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Jennifer Brown
Leadership + Culture, Future of Work Jon Stinson 9/2/26 Leadership + Culture, Future of Work Jon Stinson 9/2/26

Jennifer Brown

Founding Luminary, Coqual's Luminary Exchange, Jennifer Brown Speaks

Change isn't something leaders manage anymore. It's the environment they lead in.

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Tony Bynum, MBA, MDM
Leadership + Culture, Future of Work Jon Stinson 9/1/26 Leadership + Culture, Future of Work Jon Stinson 9/1/26

Tony Bynum, MBA, MDM

Associate Professor of Practice & Director, ID Executive Academy, LYMNL / IIT - Institute of Design

The longevity of your organization or company is limited to the extent that it is defined by what you sell or make rather than by what you do to meet the higher-level needs of the economic buyer of your products and services.

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Kate Devlin, Ph.D.
AI & Work, Future of Work Jon Stinson 8/27/26 AI & Work, Future of Work Jon Stinson 8/27/26

Kate Devlin, Ph.D.

Professor of Artificial Intelligence & Society, King's College London

The biggest misconception about AI is that if people know how to use it, they will love it – but that's just not the case.

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Shelley Huff
AI & Work, Future of Work Jon Stinson 8/27/26 AI & Work, Future of Work Jon Stinson 8/27/26

Shelley Huff

Co-Founder & CEO, The Interval

The biggest misconception about burnout is that people know they have it. Most executives only discover they were burned out after they've already walked away.

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Charline Li
Leadership + Culture, Future of Work Jon Stinson 8/26/26 Leadership + Culture, Future of Work Jon Stinson 8/26/26

Charline Li

Founder & CEO, Quantum Networks Group

The biggest risk with AI isn't moving too fast — it's hesitating too long. Hesitation, not technology, is what kills companies. Stop asking if your AI is ready. Ask if your strategy is.

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Jennifer D. Sciubba, Ph.D.
Future of Work, Talent Strategy Jon Stinson 8/17/26 Future of Work, Talent Strategy Jon Stinson 8/17/26

Jennifer D. Sciubba, Ph.D.

President & CEO, Population Reference Bureau

I challenge the assumption that uncertainty is something leaders should hide. In complex environments, acknowledging uncertainty while providing clear direction builds more trust than false confidence.

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