Dhiraj Mukherjee

Co-Founder, Shazam, Tech Entrepreneur & Investor

Fee band breakdown

AA
Over £100k
A
£50k to £100k
B
£25k to £50k
C
£10k to £25k
D
£5k to £10k
E
£5k and below

Please note these fees are just a guide and can differ depending on specific event details.

Since being a part of growing Shazam from startup to 100million users and then acquisition by Apple, Dhiraj has become an investor in technology and AI businesses and an influential voice on leadership in the age of AI. He explores how organisations can adapt to rapid changes in technology, how leaders build resilient, adaptable teams, and how to innovate in an unpredictable world.

Speaking Topics

  • Artificial Intelligence / AI
  • Innovation
  • Leadership
  • Next Generation
  • Strategy

Biography

Dhiraj Mukherjee is the co-founder of Shazam, the pioneering music recognition app that grew to over 100billion users before being acquired by Apple. Named one of Europe's Top 50 technology entrepreneurs by the Financial Times, Dhiraj now invests in cutting-edge startups, backing the next generation of innovators with a particular focus on AI and emerging technologies. His investment portfolio spans over 250 businesses, including OpenAI.

As an early explorer of digital disruption, Dhiraj has helped guide companies from concept to market, navigating financial crises, securing investment and driving rapid growth. He has held senior roles in financial services, technology, media and entertainment, and advised organisations including UBS, Eli Lilly, Unilever and PwC, helping them navigate disruption and build resilient, adaptable organisations. With over 30 years of investment, building growth, and understanding trends, business models and success factors across AI and emerging technologies, he has become an influential voice in leadership in the age of AI.

 Dhiraj explores how leaders can build organisations that embrace adaptability as a core competency, systematically creating companies that learn, evolve and reinvent themselves rather than reacting to disruption. He addresses the leadership challenge of scaling AI, moving from pilots to productive deployment, and making better judgements about where AI truly adds value. He also examines how leaders can operate under uncertainty, build foresight, move beyond rigid planning and design organisations that can evolve in real time. He addresses how to pair future talent with emerging technology, rethinking how organisations identify potential, develop people and build teams for jobs that don't yet exist.

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