Keynote SpeakersDhiraj Mukherjee, co-founder of Shazam, is a global keynote speaker on leadership, AI and adapting to emerging technologies.
He helped grow Shazam from the original idea to over 100 billion uses. As a result, he was named one of ‘Europe’s Top 50 Technology Entrepreneurs’ by the Financial Times.
Since Shazam’s sale to Apple, Dhiraj has invested in over 250 leading AI and technology startups, including OpenAI (creators of ChatGPT).
Previously, he held senior roles in Financial Services, Technology, and Media and Entertainment, and holds an MBA from Stanford Business School.
Dhiraj’s expertise is in helping leaders build adaptable organisations, combining practical experience in building an iconic company with first-hand foresight into a technology-driven future.
Dhiraj Mukherjee’s Expertise:
Dhiraj Mukherjee advises corporate leaders to build organisations that embrace adaptability as a core competency. He guides executives to systematically create companies that learn, evolve, and reinvent themselves, rather than reacting to disruption after it occurs.
His advisory work with major corporations, including UBS, Eli Lilly, Unilever and PWC, gives him a deep understanding of how large organisations approach innovation and transformation across diverse industries.
His portfolio of 250+ investments across AI and emerging technologies provides a comprehensive source of innovation trends, business models, and success factors.
Dhiraj draws on learnings from 35 years of company building, enabling audiences to understand both long-term strategic thinking and actions they can implement immediately.
Dhiraj has engaged with policymakers, regulators, and enterprise leaders across the Middle East and Asia on building resilient, future-ready AI ecosystems.
He has shared global perspectives with senior officials at the Saudi Ministry of Culture, spoken at Fintech Forward Bahrain hosted by the Economic Development Board, and addressed leaders at Deloitte Middle East and First Abu Dhabi Bank.
More recently, his participation in the Seoul Future Conference has provided first-hand exposure to national AI strategies and governance approaches. As a result, this puts him at the intersection of leadership, policy, and emerging technology.
Dhiraj Mukherjee Speaker Topics:
Speech 1. Leadership in the Age of AI
GenAI has rapidly evolved from experimental to essential for growth in most organisations.
This creates a fundamental challenge for leaders to shift from early initiatives to seize the opportunity to scale AI in the enterprise.
Drawing on his experience as a founder, investor and early participant in the AI ecosystem, Dhiraj Mukherjee advocates “AI 2.0”: the shift from pilots to productive deployment across the organisation.
As a leading AI speaker, Dhiraj helps leaders understand how to make better judgments about where AI truly adds value and how leadership must innovate and evolve as AI becomes a core part of the workplace.
Speech 2. How to Adapt to the Future
Leaders today are grappling with ever-accelerating technological change, volatile geopolitics, and dramatic business and workforce transformation.
This keynote focuses on the leadership skills required to operate under uncertainty: building foresight, moving beyond rigid planning, and designing organisations that can evolve in real time.
Drawing on decades of experience building Shazam through multiple market cycles and advising global organisations, Dhiraj Mukherjee explores how leaders can learn while they lead to transform their businesses.
Dhiraj believes the best way to predict the future is to create it. He shares proven methods for re-inventing business and building lasting success.
Speech 3: Building the Workforce of the Future
Most organisations are still building teams for jobs that won’t exist in a few years’ time.
Technology is reshaping how we work, and the next generation of talent requires new skills to redefine the workforce.
In this keynote, Dhiraj Mukherjee focuses on the leadership challenge of pairing future talent with emerging technology.
Rather than optimising for specific skills or tools, he argues that organisations must rethink how they identify potential, develop people, and build teams to transform the workplace.
The focus is practical and grounded, helping leaders make better decisions about who to hire, how to lead, and how to prepare their workforce for jobs that don’t yet fully exist.
