Antony Griffiths Email & Phone Number

Sydney, Nsw, Au

Sydney, New South Wales, Australia

Sydney, Australia

Led 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.

Sydney, Australia

This 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.

Sydney, Australia

This 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.

Sydney, Australia

The 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.

Sydney, Australia

My 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.

Sydney, Australia

Sydney, Australia

Graduate Diploma In Business Administration, Business Studies

Associate Member, Accounting

Bachelor Of Economics, Accounting & Business Law

Education record