolution, Frey named the failure mode precisely: resistance to short-term disruption, he showed, tends to deny access to the long-term gains. His 2025 book How Progress Ends – shortlisted for the FT/Schroders Business Book of the Year Award – extends the framework to the question now central to board strategy: why do some organisations and nations sustain the capacity to benefit from new technology while others stagnate? Frey’s answer, built from 1,000 years of economic history spanning Song China to the present, identifies the balance between decentralised innovation and the institutional capacity to scale as the deciding factor. As Dieter Schwarz Associate Professor of AI & Work at Oxford’s Internet Institute and Director of the Future of Work Programme at the Oxford Martin School, Frey advises the G20, OECD, European Commission, and United Nations. His analysis appears in the Financial Times, Wall Street Journal, Foreign Affairs, and Scientific American. IDEAS/RePEC ranks him in the top 0.5% of economists worldwide. Key speaking topics Automation, AI, and labour market transformation The technology trap: historical lessons for the age of AI Why progress stalls – and what organisations and nations can do about it Workforce strategy in an era of technological disruption AI, inequality, and the distribution of economic gains Industrial policy and the geopolitics of technological leadership The economics of innovation: decentralisation, scaling, and competitive advantage Ideal for Boards and C-suite leadership teams navigating AI investment decisions and long-term workforce strategy CHROs and transformation leads developing evidence-based frameworks for workforce planning under conditions of technological disruption Policy and public affairs functions in sectors facing direct automation exposure – financial services, professional services, manufacturing Strategy and scenario planning teams in organisations with significant AI or digital transformation programmes Audience outcomes A historically grounded framework for distinguishing automation that displaces workers from technology that expands what workers can do – and why the difference matters for investment decisions A working understanding of the “technology trap” mechanism: how to identify institutional resistance before it becomes strategically costly Concrete criteria for evaluating workforce and AI investment decisions against historical patterns of disruption, transition, and recovery Insight into the macro-economic and geopolitical conditions shaping AI adoption – including what the US-China competition for technological leadership means for business strategy Sharper language and stronger evidence for board-level conversations about AI, workforce, and long-term competitive positioning

Why organisations work with Vivienne Ming Her «Tax on Being Different» framework quantifies – in economic and productivity terms – the cost organisations pay when marginalised workers must expend extra effort just to be assessed as equivalent. This is a measurement argument with commercial implications, not a values one. As Chief Scientist at Gild, she built machine learning models trained on 122 million professionals, making her one of the few people who has directly operationalised predictive AI for talent assessment at scale, outside a purely academic context. She reframes diversity from a compliance question into an optimisation problem: one that can be modelled, measured, and corrected using the same tools organisations already apply to operational decisions. Her research spans workforce, education, and health, giving her an unusually broad evidence base for what actually predicts long-term human capability, and what doesn’t. Published in Nature and Neural Information Processing Systems, and holding academic appointments at UC Berkeley and UCL, her arguments carry institutional credibility that applied consultants and conference speakers typically cannot match. Biography highlights Author of Robot-Proof: When Machines Have All the Answers, Build Better People (Wiley, 2026), which argues that human capital – not AI capability – determines the outcome of human-machine collaboration PhD in Psychology from Carnegie Mellon University; joint postdoctoral fellowship at Stanford University and UC Berkeley’s Redwood Center for Theoretical Neuroscience Former Chief Scientist at Gild, where she built ML models trained on 122 million professionals to assess human capability beyond conventional credentials Founder and Executive Chair of Socos Labs, an independent research institute applying AI and neuroscience to workforce, education, and health challenges Research published in Nature, Neural Information Processing Systems, and Neural Computation Ranked #5 on the Financial Times / OUTstanding list of the world’s top LGBT executives (2017); named BBC 100 Women (2017) and Inc. Magazine’s «10 Women to Watch in Tech» Chair, UC Berkeley Neurotech Collider Hub; Honorary Professor, UCL Global Business School for Health; board member, RFK Human Rights Biography Vivienne Ming built her career on a discomforting empirical observation: the hiring signals organisations treat as reliable – degrees, interview performance, institutional pedigree – do not predict what they claim to predict. She tested this at scale. As Chief Scientist at Gild, she developed machine learning models trained on data from 122 million professionals, looking for what actually distinguishes high performers from credentialled ones. The gap was substantial. Most organisations were optimising for proxies, not capability. That finding runs through everything she has done since. At Socos Labs, the research institute she co-founded with her wife Dr. Norma Ming, she has extended the question into education and health, examining what psychological constructs genuinely predict long-term life outcomes, and publishing that research in Nature and Neural Information Processing Systems. The argument is consistent: measurement systems in organisations are systematically broken, and the cost is borne most heavily by those who don’t fit the template. Her book Robot-Proof: When Machines Have All the Answers, Build Better People (Wiley, 2026) extends that argument into AI, making the case that human capital – not model benchmarks – determines whether human-machine collaboration produces anything beyond substitution. Her «Tax on Being Different» framework gives that cost a number. Drawing on large-scale HR data, it quantifies the additional credential burden that women, people of colour, and LGBTQ+ individuals absorb to be evaluated on equivalent terms. This is not a cultural argument. It is a productivity and innovation argument: one that has been delivered to boards and leadership teams at Google, Deloitte, and Salesforce, and presented at the Royal Society. She holds a PhD in Psychology from Carnegie Mellon University, with joint postdoctoral appointments at Stanford and UC Berkeley. She chairs the UC Berkeley Neurotech Collider Hub, holds an honorary professorship at UCL’s Global Business School for Health, and serves on the board of RFK Human Rights. In 2017, she was ranked #5 on the Financial Times / OUTstanding list of the world’s top LGBT executives. Her research and commentary have been featured in the Financial Times, Business Insider, Fast Company, and CNBC. Key speaking topics AI and predictive modelling of human capability The economics of talent assessment and bias Neuroscience of decision-making in organisations Diversity, inclusion, and the productivity cost of difference Human-machine collective intelligence AI applications in education, health, and workforce development Innovation methodology: solving ill-posed problems Ideal for CHROs and talent acquisition leaders reviewing whether their hiring signals are predictive CEOs and boards integrating AI into people decisions and workforce strategy DEI leaders seeking evidence-based, commercially framed arguments for systemic change Technology and innovation functions examining the limits and applications of AI in human contexts Audience outcomes A quantified, data-grounded understanding of what broken talent systems cost organisations in productivity and innovation A concrete reframe of diversity: not a moral obligation but a measurement and optimisation problem Practical questions to apply to their own hiring, promotion, and development processes Clarity on where AI reliably improves human assessment – and where it perpetuates the biases already embedded in the data A new vocabulary for capability that moves beyond credentials and credentials-adjacent signals

Why organisations work with Alexis Abramson A PhD in Gerontology from USC’s Leonard Davis School combined with 25 years consulting the product and marketing teams of L’Oréal Paris, Marriott, Walmart, and Procter & Gamble. The academic credential and the commercial track record rarely come together in the same person. Direct product build experience, not commentary. She helped launch the AARP Innovation Lab as Entrepreneur-in-Residence, built BMO Private Bank’s enCircle caregiving programme, and developed Century 21’s MatureMoves programme for agents selling into the boomer market. Two decades of quoted commentary in TIME, The Wall Street Journal, Forbes, Financial Times, and Entrepreneur, and hundreds of appearances on NBC’s Today, CNN, and MSNBC as the on-air expert on ageing and generational trends. The Emmy and Gracie Awards confirm she can explain a demographic shift in plain English. Ten years as a primary caregiver for her grandmother inform her work on caregiving as a workforce productivity issue. The material lands because she has lived it. Biography highlights PhD in Gerontology, University of Southern California’s Leonard Davis School of Gerontology Former AARP Entrepreneur-in-Residence; led the launch of the AARP Innovation Lab Developed BMO Private Bank’s enCircle caregiving programme, Century 21’s MatureMoves programme, and Delta Airlines’ mature-adult frequent flyer programme Consulted for L’Oréal Paris, Walmart, Marriott, Comcast, Northwestern Mutual, Procter & Gamble, Kimberly-Clark, Philips, Humana, Ameriprise, and Harvard University Featured in TIME, Forbes, The Wall Street Journal, Entrepreneur, Financial Times, and People; on-air expert for NBC’s Today, CNN, CBS, FOX, and MSNBC Emmy and Gracie Award-winning broadcast journalist Author of The Ultimate Longevity Guide, The Ultimate Caregiver, The 55+ Fact Book, STOP FRAUD, and Home Safety for Seniors Biography The 50+ consumer market is now the largest block of discretionary spending in most developed economies, and brands still misread it. Marketing teams design for a demographic that has not existed since the early 2000s. Product teams assume needs that never land. This is the territory Alexis Abramson has worked inside for 25 years. She trained first as a gerontologist at the University of Southern California’s Leonard Davis School, then moved into commercial consulting. Her client list includes L’Oréal Paris, Walmart, Marriott, Procter & Gamble, Kimberly-Clark, Comcast, and Northwestern Mutual. Her work is concrete. As AARP’s Entrepreneur-in-Residence she played a leading role in the launch of the AARP Innovation Lab. She built BMO Private Bank’s enCircle caregiving programme and developed Century 21’s MatureMoves programme for agents selling into the boomer market. She also shaped Delta Airlines’ frequent flyer programme for mature adults. Each required translating demographic research into a product a real customer would use. She is also the author of The Ultimate Longevity Guide, The Ultimate Caregiver, and STOP FRAUD, and an Emmy and Gracie Award-winning broadcast journalist. Hundreds of appearances on NBC’s Today, CNN, and MSNBC have built a skill most academics never develop. She can explain a demographic shift in two sentences an executive team actually remembers. Key speaking topics The longevity economy and 50+ consumer behaviour Multigenerational workforce dynamics Generational marketing strategy Product and service design for ageing populations Caregiving as a workforce productivity issue Demographic change as commercial opportunity Ideal for Marketing and brand leaders responsible for growth in mature or multigenerational consumer segments Chief Product Officers and product strategy teams designing for the 50+ market CHROs and people leaders running workforces with four or five generations in the room Board and C-suite teams setting strategy against long-horizon demographic change Audience outcomes A sharper read on where the 50+ consumer is actually spending, and where brands are consistently losing the sale Concrete examples of age-inclusive product and marketing design, drawn from her work with named brands A realistic view of caregiving as a workforce productivity issue with direct cost implications A framework for making the five-generation workforce a source of commercial advantage

Why organisations work with Andrew Scott His published distinction between an “ageing society” and a “longevity society”, developed in The Lancet Healthy Longevity and across his books, gives leadership teams a concrete alternative to deficit-focused demographic thinking, with direct implications for workforce design, business model adaptation, and long-term investment. His two books, The 100-Year Life (over one million copies sold) and The Longevity Imperative (2024, shortlisted for the FT–Schroders Business Book of the Year), translate macroeconomic and health research into specific decisions organisations face: how to structure careers, what skills to invest in, how to redesign pension and benefits frameworks. His academic research, including a paper in Nature Aging co-authored with David Sinclair and Martin Ellison, connects macro-economic strategy to the science of ageing itself, giving organisations a basis for anticipating how advances in health and geroscience will affect labour supply and workforce composition over the next two decades. As leader of the CEPR Research Policy Network on the Economics of Longevity and Ageing, he has an overall view of policy, academic research, and applied economic intelligence: not a commentator on the trend, but one of the people who defines the research agenda. His advisory roles at the UK Office for Budget Responsibility, and his prior work with HM Treasury and the Bank of England, mean he can brief boards on the regulatory and fiscal changes that longevity economics will drive – before those changes arrive on the agenda. Biography highlights Professor of Economics at London Business School; Principal Scientist (Economics) at the Ellison Institute of Technology, Oxford CBE, 2026 New Year’s Honours – for services to economics, research and public discourse Co-author of The 100-Year Life (with Lynda Gratton) – over one million copies sold; runner-up for the FT/McKinsey Business Book of the Year Award Author of The Longevity Imperative (2024) – shortlisted for the FT–Schroders Business Book of the Year; named one of the FT’s best summer economics reads Research Fellow, Centre for Economic Policy Research; leads the CEPR Research Policy Network on the Economics of Longevity and Ageing; member of the WEF Global Future Council on Healthy Ageing and Longevity Former Non-Executive Director, UK Financial Services Authority; former Managing Editor, Royal Economic Society’s Economic Journal; advisory board member, UK Office for Budget Responsibility; adviser to HM Treasury and the Bank of England Biography The 100-Year Life, co-authored by Andrew Scott and Lynda Gratton, has sold over a million copies. What made it resonate was not the data on life expectancy; it was the argument that longer lives require a fundamentally different structure for careers, organisations, and economic systems. That argument sits at the centre of Scott’s research at London Business School and the Ellison Institute of Technology in Oxford. Scott’s central distinction – between an “ageing society” and a “longevity society” – reframes longevity from a background risk into a strategic imperative. An ageing society focuses on supporting rising numbers of older people. The longevity society, as Scott defines it in The Lancet Healthy Longevity, demands that organisations prepare for fifty-year careers, not just older employees. The implication for workforce strategy, benefits design, and long-term investment is structural, not cosmetic. The Longevity Imperative (2024, shortlisted for the FT–Schroders Business Book of the Year) extends the analysis from individual careers into system-level change: health systems, fiscal policy, financial markets. Academic research published in Nature Aging with David Sinclair and Martin Ellison grounds this macro-economic framing in the science of ageing itself – connecting what medical advances mean for labour supply to decisions boards face today. Scott advises the UK Office for Budget Responsibility and has previously advised HM Treasury and the Bank of England. He co-founded The Longevity Forum and serves on the World Economic Forum’s Global Future Council on Healthy Ageing and Longevity. In 2026, he was appointed CBE for services to economics, research and public discourse. Key speaking topics Economics of longevity Demographic change and long-term economic growth Multigenerational workforce design Career reinvention and the 50-year working life Health, ageing, and the economics of prevention Fiscal sustainability and pension system reform AI, technology, and demographic change Business strategy and long-run demographic risk Ideal for CHROs and heads of people strategy at large, multigenerational organisations navigating career architecture and workforce planning for longer working lives Boards and senior leadership teams integrating demographic risk into long-term strategy alongside AI and geopolitical disruption Financial services leaders – asset managers, pension funds, insurers – whose business models are directly shaped by the structural economics of ageing populations Policymakers and public sector leaders with responsibility for labour market, health, or fiscal policy Audience outcomes A concrete framework – the ageing society vs longevity society distinction – for identifying where current workforce and business strategies are misaligned with demographic reality Clarity on the three-dimensional longevity dividend: what it means in practice to build for lives that are longer, healthier, and economically productive Specific implications for pension design, benefit frameworks, talent investment, and career architecture – not trend-watching, but decision-relevant analysis An evidence-based view of how advances in geroscience and health technology are likely to affect labour supply and workforce composition over the next two decades A new strategic vocabulary for the board conversation on longevity – one that moves from “ageing burden” to a concrete set of opportunities and organisational decisions