25 wordsProgramme listing
Steffanie Smith spent fourteen years running hospital operations. She now teaches leaders to decide at seventy percent confidence and correct in motion, instead of waiting.
About
An operator with a method
She spent fourteen years running hospital operations, where a decision deferred to the next meeting was a decision made anyway, and where every hour of hesitation had a name attached to it. She now takes that discipline to rooms full of executives, clinicians, operators and engineers who are waiting for a certainty that is not coming.
Positioning statement
For organisations where hesitation is costlier than error, Steffanie Smith is the keynote speaker who teaches leaders to decide at seventy percent confidence and correct in motion, because unlike the consultants and the case studies, she has run the room where waiting was not an option.
The promise to a room
You will leave with a decision you have been carrying for months, made, and a method for making the next one faster than this one.
What she is not
- Not a motivational speaker.
- Not a resilience or wellbeing speaker.
- Not a futurist.
Proof points, for anyone writing about her
- Fourteen years
- in hospital operations, ending as operations director of a 900-bed system.
- 40 to 50 talks a year
- roughly two thirds of it inside single organisations rather than at open conferences.
- Repeat bookings
- from the same client are the practice’s main growth channel. Buyers find it persuasive, so it is said plainly.
Biographies
Use verbatim. These are the approved lengths, and anything else is cut down from the hundred-word version rather than written fresh.
50 wordsEvent website
Steffanie Smith spent fourteen years running hospital operations, where a decision deferred was a decision made anyway. She now works with leaders in operationally complex organisations, teaching them to call it at seventy percent confidence and build the correction in, a method she calls Move at 70.
100 wordsIntroduction read from the lectern
Steffanie Smith spent fourteen years running hospital operations, most of it in rooms where the information was never complete and the clock never stopped. She learned that the organisations that struggle are rarely the ones that decide badly, they are the ones that decide late, and never put a number on what the waiting cost them. Today she works with leaders across health, logistics, utilities and engineering, teaching a method she calls Move at 70: decide at seventy percent confidence, sort your decisions by whether you can walk them back, and book the correction before you need it.