Euromoney Institutional Investor Plc was a member of the FTSE-250 until November 2022 when it was acquired by a Private Equity Consortium and rebranded in January 2023 to Delinian Ltd. It is a global, multi-brand information business which provides critical data, price reporting, insight, analysis and must-attend events to financial services, commodities, telecoms and legal markets.The Director of Risk position is the first time the Head of Risk has been filled permanently since the divestment of Euromoney by DMGT and has a number of key accountabilities, including the creation of a new Enterprise Risk Framework, oversight over key compliance policies (such as Anti-Bribery and sanctions), travel risk management, and ownership of the group's global insurance programme.As a FTSE-250 business, it is critical that risk and compliance programmes are executed in a way that marries our group's reporting responsibilities with commercial applicability, to ensure buy-in from across the organisation.There are also multiple risk-based projects that fall within the department's scope, not least oversight over the group's COVID-19 planning and response, as well as planning for post-pandemic return to business. Chairing and attending several steering committees and working groups has enabled Euromoney to have managed the people safety, travel, and office risk in a flexible and proactive manner to minimise disruption.

The Collinson Group is a private, fast-growing business that uses its unrivalled level of insight into affluent consumers and frequent travellers to cover four core areas of capability; Loyalty, Lifestyle Benefits, Insurance, and Assistance, through brands such as Priority Pass and Columbus Insurance.Collinson has more than 800 clients including MasterCard, Visa, American Express, Diners, Cathay Pacific, British Airways, InterContinental Hotels Group and Hilton. The new Head of Risk position for the group was designed to help enhance commercial decision-making and optimise group performance within acceptable levels of risk. As well as establishing an enterprise risk framework for the board and business alike, the role brings together Infosec/Cyber Security, Investment Management, Governance and the group insurance program procurement under an umbrella department.This small global team was instrumental in creating best-practice in the group, more consistent ways of working across disparate divisions, creating new governance frameworks and rolling out a new global target operating model (TOM).The Head of Risk role was strategic and leadership focused, especially regarding Information/Cyber Security, which is not my subject matter expertise, with day-to-day Infosec activities run by a specialist team.

Global Fashion Group (GFG) is a young, privately-owned organisation and is the world’s leading online fashion destination for emerging markets. GFG is dedicated to bringing fashion online in emerging markets and offers brands the chance to enter the fashion e-commerce sector in highly promising economies. It operates with six branded platforms in 25 countries, with over $1bn of GMV and employs over 10,000 people, offering over 3,000 international and local brands to be delivered in a fast and convenient way, offering unique propositions such as cash-on-delivery, and same-day delivery.The new Group Head of Compliance and Risk Management role was created to ensure that the GFG group marries commercial performance with ethical business practices and a robust risk management strategy, that meets the highest international standards. Reporting and accountable to the GFG board and Audit committee, comprised of Executive and Non-Executive directors and shareholders.This entailed rolling out a full suite of standardised and regionally-tailored compliance policies and procedures, including a new Code of Conduct, Whistleblowing line, Investigations policy, Anti-Bribery and Third-Party due diligence policies, as well as overseeing investigations, and M&A due diligence activities.In addition, I created and rolled out a new Risk Management framework globally, and was in charge of group insurance procurement, which was the first global project fully rolled out across the whole GFG organisation.http://global-fashion-group.com/

RBI is a division of RELX Plc (formerly Reed Elsevier Plc), a FTSE-50 multinational professional information, publishing and data services group. RBI has operations spanning the globe across multiple sectors, from banking and payments compliance to aviation data services. Brands include ICIS, Accuity, Flight Global and New Scientist. The business operates out of multiple centres in the UK, Netherlands, US and AsiaPac.My role is to establish, implement and oversee a new risk management and compliance framework across the global group, tailoring solutions to individual business needs, whilst simultaneously meeting our corporate governance requirements.Through establishing an ultra-commercial operational risk management structure, I am facilitating bespoke solutions for the individual business units, whilst raising risk awareness and creating a sustainable process in the long term.In addition, I am in responsible for ensuring that each business in the group is not only compliant with the Reed Elsevier Code of Conduct and supporting policies, but also the myriad of specific regulations that are unique to the various business units and implementing business-efficient controls that will automate many of those requirements. All compliance-related investigations are also within my remit, as well as being the primary contact for relevant authorities, regulators and other third parties.

Managed the Global Compliance and Ethics Strategy for the four regional hubs of GTME (Americas, Europe, Middle East & North Africa, Asia), as well as for the central (global functions) team.This involved the roll-out, training strategy and monitoring of internal policies, as well working with legal counsel to ensure external laws and regulations are adhered to. I also ensured the GTME Exec are engaged with and own the C&E strategy for one of Diageo's largest, and only global, market.In addition, I managed the Global Risk Management and Crisis Management processes for GTME, ensuring that a consistent and standardised Risk Management strategy is adhered to and that global risks were properly mitigated and owned internally.

I was responsible for the delivery of the Controls Assurance and Risk Management (CARM) process in Diageo Globally, to cover all markets, as well as central and specialist functions. This involved adherence to the Sarbanes Oxley (SOX) regulations, as well as ensuring that more commercial, compliance, operational, reputational and market risks were also properly mitigated at a business unit level.One of the key focus areas during my time in role was to make the process "simpler, faster, better" - moving it away from a tick-box exercise that was seen as a burden to a more commercial risk management process.I also was responsible for writing the quarterly GG&C reports to the Audit and Risk Committee (made up of Diageo Plc board members and Regional Presidents).Additional Project:In 2011, I was asked by the Group Controller to lead on the Group audit fee negotiations with KPMG. After a root and branch review of the external audit process and fee structure, Diageo plc achieved a significant (13%) reduction in the core audit fee for 2012 on a like-for-like basis, against a targeted reduction of 6.5%.

Conservative Parliamentary Candidate for Twickenham.

Freelance consultant through a Limited Company aimed at improved governance and profit maximisation through:- Business Process Improvements- Procurement and supply-side cost savings- Sarbanes Oxley compliance

The AMV Group is comprised of AMVBBDO, as well as 6 other media businesses covering advertising, PR, Marketing Contract Publishing and Repro. AMVG is ultimately owned by Omnicom Group Inc, the world’s largest marcoms group with revenues of $13bn. I reported directly to the Group CFO and Group Chairman, and my role was broken down in to three main areas:Best Practice:- Centralising the SOX compliance procedures for the UK group. Having been given 18 months to complete the project, I achieved it in 9 months, enhancing the quality of controls testing, reducing external audit costs and ensuring that the highest standards of internal controls were maintained.- Corporate & Social Responsibility: Appointed to the Omnicom Global CSR Steering Committee, which resulted in me presenting on CSR strategy at our North American and European leadership Conferences. - Chairman of the AMVG IT Team, comprised of IT leaders in each business unit, to formulate best practice, generate cost savings and create intra-group efficiencies. Cost Savings:Examples of major cost-saving projects:- Gas & Electricity (approx. $1m saving): I was solely responsible for buying utilities for the group for 3-4 years, resulting in not only significant cost savings, but also achieving 100% Green electricity supply in our buildings. - Taxis (> $400k): To meet our green targets and reduce cost, this was a major area of spend reduction, achieved through supplier negotiation and new policies on use.Other Group Projects:These include streamlining the Group’s back office processes including legal instruction, finance processes and IT support. In addition, I have reviewed new accounting systems, finance restructuring and building space consolidation within the group.

PPC for Inner-City Birmingham constituency opposing Liam "There's No Money Left" Byrne during the infamous "Banana Republic" Elections.

Worked as a consultant and internal auditor primarily at the Audit Commission and Network Rail.