Steven Nunez began his career as an AI practitioner back in the early 1990s. Over three decades, his path from engineering to executive leadership at Akkodis has revealed a core truth: leading a room is a technical operation. Whether he is managing a project proposal or a board-level presentation, Steven treats the human element with the same precision he once applied to code. He believes that the true “magic” of a discussion happens when the pressure of internal perception is removed, allowing for the authentic exchange of “battlefield scars” that drive the most interesting insights.
Why is moderation a natural evolution of executive leadership?
Steven Nunez explains how the goal of reaching a decision in a room is the same whether you are an AI practitioner or a moderator.
“I started as an AI practitioner back in the ancient times. Over the years, I realised that any seasoned leader has already been practising moderation. When you lead a group in a room, you are trying to reach a decision. To do that effectively, you need to identify those who can be contributors and draw insights out of them, especially if they are shy. Simultaneously, you have to dampen down the loud voices to reach a true consensus. Moderating was simply a natural evolution of the leadership I was already practising in the executive world.”
How do you use a cheat sheet to steer a conversation?
Steven Nunez distinguishes between the long-term people skills of leadership and the rapid, mechanical research required for moderation.
“Leadership is a deep people skill where you have the luxury of time to understand backgrounds. Moderation doesn’t offer that luxury. Because of this, I find moderation to be more of a mechanical operation. I rely heavily on research. I look up every participant’s LinkedIn profile and keep a ‘cheat sheet’ with two or three lines about each person and where they can contribute. This allows me to steer precisely. If someone is going on too long, I can politely pivot by saying, ‘That is very good; I think so-and-so might have an opinion on that.’ It ensures everyone’s ducks are in a row.”
Why are leaders more authentic in external peer groups?
Reflecting on sessions with The Ortus Club, Steven Nunez discusses how internal corporate hierarchies often lead to locked or cautious groups.
“I have observed that groups are becoming more polarised. Internal corporate groups often get ‘locked’ into opposing sides because of the power dynamic. People wonder if they should say something that their superior might dislike. External sessions, such as those with The Ortus Club, tend to be much more open. Because senior leaders are in a room with peers they don’t need to ‘pretend’ with, I find them to be a lot more forthcoming and friendlier. They are significantly different when they are in a ‘safe’ environment away from the pressure of internal perception.”
What acting techniques should leaders adopt to moderate better?
Steven Nunez suggests framing moderation as a performance to overcome public speaking fears and ensure the best idea wins.
“You have to get over any fear of public speaking; if a moderator looks uncomfortable, it immediately affects the room. I suggest adopting a persona. Frame your task as being a bit like an actor. There is a script and a desired outcome, but you must be flexible. You must research the industry thoroughly so you can ask the right questions. Arrive early to get comfortable with the acoustics. This is especially valuable for board-level presentations where you have to manage power dynamics while ensuring the best idea wins.”
How do you revive a dying discussion through curiosity?
Rather than acting as a knowledge presenter, Steven Nunez uses his research to trigger others to share their own expertise.
“That is where the research pays off. I never take the stance of a knowledge presenter; my job is to make sure everyone else shares their knowledge. If no one is talking, I’ll pull out one of my pre-prepared questions. I’ll say, ‘I’ve been wondering about this specific trend; how is it affecting your industry?’ Even if I know the answer, asking it as a curious observer triggers others to speak. To help maintain that openness with quiet people, frame it as gathering opinions, not suggestions. If they think they are just providing a potential option, they are much more likely to speak their mind.”
What is the one question every session should end with?
Steven Nunez shares his favourite final prompt for uncovering the crazy ideas that might have been missed during the main dialogue.
“I like to end by asking: ‘What question should we have asked you that we forgot?’ It’s a great way to throw a crazy idea on the table. There are always angles we haven’t approached, and that final prompt often triggers the most interesting insights of the entire session. It allows leaders to be authentic one last time before they return to their internal hierarchies. Reflection is vital; if you can’t look back and see what was missing, you can’t move forward to the next decision.”
Join the Conversation: The Ortus Club’s Executive Network
Across Steven’s insights on mechanical moderation, the actor persona, and the power of external safe environments, one pattern is clear: these challenges aren’t solved in isolation. They require a peer-level perspective and the kind of high-trust dialogue that transcends internal corporate hierarchies.
His vision of the “Moderator as Actor” reflects a broader reality: today’s AI and technology leaders cannot rely on technical data alone to reach consensus. The most effective executives, especially those managing complex project proposals and board dynamics, actively seek out peer dialogue as a strategic necessity to get their ducks in a row.
At The Ortus Club, we host curated executive roundtables that bring together senior leaders facing these exact challenges. Step away from the caution of internal settings and engage in the kind of open, high-value conversations that uncover the insights forgotten in the daily script of business.
Frequently Asked Questions
Q: What is Mechanical Moderation?
A: It refers to a research-driven approach where the moderator uses participant data and industry trends to systematically guide the flow of conversation, rather than relying on long-term personal relationships.
Q: Why should leaders distinguish between opinions and suggestions?
A: Asking for a suggestion implies a formal proposal that requires a decision, which can stifle input. Asking for an opinion invites broader, less risky participation, especially from more junior or quiet members.
Q: How does the Actor Persona help in moderation?
A: It allows the leader to separate their personal nerves from the professional role, ensuring they remain calm, follow the script of the meeting, and maintain the acoustics and energy of the room.
Q: Why is external peer dialogue more authentic?
A: Without the pressure of internal reporting lines or power dynamics, senior leaders feel free to discuss failures, “battlefield scars,” and experimental ideas that might be deemed risky in an internal setting.
Q: How do you handle loud voices in a board meeting?
By using a polite pivot, acknowledging the point, and immediately redirecting to another participant based on pre-prepared research. A moderator can maintain balance without being confrontational.
