Three formats, all facilitated conversations
None of them is a talk. Each starts with discussion on one question set in the invitation, and I chair it from there.
The client dinner. Usually eight to fourteen clients, one question, three courses, the Chatham House Rule, and a note to the host afterwards. The format is set out at board dinners.
The breakfast. The same shape before the working day, in the firm’s own offices: a table of senior guests, one question, and a conversation that ends with something the table agrees.
The roundtable. Two to three hours with twelve to twenty senior guests, chaired under the Chatham House Rule and often followed by lunch.
What the host gets
A reason for clients to come, and to stay to the end.
A subject about the clients’ own organisations rather than the host’s services, so the invitation is worth accepting.
After a dinner or a roundtable, a short written note with nobody named, for the host to share with the people who attended.
The host’s own partners at the event, hearing what their clients are worried about.
Who hosts these
Law firms with general counsel and boards. Banks and private banks with their business clients. Wealth managers and family offices. Consultancies and accountancy firms. Professional bodies and member networks.
What I will not do
Speak for an AI vendor selling to the guests. Endorse the host’s services from the stage. Name the clients who attended, before or after the evening.
The three keynotes, and which one fits
Keynotes run 30 to 90 minutes, in person or virtual. A 30-minute main-stage version of each talk is available for conferences, and the full talk runs 45 to 60 minutes. The sector examples are chosen for each audience, around the same argument. All three, with the showreel, are at keynotes, and the programme copy is at the speaker pack.
Drift versus Design
Drift versus Design: why most organisations hand their judgement to AI without deciding to, and how to design your way through instead.
Most organisations are adopting AI by drift: a thousand reasonable decisions that add up to judgement nobody chose to give away. Rahim Hirji, author of SuperSkills, shows leaders which mode they are running, where AI sharpens judgement and where it weakens it, and hands them the controls.
We Are Superheroes
We Are Superheroes: AI is the suit. The human decides.
AI makes everyone faster, stronger and more capable. It does not decide; people do. Through a family story across four generations and three continents, Rahim Hirji hands the audience the seven human skills that grow more valuable as the tools spread. It is a talk about people first and technology second.
WTH (What the Human)
WTH (What the Human): a live test of a leadership team's own judgement.
Most leadership teams have never seen their own judgement on AI tested. In three acts, Rahim Hirji shows a leadership team what AI is changing in how organisations run, then ends with a live test of the team's own judgement, live and unrehearsed. The answers are the team's own.
