Speaking Engagements

I am drawn to speaking engagements that allow for serious, reflective conversation about adult identity, excellence, and the hidden cost of functioning well. If you're seeking a speaker for your organisation, event, or forum, let's connect.

The Work I Bring Into Rooms

I’m particularly interested in speaking engagements within:

  • professional and leadership contexts where high standards, responsibility, and performance are central to daily work

  • organisations supporting high-functioning staff who carry sustained pressure and complex expectations

  • universities, training institutes, and professional forums exploring adult development, moral psychology, and identity beyond diagnostic frameworks

  • faith and values-based settings interested in thoughtful conversations about worth, responsibility, discipline, and rest

My work is best suited to audiences looking for depth and clarity rather than motivation, and for conversations that give language to experiences people are already navigating in their professional and personal lives.

What to Expect

My speaking centres on naming the structures that shape adult life but are rarely examined. I speak about how excellence, responsibility, self-command, and performance become organising principles, and how these principles quietly govern how people work, relate, and measure their worth. I don’t offer motivation or techniques. I offer language and frameworks that help people see the systems they are already living inside, often for the first time. The value of the work lies not in resolution, but in recognition, and in the clarity that follows when something accurate is finally named.

A Successful Engagement

One engagement that stands out was a facilitated reflective session with professionals working in high-pressure, responsibility-heavy roles. It wasn’t framed as a keynote or a performance, but as a serious conversation about how people learn to function, carry authority, and manage themselves under expectation.

What made it successful was recognition. People stayed unusually still. There was very little note-taking at first. Several participants said afterward that it was the first time a framework had described their inner experience without pathologising it or asking them to change. The discussion that followed was slower than usual, but deeper. People spoke less defensively. They didn’t ask for tools. They asked better questions.

The success of the session wasn’t measured by applause, but by what happened after. People continued the conversation in smaller groups. Managers requested follow-up sessions. Participants described feeling named rather than motivated, and steadied rather than stirred.

That is typically when the work lands. Not when people feel uplifted, but when they feel accurately seen and are able to think differently about how they are organised.