In their respective careers, Kevin and Shawn have given hundreds of speeches and interactive presentations to audiences ranging from a few senior executives to gatherings of over 1000 people. Their audiences have ranged from undergraduate students to forums of Fortune 500 CEO's and board members. Their topics have ranged from idea generation, marketing, strategy, and finance to geopolitics and the future of higher education.




To discuss potential speaking engagements, please contact: 

Mr. Les Tuerk, President of BrightSight Group


  Generating New Ideas   Strategy    

Brainsteering: A Better Approach To Breakthrough Ideas. How can you or your company come up with powerful ideas for new products and services? Reinventing key business processes? Attracting new customers? Reducing costs? You could try traditional brainstorming, but everyone knows that's a hit-or-miss proposition. In this presentation, we explore ways to dramatically improve your ability to generate successful new ideas—whether working alone or leading a large team—using our proven-successful Brainsteering approach (for more information on the Brainsteering approach, click here or go to


The Secret of Sustainable Competitive Advantage. Having a sustainable competitive advantage is the single best predictor of success for a business. But, SCA has proven to be an elusive concept. Businessmen and academics have always struggled to determine whether a company really has one. This session lays out a new and rigorous approach called Value, Scarcity and Asymmetry (VSA) for testing whether your company (or a competitor) has an SCA, how strong it is, and whether it is likely to endure. The approach can be used to test both existing and proposed strategies, and can even be used to help identify new possibilities.

The Mindset of a Strategist. Strategists often get lost in the blizzard of frameworks and techniques, and the mountain of analysis produced via spreadsheet programs and the internet. But, good strategy is not a framework or an analysis. At its heart, strategy is the relentless pursuit of improvement in your position vis-á-vis all adversaries (competitors, customers, suppliers, or even regulators) who would wrest value away from you. The frameworks and analyses may be useful, but good strategy is more the outcome of your mindset and willpower than the specific approach you use. This session describes and explores the perspectives and mindsets that a mature strategist must have to rise above the limitations of techniques and tools to understand and develop good strategy.

Achieving Hyper-Growth: From Zero to a Billion in Four Years. What would be the ultimate pinnacle of successful growth? How about organically growing a company from a garage start-up to one with over a billion dollars in profitable sales in under four years? In fact, only about 35 companies have ever achieved this level of success (and another 30 have come close). Who are they? And what can you learn from them? What are the commonalities and differences in their strategies, organizations, and operations? Is it still possible today?

  The Retirement Market      
Postpone the Retirement Party. For the last several years, pundits and consultants have pushed the idea that the U.S. is on the verge of 78 million Baby Boomers retiring. Financial institutions are betting billions on the phenomenon. But until now, no one has actually "crunched the numbers"- and the results are shocking. Instead of a massive tsunami, the retirement market will see slower growth than anyone suspected, and will never be close to as large as has been portrayed. This talk lays out the math, an abundance of counter-intuitive findings, and a set of implications for financial institutions, governments and businesses that are sure to radically change your understanding and outlook.
CEO Transitions
Surviving (and Succeeding with) Your New CEO. Given current CEO turnover rates, the average top executive team of a public company has a 48 percent chance of getting a new CEO in the next 4 years. And, that doesn't even count the 25,000 teams whose companies will be acquired in that same period. Thus, the majority of top executives will face a situation in the next 4 years where their careers will suddenly be put in the hands of someone they may barely know or perhaps have never even heard of. How worried should they be about keeping their jobs? What are the real odds of being pushed out or demoted? If executives are pushed out, do they tend to land on their feet or do they fall dramatically? And most importantly, if executives do want to survive and succeed, what should they do differently? This session combines the first deep statistical research on the fate of such executives with the practical advice of over 20 CEOs who have determined the fates of their executive team members during one or more transitions. Of particular interest are lessons from the fate of those executives who "turned the CEO's first impression around"--for better or worse.