These are the questions event organisers, chief people officers and leadership teams actually ask before booking, answered the way I would answer them on a call. No hedging, and where a number exists, the number.
An AI keynote speaker helps a leadership audience understand what artificial intelligence changes about their work, their decisions and the skills their people need, in a single session of 40 to 90 minutes. The useful ones do less explaining of the technology and more equipping of the humans: what to protect, what to build, and what to do differently on Monday. My sessions focus on one question: as AI takes the tasks, where does human judgement have to remain?
Ask four things. Whether they have a framework rather than opinions. Whether they have built organisations rather than only commented on them. Whether the talk is customised to your audience or delivered identically everywhere. And what they want your audience to do differently afterwards. If the answer to the last one is vague, keep looking.
A keynote is 40 to 90 minutes, built to change how a large audience thinks. A workshop is a half day or full day with a smaller group, built to change what they do. Many organisations book a keynote to open an event, then a workshop for the leadership team the following day. I deliver both.
My keynotes run 40 to 90 minutes depending on the slot, with optional audience Q&A and breakout facilitation. In person or virtual. Every session is tailored: I work with your team in advance to understand the room, the sector and what the event needs to achieve.
Three to six months ahead for in-person keynotes is ideal. Virtual sessions can sometimes be arranged on shorter timelines. Later slots in a calendar year fill first.
Format, location and preparation. A virtual session, a London keynote and an international conference are priced differently because they cost different amounts of time to deliver well. I keep a small number of slots each year for schools, charities and universities. Ask, and I will give you the range on a call.
A shared language for where judgement stays human, a way to locate their own organisation on the drift versus design matrix, and specific decisions they can act on the next morning. In post-session surveys to date, all surveyed audiences reported the session valuable and said they would hear the talk again.
Yes. I am based in London and have delivered recently in Istanbul, Dubai, Singapore, Madrid and across Canada. I deliver across the UK, Europe, the Middle East, Asia and North America in person, and worldwide virtually. All sessions are in English.
Yes. I have delivered in Dubai and Istanbul and am available across the Gulf, and I have delivered in Singapore and am available across Asia Pacific. My earlier career included leading Quizlet's international growth across more than 60 countries, so the case studies travel.
Yes, differently. A virtual session trades the energy of a room for reach and repetition: it can be recorded, clipped and shared internally. I build virtual sessions shorter and more interactive than stage keynotes because attention behaves differently on screen.
SuperSkills is a framework of seven human capabilities that grow more valuable as AI advances: Curiosity, Change Readiness, Big Picture Thinking, Empathy, Global Adaptability, Principled Innovation and Augmented Mindset. It is the subject of my book, SuperSkills: The Seven Human Skills for the Age of AI (Kogan Page, 2026), and is built on seven years of research across more than 200 organisations in over 30 countries.
Drift is what happens when an organisation adopts AI through a thousand reasonable, unmade decisions until its judgement has moved without anyone choosing. Design is the deliberate alternative: deciding in advance where human judgement has to remain, and building the work so it cannot slip out unseen. Where an organisation sits depends on two things: awareness, and the agency to act on it.
Synthetic seniority is when a junior produces work that looks like it came from someone with ten years of judgement, except the judgement is the model's. The work product is senior; the person is not. The organisational risk is a pipeline that looks productive for three years and produces no senior people in fifteen.
A future of work speaker covers broad trends: remote work, automation, generational shifts. An AI capability speaker goes deeper on one question: what do humans need to get better at now that machines can do more of the tasks? My talks are the second kind.
Not by usage. Licence counts and adoption dashboards measure how much has been handed over, not whether anything got better, and teams learn to perform the metric. The better questions: which decisions improved, where does verification actually happen, and who owns the time AI returns. If those cannot be answered, the organisation is measuring theatre.
Uneven adoption is when some of a team runs with AI and some barely touches it, with no point at which everyone is brought to the same level. It is the most common failure pattern in AI rollouts, and it leaves a firm busier without being better, because the work now moves at two speeds with one accountability structure.
Decide in advance where a human has to stand, say it out loud, and give that person the standing to stop the work. Then check any machine-assisted work with three questions: who verified it, against what source, and who bears the consequences if it is wrong. Answer all three without hesitating and the work has been designed. Stumble on any one and it is drifting.
Conference organisers who want the audience to leave with something to do rather than only something to think about. Chief people officers and L&D leaders framing a capability programme. Boards and executive teams wanting a private session on decision quality or AI strategy. And schools, charities and universities preparing people for what comes next.
Often. Some organisations bring me back to work with the leadership team on what the talk surfaced; others want advisory across a year. Every engagement starts with the sponsor, then a short fact-find, then conversations across the business before I offer a view on anything.
Yes. Bulk orders are available for events, and for larger events branded editions can be arranged. Books extend the session: every attendee keeps the framework on their desk.
A bureau takes a commission and acts as intermediary. Booking directly through this site means working with me from the first conversation, which makes customisation faster and lets a keynote combine with workshops or advisory. I work happily both ways.
Yes. Half-day and full-day workshops for leadership teams, usually following a keynote, built to turn the frame into decisions. A keynote changes how a room thinks; the workshop decides what it does next.
Most AI speakers explain the technology. Rahim's subject is what the technology does to human judgement, and his sessions tell rooms something they do not especially want to hear: that the risk is not what AI can do, but what their people quietly stop doing. He is the author of SuperSkills (Kogan Page, 2026) and his research covers more than 200 organisations across 30 countries.
Through the enquiry form on the contact page, which reaches him directly and gets a reply within 24 hours. Or book a 30-minute call. There is no agency between you and him unless you come through a bureau.
I did. Everything on this site is written by a human or with human judgement in the loop, which given the subject of the book felt like the least I could do.
If your question is not here, or you would rather talk it through, most engagements start with a short call.