They end with the executive committee discussing what they heard over the following Monday’s breakfast. What I do on stage isn’t to entertain or motivate. It’s to deliver three or four uncomfortable ideas, backed by data and real cases, that force the audience to look differently at what they thought they already understood.
“I leave the room when the silence before the questions lasts longer than the questions themselves.”
A representative sample — not an exhaustive list. Each one is tailored to the context, audience and language of the event. I work with the organizer to define the most useful angle; I don’t read from templates.
What belongs to the board and can’t be handed to the CEO or the family: long-term strategy, succession, the control system, identity. What a board that does these poorly can never make up for, no matter how well it does the rest.
The most recurring conflict, often disguised as a good relationship between chair and CEO. How to draw the line between oversight and interference, which decisions to truly delegate, and how it gets redrawn when the company’s cycle changes.
The umbrella keynote. It dismantles the idea that better talent equals a better board and shows how the invisible architectures of the room explain almost every major contemporary corporate failure.
Based on my direct practice using AI in my own boards and committees. What really transforms the director’s work, where the confidentiality risks lie, what to do this week and what to leave for next year. No tech demos.
What role the board plays when the company goes through structural change — technological, regulatory, generational. How to preserve memory and direction without slowing the speed that’s needed.
The cognitive biases directors bring into the room — evolved to survive in small groups, not to deliberate on billion-dollar mergers. How to neutralize them without pretending to eliminate them.
Why the board’s risk map rarely includes the risks that actually sink companies. How to widen the lens without falling into paralysis by excess.
Why the most harmonious boards are often the worst at deciding, what the evidence says about productive dissent, and how a chair designs a room that can disagree without breaking.
What a board should borrow — and what it must reject — from management’s high-performance team models. Why a board isn’t just a larger executive committee, and how collective performance is built when members see each other only eight times a year.
Minutes, no Q&A. Ideal to open or close a conference.
Minutes, with a substantial Q&A block. The questions are where something actually changes.
Day. 20-60 participants. Board work in workshop format, with real cases.
A conversational format, especially useful for executive programs.
Spanish (native)
English (fluent)
Chile · Argentina · Perú · Ecuador · Uruguay · Colombia · Panamá · México · Brasil · United States · Spain · United Kingdom · Czech Republic
Fees available on request, defined by geography, format, language and total time involved — including preparation with the organizer beforehand, which in many cases matters as much as the time on stage.
I travel internationally. Travel costs outside Chile are agreed separately. For confidential or NDA-covered events, I adjust the format and examples accordingly.
Send me the date and place, expected audience and desired format. I respond within 72 hours with availability, fees and a proposed angle most useful for your audience. If we move forward, we hold one or two calibration meetings before the event. Contracts, invoicing, travel logistics and materials are handled by my team.