How a roundtable runs
Before. One question agreed with the host and set in the invitation, and, where it helps, a short anonymous question to each guest beforehand.
The first hour. The table puts its positions down. I chair, and keep a record of who disagrees with whom and why.
The turn. I play back what the table has said, and put the sharper question underneath the one it started with.
The close. The table agrees what it now thinks, and what each guest will take back.
After. A short written note to the host, with nobody named, that can go to the guests.
Who hosts one
Firms convening their clients, member networks and professional bodies, and boards or executive teams that want a longer session than a dinner without the formality of an away day.
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.
