Global oversight responsibility for the four UK entities of the Crédit Agricole Group, including direct general management of CA Corporate & Investment Bank (CACIB) London Branch (1100+ staff), encompassing strategic and business development, budget and controls, project management, all support functions, interactions with regulators, etc. • Led Brexit readiness project. Managed Brexit preparedness project, including in worst-case scenarios, covering organisational, regulatory and operational considerations. Successfully applied for post-Brexit UK licences and Senior Management Regime changes, involving in-depth review sessions with PRA & FCA. • Achieved CACIB London's record revenue, £450m in 2018.

Responsible for risks of all natures : credit (selection, monitoring, provisioning, dynamic portfolio management), market (trading limits, reserves, XVAs...) and operational risks (processes, compliance / conduct, legal, reputation etc.). Also directly covered system security and BCP for part of the period. Defined, monitored and updated the Risk Appetite Framework.Prepared annual Recovery & Resolution Plan.Set up a "Risk Culture" team to ensure all bank staff knew, understood and implemented the risk policies.In charge of regulatory matters : interactions with regulators / supervisors, audits, internal model validations, etc.Legal works included legal watch, review of proosed transactions, external litigations and related negotiations.Participation and presentations to all (approx. 100) Board meetings and Board Risk Committee meetings held durig the 8 years.• Managed the risk impacts of the 2008-2012 financial crisis (Sub-prime, Lehman, PIIGS, liquidity...) in extraordinarily challenging market conditions. • Successfully implemented extensive and highly technical regulatory changes and related internal models (completed Basel 2.5, Basel 3, CVA VaR, XVAs ; prepared FRTB, IFRS9 and others).

Responsible for al counterparty risks stemming from credit and trade exposure and from caital market transactions (including issuer risks).Put in place a sensitivity / stress analysis and dynamic portfolio management function (sectors, countries, other portfolios of assets exposed to common types of risks).

Direct responsibility for Risks, Legal, Compliance, Back Offices, Accounting and Financial Reporting, IT and Regulatory matters.

Provided board-level risk-strategy and governance vision to support disciplined, safe and sound business at the 5th largest Saudi bank, then 31% owned by Crédit Agricole CIB.The role required consensus building to ensure adherence to a high level of international standards. • Defined risk appetite for sustainable growth while complying with all Saudi, EU and US regulations.CACIB reduced its share in SFB from late 2016.

Represented Crédit Agricole on the board of 47%-owned UBAF, including membership of a risk-focused subcommittee. Utilised insight into the Middle Eastern, Asian and European markets. • Supported compliance with US regulations, ensuring preservation of access to dollar-denominated trade transactions. Led discussion to ensure all regulations were understood, accepted and implemented throughout the bank. Supported the development of a remediation plan and a change programme on compliance processes, filters and controls. Facilitated liaison with US authorities.

Founding director of this joint venture between Crédit Agricole and another Société Générale. Prepared and oversaw the merger between the respective subsidiaries of the two organisations, the new company being the world leader in futures markets brokerage on launch. Defined key strategic objectives. Ensured full compliance during a time of intense regulatory scrutiny in France, UK and US, and chaired a risk committee of 3. • Laid foundation for sound profitable growth, setting new risk appetite and culture guidelines, defining risk processes and procedures, governance and information flow. Supported remediation plans addressing findings of bank supervisors' audits. Promoted enhancement of compliance with US, UK and EU regulations. CA sold their share to the partner organisation in 2013.

Then a JV between Crédit Agricole CIB and local partners.Credit decisions above the CEO's authority, exposure monitoring and management, provisioning.CACIB reduced its shares by selling most of them to the local partners in 2003 and fully exited BLF shortly afterwards.

Business development (corporate and structured lending such as project finance, Trade & Commodity finance, capital markets) and support functions.Also in charge of Houston branch and San Francisco rep. office.

Relationship Manager for large French-based exporting or importing clients.

Risk Team Leader and Secretary of the Credit Committee.Covering Europe, Asia, Middle East and Americas.Specialised in Trade & Commodity Finance and bilateral or syndicated credit facilities.