A globally recognised risk management leader with a record for building risk capability and culture in organisations of all sizes and across all sectors.
The work I have undertaken has brought risk management, governance and strategic insights to many organisations around the world and includes working with Boards and Executive teams in helping them to understand risk, align risk-taking with strategy, and understand how effective enterprise risk management (ERM) and governance drive bottom results and corporate value.
With the growing focus on Environmental, Social and Governance (ESG) and low carbon economies, the need for enhanced Reporting and Disclosure has become a key imperative for boards. Working with energy and financial services firms brings clarity and insight to unlocking and tackling the challenges of these new and fast emerging areas which have become a part of doing business, and ensuring a better future.
Establishing entire risk management functions and structures, setting up Risk Committees and the CRO / Risk Director function, organisational risk profile, risk communication and risk culture, policy development, establishing risk appetite, conducting risk maturity assessments and building organisational resilience are just some examples of client work completed for energy, banking, technology, engineering & construction and healthcare clients in all corners of the globe.
In addition, I’m regularly sought after by a number of organisations to share my experience and expertise in developing board members’ skills and capabilities notably in risk, governance and strategy, as a course facilitator and leader.
As a Global Ambassador for the Institute of Risk Management (IRM) and a past Regional Group Chair, is recognition of and reflects my standing in the global risk management community.
Energy, Renewables and Engineering
Some of the leading names in the industry around the world are counted among my clients.
The work with electricity and gas utilities, retailers, generators, transmission system owners, operators, developers, investors and regulators includes leading major strategic transformation programmes driven by regulatory change, innovation, consolidation and growth, and the changing way in which energy companies need to structure and shape their strategic imperatives and operations as part of a sustainable business model.
Renewables are growing and will continue to grow, but building an organisation which is financed, structured and managed to succeed in an ever-evolving business and regulatory environment is a risk for asset owners and operators. Getting to grips with the changing regulations, uncertainty of markets, societal demands, pandemics and natural disasters, and developing responsive strategies to seize opportunities, requires a depth and breadth of industry. The work undertaken with leading renewables firms has equipped enabled them to deal with these array of challenges and ensures they’re set to continue growing into the future.
Transforming oil & gas businesses by bringing enhanced risk management and governance capabilities and aligning their strategic planning and execution with risk-taking, has been essential to supporting these businesses in their energy transition journey. Whether driven by regulation, by stakeholder expectations and constraints, or by a desire to make a difference, it’s no longer business as usual.
I’ve worked at the forefront of electricity and gas market reforms for two decades, leading many organisations through their regulatory change journeys, and helping them to design and implement future-proof organisations. From understanding and responding to regulatory changes, establishing competitive retail operations and customer management solutions, to distribution management and energy & commodity trading & risk management, the work undertaken for over 50 leading utilities companies has been critical to their success.
Being a leader of the IRM’s global Energy & Renewables Special Interest Group is recognition of and reflects my standing in both the global energy industry and the risk management community.
Transformation, M&As, Integration
A large part of my executive life was spent working in senior executive and board roles. Executive roles with blue chip firms included managing major projects, leading the sales, business development and marketing functions, running entire operating divisions, and establishing new operations and business units.
The common challenge was growing the business be it by innovating or restructuring, or acquiring add-ons as part of achieving growth and scale, and ensuring sustained financial performance.
I’ve led over 10 successful acquisitions and integrations for businesses in technology, engineering & manufacturing and energy, from identifying acquisition targets, negotiating agreements and seeing them through to successfully delivering outcomes which have enhanced shareholder value and created opportunities for growth.
Transformation has been a constant theme; what we do today may not be how we need to be doing things in the future if we want to survive – and thrive.
Recent transformation work includes rapidly pivoting businesses towards a “new normal” of working in the Covid-19 pandemic world by driving strategic thought and implementing new approaches to delivery, and in leading major transformation programmes for large international firms in their quests to innovate and grow.
Financial services are a part of everyday life and something we take for granted. In recent years, following the crisis of late 2008 / 2009, changes to regulations, business models and customer demands have combined to drive the shape and direction of the financial services sector right around the world.
Among the greatest challenges have been new entrants offering new and innovative services and products, challenging the established traditional players and channels, and a raft of new and complex regulations which have impacted the way financial services providers do business.
Working with regional and global financial services firms to shape their businesses, help them to understand and implement solutions to address risk taking, regulation and reporting, and achieve compliance has been a centrepiece of my work for over a decade.
Delivering solutions to challenges as wide-ranging as Basel based capital adequacy regulations, IFRS, financial and regulatory reporting, liquidity management, and enterprise risk management to leading banks in the UK and around Europe and the Middle East have been highlights.
Notable areas of expertise include:
CRO & Risk Advisory
ERM development and implementation
Credit strategy & modelling
Retail banking customer strategy and analytics and digital strategy