Antony Griffiths Email and Phone Number
As the world emerges from this post pandemic era many of the established business norms are under challenge. Additionally, the world is a less certain place given geopolitical tensions and greater stresses in the economy. For businesses to survive and thrive in these circumstances it is crucial to have a clear set of principles. To cut through the noise and complexity, we offer business leaders a powerful yet simple framework to drive practical discussions about complex problems, across multi-disciplinary teams. Ultimately, so everyone fundamentally understands what the business is trying to achieve and how their role contributes to that objective. This strategic clarity enables people to know what they need to focus on and more importantly, ignore. Our core framework summarises the essential principles of business, financial and people strategy which can then be applied to a broad spectrum of business challenges. Effectively, it provides a common language and logic for complex, non-routine decisions so that teams can systematically resolve problems together. Throughout my 25 plus years in Accounting, Real Estate, Risk Management and Financial Services I have seen many great businesses grow and develop. What has set the most successful apart from the rest has been those that:o have a clear and focussed goal;o engage the full resources of the organisation and regard their people as their most important asset;o underpin the business with a focussed financial strategy to reinforce the business through the cycle; o embrace diversity and inclusion of people’s background and experience to enhance both their offerings and workplace; ando leveraging their scarce management time by empowering their peopleIt has also been my experience that businesses which highly value accountability and integrity in their people, and create a strong risk culture, set themselves apart from the others; such that opportunities are taken and should issues arise remedial actions are swiftly taken. Bamboo exists to build internal strategic capability and confidence to deepen engagement and optimise Return on Time and Capital. In a very busy, noisy world we believe “Less is more” – clarity, focus and momentum drive impact. If you believe Bamboo could help strengthen your team's strategic capability, please get in touch.
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Executive ConsultantBamboo Growth ConsultingSydney, Nsw, Au -
Executive ConsultantBamboo Growth Consulting Feb 2022 - PresentSydney, New South Wales, Australia -
Executive Director - Prudential & Capital Markets Division, Risk Management GroupMacquarie Group Sep 2009 - Jul 2019Sydney, AustraliaLed the Prudential & Regulatory Affairs team at Macquarie from out of the GFC and through the greatest period of banking regulatory change and reform, the Basel III and associated reforms as implemented by Australian Prudential Regulation Authority (APRA).All Macquarie’s material interactions with APRA come through P&RA. P&RA has responsibility for making the final adjudication on all APRA regulatory compliance determinations e.g. critical decisions: capital requirements for transactions & products; submissions on regulatory change, design and development of strategy and review of metrics for senior management and Board engagements with APRA. The scope of the PRA remit required a deep understanding across the risk spectrum including: Credit Risk, Market Risk, Enterprise/Operational Risk (incl. IT & Cyber Risk Management), Liquidity Risk, Risk management and the BEAR regime. For regulatory reform the role required providing leadership in ensuring that the impacts to Macquarie were the most appropriate in line with the regulatory requirements.Key to the role is the close collaboration & partnership across all the risk areas, particularly Compliance (in Australia for the ASIC and AUSTRAC / KYC / AML requirements and offshore for matters such as Dodd-Frank and MiFid II) and Internal Audit. Additionally, Capital and Liquidity Management with Group Treasury was crucial to the ongoing review of the capital requirements for positions and businesses e.g. are the returns continuing to be appropriate for the risk; and the raising of hybrid capital requiring APRA regulatory approval.All delivered with a global team of 30 (incl. 9 Directors), in Sydney, London, New York, Singapore & Delhi.A member of the RMG's Executive Leadership Committee where the leadership of RMG met regularly to review the performance of the Group and the developing issues in Risk management across all facets of risk, as well as discussing and influencing the strategic vision for RMG. -
Coo Of Real Estate Group - Executive DirectorMacquarie Group Apr 2007 - Aug 2009Sydney, AustraliaThis dynamically evolving role reported to the Head of Real Estate delivering business insights for the entire period. Commencing as a sole practitioner in the Business Management role in 2001 I was responsible for the development of this function into a full-service COO middle office operations function. Over that time the team grew to circa 35 people across the following key services:• Financial Management• Capital Management, Equity and Credit Risk Review• Strategy Development• Budget Development and Monitoring• Real Estate Research• Tax (direct and indirect)• Information technology• Human resources (Recruitment and Staff development)• Business Operational Risk• Communications• Office logisticsThis was delivered to the Real Estate Group of over 650 employees, in 8 countries across 12 locations for a platform of over $20 billion of assets under management (including associates) and over $5.0 billion of on balance sheet assets (loans, equity investments, asset investments, and platform interests.) across Australia, Asia, Nth America and UK. Through the GFC in late 2008 and 2009 worked to restructure/sell down asset positions both on and off-balance sheet as well as refinance debt and raise equity for unlisted real estate funds. This achieved significant returns for stakeholders in managing risk and liquidity. -
Head Of Business Management - Real Estate DivisionsMacquarie Group Feb 2001 - Mar 2007Sydney, AustraliaThis role was the precursor to the Real Estate Group COO role outlined above. It commenced as an individual role as Business Manager covering review of financial performance, budgeting and forecasting (P&L, balance sheet and capital usage) and strategy development into the the full service COO offering. -
Divisional Accounting Manager - Mortgage And Property DivisionsMacquarie Group Apr 1996 - Jan 2001Sydney, AustraliaThe first role supporting the Mortgages Division was during a time of very rapid growth in the home loan securitisation market. Macquarie was the funder for Aussie Home Loans as it challenged the dominance of the banks in the provision of lower cost retail mortgages to Australian customers.The second, more diverse, role supporting the Property Divisions of Structured Finance, Funds Management and investment and development activities. The businesses were very fast growing, although mostly domestic at the time of this role, with the offshore expansion occurring more from 2001.Both of the functions were similar in that were a full-service accounting function delivered to the respective businesses including:• Management performance P&L compilation and analysis;• Budgeting, reforecasting and financial planning;• Tax return preparation; and• Preparation of year-end financial statements for the subsidiary entities as required. -
Assistant Manager - Pricing & Competition PolicyPwc Jan 1991 - Mar 1996Sydney, AustraliaMy time at PwC encompassed two distinct roles. My initial role from 1991 to early 1994 was in the Business Services Division providing the full suite of accounting services (financial accounting, taxation advice and preparation) to small and medium sized clients.The second role from 1994 to 1996 was in the area of Pricing and Competition policy. This was during a period of deregulation of price controls from a number of major Australian industries including beer, cigarettes, breakfast cereals etc. The work focussed mainly on the preparation for the Inquiries into the various industries to determine whether price controls would continue. The result of our work was that all of the clients had their price controls removed.In addition in 1996 we also advised one of the 4 major banks in relation to their submissions to the Prices Surveillance Authority's Ínquiry into Bank Fees. -
AccountantS K Taylor & Co Chartered Accountants Oct 1988 - Dec 1990Sydney, Australia
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Assistant AccountantRsm Bird Cameron Mar 1986 - Sep 1988Sydney, Australia
Antony Griffiths Education Details
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Business Studies -
Institute Of Chartered Accountants In AustraliaAccounting -
Accounting & Business Law -
Barker College
Frequently Asked Questions about Antony Griffiths
What company does Antony Griffiths work for?
Antony Griffiths works for Bamboo Growth Consulting
What is Antony Griffiths's role at the current company?
Antony Griffiths's current role is Executive Consultant.
What schools did Antony Griffiths attend?
Antony Griffiths attended Mt Eliza Business School, Institute Of Chartered Accountants In Australia, Macquarie University, Barker College.
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Antony Griffiths
Certified Electrician | Nvq Level 3 | Gold Card | Testing & Inspection | Bpec Solar Installer | 18Th Edition | Team-Oriented, Organized, And Positive ProfessionalAudenshaw -
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