How do you make confident innovation and investment decisions in supply chains when uncertainty, stakeholder misalignment and execution risk are often bigger constraints than technology itself?
Supply chain leaders are under sustained pressure to modernise operations, improve resilience and unlock efficiency — often simultaneously, and usually with imperfect information.
In practice, progress is rarely blocked by a lack of ideas or technology. It is more often slowed by uncertainty about where to start, difficulty aligning stakeholders around priorities, and concern about committing capital without confidence that change will translate into real operational impact.
This meeting exists to create the conditions for better decisions. Not by presenting solutions, but by giving experienced practitioners the space to examine trade-offs, surface hidden constraints, and test thinking with peers facing similar pressures.
You will leave with clearer perspective on the decisions you are facing, greater confidence in the assumptions underpinning them, and a more grounded sense of which next steps are likely to create real momentum in your context.
Participants typically leave with:
– clearer framing of the problems that actually need solving
– a better sense of where to focus effort and where not to
– practical insights drawn from peers who have tried, failed, adjusted and learned
– increased confidence to align stakeholders around a coherent path forward
The aim is not consensus or a single “right answer”, but better judgement.
Roundtable discussions run in parallel at set points during the day, following whole-room sessions that establish shared context. Each roundtable focuses on a specific decision area or challenge and is facilitated to support practical, peer-level exchange rather than passive presentations.
The themes below reflect areas currently being explored based on participant interest and ongoing discussions. Final roundtable topics are confirmed as discussion hosts and participant interest become clearer.
Choose the roundtable that best reflects the decision you are currently working through — not the one you think you ‘should’ attend.
These whole-room sessions focus on the shared operating context — including common innovation blockers and enablers — that shape everyone’s decisions. Their purpose is to establish a common frame of reference, so that the roundtable discussions can focus on specific capability and decision areas with less ambiguity.
Decision-Led Data Foundations for Scalable Innovation:
Becoming a smarter buyer, not just a faster mover:
A practical, peer-led walkthrough of the upstream decisions that determine whether planning transformations succeed or stall before tools, vendors or programmes are locked in:
With supply chain CFOs, transformation leaders and innovators. Making the numbers work while keeping ambition intact:
Our session leaders are selected for their direct experience of tackling the challenges addressed in this meeting. They participate fully as peers in the room and remain engaged throughout the discussions, sharing practical experience and lessons learned from real decisions.
The day is designed to balance shared context with focused peer discussion, with time built in for informal exchange and follow-up conversations.
Settle in, meet other participants, and establish the context for the day.
Shared discussion exploring the operating context, including common innovation blockers and enablers shaping current decisions.
Focused peer discussion around specific decision areas, with groups re-forming across the day to explore different perspectives.
Time built in throughout the day to follow up conversations, explore overlaps, and connect around shared challenges.
A closing discussion to surface insights, identify areas for follow-up, and explore how ideas move forward beyond the room.
This meeting is designed for people working through real operational and innovation decisions, rather than those seeking presentations or general inspiration.
This meeting is for you if you are working through real operational or innovation decisions, are responsible for shaping outcomes, and value candid peer discussion over presentations.
This meeting is particularly relevant if your organisation is operating with limited transformation bandwidth, where innovation decisions must compete with day-to-day operational priorities, and where the cost of getting decisions wrong is high.
You may recognise this context if:
This format may not be a good fit if your primary objective or organisational context looks very different:
This meeting may also be less useful if:
Participation is confirmed through a short, staged process designed to ensure a good fit and a productive discussion for everyone in the room.
Start by registering your interest. This includes a short set of questions to help us understand your role, current priorities, and areas of interest. This helps us ensure the discussion remains relevant and peer-level.
We review each request to confirm that the meeting is a good fit, based on role, context, and the focus of the discussion. If it is, we’ll confirm your place by email.
In advance of the meeting, we may invite you to indicate which discussion areas are most relevant to you and to share any specific questions or challenges you’d like to explore. This helps us finalise the agenda and prepare the sessions so they reflect what participants are actually working through.
Once the agenda is confirmed, we’ll ask you to reconfirm your participation by selecting your roundtable preferences and providing a little more context. This step helps us balance the groups and ensure the discussions are as useful as possible.
Ahead of the day, you’ll receive a personalised agenda showing which roundtables you’ll be joining and suggested one-to-one conversations, along with visibility of who else will be attending.
At each stage, we aim to keep the process lightweight and transparent, while protecting the quality of the discussion for everyone involved.
