Speaking

Spoken at

Topics

What I Speak On

[BRIEF FRAMING — e.g., "Each talk is researched, current, and tailored to the audience. Below are the core topic areas — talks can be shaped into keynotes, fireside conversations, workshops, or panel contributions."]

[TOPIC 1 — e.g., "Leadership in Uncertain Times"]

[BRIEF DESCRIPTION — e.g., "Drawing on decades of executive experience, this talk examines how effective leaders make consequential decisions under conditions of ambiguity, rapid change, and competing pressures."]

[TOPIC 2 — e.g., "China and the Global Economy"]

[BRIEF DESCRIPTION — e.g., "A clear-eyed, non-ideological examination of China's economic trajectory, its role in global supply chains, and what business and policy leaders need to understand to operate effectively in this environment."]

[TOPIC 3 — e.g., "Building Institutions that Last"]

[BRIEF DESCRIPTION — e.g., "What separates organisations that endure from those that don't? This talk distils lessons from [X] years of governance and executive leadership into principles that boards and management teams can apply immediately."]

[TOPIC 4 — e.g., "The Human Side of Transformation"]

[BRIEF DESCRIPTION — e.g., "Digital and organisational transformation is rarely a technology problem. This talk explores the cultural, interpersonal, and leadership factors that determine whether change actually takes hold."]

Abstracts

Selected Talks

Keynote [TOPIC AREA]

[TALK TITLE 1 — e.g., "What Forty Years of Leadership Actually Taught Me"]

[ABSTRACT ~150 WORDS — e.g., "Most leadership advice is written by people who have observed leaders. This talk is different. Drawing on four decades in executive roles — including [SPECIFIC EXAMPLES OF ROLES/CHALLENGES] — Delin Xie shares the unvarnished lessons that shaped [his/her] approach to the work. The talk covers the moments that tested [his/her] judgement, the decisions [he/she] would make differently, and the principles that proved durable across very different organisations and contexts. It is not a self-congratulatory retrospective. It is an honest reckoning with what it takes to lead well — and what gets in the way. Audiences consistently describe this talk as 'the most useful conversation I've had this year.' Appropriate for senior leadership programmes, board retreats, and professional associations whose members are in or approaching senior roles."]

Workshop [TOPIC AREA]

[TALK TITLE 2 — e.g., "Decision-Making Under Pressure: A Practitioner's Framework"]

[ABSTRACT ~150 WORDS — e.g., "Every leader has, at some point, made a consequential decision with incomplete information, limited time, and significant downside risk. This interactive session is built around that reality. Rather than presenting a theoretical model, Delin works through real decision scenarios — drawn from [his/her] own experience and current events — and invites participants to apply a structured framework in real time. The workshop is designed for groups of 12 to 60 and runs between 90 minutes and half a day, depending on the level of depth and discussion the organiser wants to build in. Participants leave with a decision-making checklist they can apply immediately, and a clearer sense of their own default patterns and blind spots. Particularly effective for MBA programmes, corporate leadership academies, and senior government training cohorts."]

Keynote [TOPIC AREA]

[TALK TITLE 3 — e.g., "The Case for Optimism (and the Work It Requires)"]

[ABSTRACT ~150 WORDS — e.g., "It is easy to be pessimistic about [INDUSTRY/TOPIC]. The headlines are grim, the challenges are real, and the pace of change is disorienting. This talk argues for a more nuanced position — not naive optimism, but grounded confidence that the right choices, made by the right people at the right time, still determine outcomes. Drawing on [SPECIFIC EXAMPLES], Delin maps the conditions under which [INDUSTRY/SYSTEM] can improve, the levers that actually move things, and the mindset that allows leaders to stay effective when the environment is difficult. It is a talk designed to leave audiences energised rather than overwhelmed — with a clear sense of where to focus, what to let go, and why the next decade is worth fighting for."]

Formats

How I Can Appear

Keynote

30–60 minute presentations for conferences and major corporate events, in-person or hybrid.

Workshop

Interactive half-day or full-day sessions for leadership teams, executive programmes, and MBA cohorts.

Panel

Moderated contributions and panel participation on [TOPIC AREAS]. Available to chair as well.

Fireside Chat

Long-form conversations with a skilled interviewer — well-suited to internal leadership summits.

Academic Lecture

Guest lectures for business schools, policy programmes, and executive education, with Q&A.

Virtual

All formats available remotely. Geographic reach is global — North America, Europe, and Asia-Pacific.