I talk about what I have done, not what I have read.

Structure: why most companies that stall do not have a market problem but an org chart problem, and what you see when an operation is opened up from the inside.

International expansion: what actually changes when you operate across several jurisdictions, what costs more than you have been told, and which decisions have to be made before incorporating anything.

Artificial intelligence applied to business: what to automate, what never to touch, and how to tell a real saving from one that has merely moved somewhere else. It is the subject of my third book.

And the distance between starting a business and talking about starting one, which is the subject of the first.

Opening or closing keynote, thirty to sixty minutes. Panel or on-stage interview. Closed-door workshop for a management team, half a day or a full day.

I prepare each talk for the specific audience. A room full of small-business founders and the board of an established company do not need the same talk, and giving them the same one is why so many talks are forgotten on the way out.

Who is in the room and what they came for. How much time there really is, counting the delay that always happens. And, if it is recorded, who holds the rights.

What is not needed: sending me a script. If the talk has to be approved word by word, I am not the right speaker.