A Space For Leaders To Learn & Develop With Peers & CEOs You Admire

Is Your GTM Motion Outdated and How Would You Know?

The playbooks that got you here were built for a buyer journey that is changing fast. Channels are saturating, outbound is being commoditised by AI, and the best GTM talent now screens companies before accepting roles. This session debates how to honestly audit whether your go-to-market is still working and what it actually takes to change it when your team's identity is built around the old approach.

How Do You Grow Your People When You Can't Hire?

Hiring pauses do not have to mean capability pauses, but for most companies that is exactly what happens. This session debates what deliberate internal development actually looks like when there is no budget, no clear promotion path, and a team that is already stretched. The hard question: how do you develop someone without implicitly promising them something you cannot deliver?

When the People You Manage Used to Be Your Peers?

You have been at this company for years. You know where the bodies are buried, you have history with almost everyone in the building, and some of your direct reports were until recently your friends, your lunch companions, or the people you vented to about the previous boss. Now you are the boss. This session debates one of the most personally uncomfortable transitions in leadership: how to build the professional distance the role requires without becoming a different person, losing the relationships that made you effective, or overcorrecting into the kind of formal, guarded behaviour that makes everyone around you uneasy. There is no clean answer and no framework that makes it comfortable. But there are CEOs in this room who have navigated it, and that is worth more than any theory.

AI Could Be Making Your Team Busier, Not More Productive. What Are You Doing About It?

The research signal has been consistent for months: AI tools are intensifying workloads, not reducing them. Teams are producing more output but not getting hours back. This session debates what genuine AI-enabled productivity looks like versus adoption for its own sake, and what a CEO should do when the evidence suggests their AI spend is creating work rather than eliminating it.

Trust Is Your Scarcest Resource and You Are Probably Spending It Without Noticing

Most CEOs believe they are trustworthy because they are consistent. But consistency and transparency are different currencies. This session debates the specific ways new CEOs quietly erode trust, through information they do not share, feedback loops that break down, and signals they do not see until it is already a problem. The uncomfortable question: how do you know whether your team is being fully honest with you right now?

Board Management Is a CEO Skill. Are You Actually Good at It?

Most new CEOs treat the board as an audience to impress or an obstacle to manage. The ones who last longest treat it as a resource and know how to use it as one. This session debates what genuinely good board management looks like versus what most CEOs actually do, and focuses on the one thing that separates the two: the willingness to share difficult information before you are forced to.

Your Calendar Is Your Strategy. So What Does It Actually Say?

The evidence is consistent: most new CEOs have their time ratio inverted, spending the majority of time in the business rather than on it. This session uses real, anonymised calendar data as the starting point for an honest conversation about strategic time allocation, what it actually takes to shift the ratio, and what strategic work is not getting done because you are still in the operational stream.

Who Do You Actually Call When You Are Genuinely Unsure?

Research shows 27% of CEOs struggle with significant loneliness and isolation, but the real issue is more specific than that. It is the absence of a single person you can be fully honest with about the business. You cannot be fully candid with your board, your team, your investors, or often your partner. This session is a frank conversation about what a real support infrastructure looks like, why most CEOs do not have one, and what it costs them in decision quality.

How Much of Your Organisation's Energy Is Just Performance?

Pre-meetings before the real meeting. Decks nobody reads fully. Status updates that serve anxiety rather than alignment. Most organisations are running a hidden second job, the management of being seen to manage. This session debates how much coordination overhead is genuinely necessary versus structural waste, and what it takes to recover that capacity without destroying the sense of inclusion people depend on.

Is Your Pricing Wrong?

A 5% improvement in price realisation typically produces more bottom-line impact than a 20% reduction in costs. Most SMB CEOs are significantly undercharging, not because they do not know it, but because fixing it means having difficult conversations with the customers who got them here. This session debates the psychology behind pricing decisions, what is actually at risk when you raise prices versus what you believe is at risk, and what it takes to make one change in the next 90 days.