Andrew McAfee
Co-Director, MIT Initiative on the Digital Economy | Principal Research Scientist, MIT Sloan | Bestselling Author, The Geek Way & The Second Machine Age | Futurist
Vice Chairman, Ogilvy UK | Co-Founder, Ogilvy Behavioral Science Practice | Founder, Nudgestock | Bestselling Author, Alchemy | TED Speaker
Rory Sutherland shows leaders why the smartest answer is often the one that looks irrational on paper. Vice Chairman of Ogilvy UK, founder of Nudgestock, and author of Alchemy, he brings three decades of advertising practice and behavioral science to the stage. Senior audiences gain fresh, low-cost ways to rethink pricing, customer experience, and innovation, delivered with the wit that has made his TED talks favorites in boardrooms and business schools.
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Rory Sutherland is Vice Chairman of Ogilvy UK and one of the most original minds in modern marketing. Marketing speaker Rory Sutherland has spent more than three decades at Ogilvy, rising from graduate trainee to creative director before helping build the agency’s behavioral science practice. His central argument is simple and disruptive: people do not decide the way spreadsheets assume, and the organizations that understand this find value their competitors overlook.
Sutherland calls this “psycho-logic,” the reasoning people actually use, shaped by perception, context, trust, and status rather than pure utility. He co-founded Ogilvy’s behavioral science practice to put that idea to work, applying findings from psychology and behavioral economics to products, pricing, communications, and customer experience. He also founded Nudgestock, the annual festival of behavioral science and creativity that brings together practitioners from advertising, academia, and public policy.
His book Alchemy became a bestseller among executives and strategists for its case that the most effective solutions often look illogical at first. Drawing on evolutionary psychology, economics, and advertising history, it shows why a small change in framing can outperform an expensive change in substance. He later co-wrote Transport for Humans: Are We Nearly There Yet? with behavioral scientist Pete Dyson, applying the same thinking to how people travel. He writes “The Wiki Man” column for The Spectator, served as President of the Institute of Practitioners in Advertising, and has given three talks on the main TED stage, including “Life Lessons from an Ad Man” and “Sweat the Small Stuff,” which together have drawn millions of views.
As a speaker, Rory Sutherland pairs sharp wit with rigorous behavioral insight. His keynotes challenge senior audiences to question the assumptions behind their strategies and to see where perception, not performance, decides the outcome. Attendees leave with practical mental models for pricing, customer experience, innovation, and brand building, many of which require no extra budget, only a different way of looking at the problem. He is an outstanding choice for marketing summits, leadership conferences, financial services events, and any gathering focused on how customers and employees really make decisions.
Based on the thinking behind his bestselling book, this keynote takes apart the idea of the purely rational customer. Sutherland explains how trust, context, and perceived value steer decisions in ways that standard analysis rarely captures, and why some of the most profitable ideas in business would never survive a conventional cost-benefit review. Leaders come away able to spot hidden value in their products, pricing, and brand by thinking like behavioral scientists instead of classical economists.
Status signals, perceived effort, social proof, and framing shape buying and loyalty far more reliably than features or price. Sutherland walks audiences through vivid examples of small, inexpensive changes in presentation and positioning that produced outsized shifts in behavior. The takeaway is a practical lens for finding the moments where meaning, rather than performance, moves the customer.
Organizations that optimize only for efficiency tend to squeeze out the experiments that lead to breakthroughs. Sutherland argues for good-enough solutions over narrow maximizing and shows why real innovation usually looks irrational until it works. This lively session helps leadership teams make room for ideas a spreadsheet would reject and move past incremental thinking.
Classic strategy assumes that people are rational and predictable, yet loss aversion, default effects, and trust shape nearly every real choice. Sutherland shows leaders how to use these forces to design better decisions, build more resilient strategies, and communicate change in ways people accept. Especially relevant for financial services, healthcare, government, and any organization that depends on shifting the behavior of customers, employees, or citizens.
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