John Dunne Email and Phone Number

The National Asset Management Agency (NAMA) was established in 2009 by the Irish government to address the crisis then pertaining to the Irish banking system. It seeks to maximise recovery to the Irish State from distressed bank loans acquired during 2009. NAMA is an affiliate of the NTMA, which provides asset and liability management service to the Irish government. I lead a team of 4 senior managers who, in turn, manage a portfolio of real estate backed loans. The team deleverages the portfolio by maximising the value of secured assets before they are sold. Recoveries from the loans acquired are also realised by negotiating settlement agreements with individual debtors; this requires detailed scrutiny of their financial affairs.The underlying security for these loans includes commercial and residential property, development land and trading entities. Enhancing the portfolio’s value requires partnering with colleagues from a variety of disciplines to manage all relevant commercial, legal, tax and planning issues. It also involves effective Relationship Management with debtors, receivers and third-party advisers.

As a Senior Asset Recovery Manager, I successfully managed substantial loan portfolios acquired by NAMA. This involved dealing directly with debtors and receivers to:- Maximise income from, and the value of, assets within the portfolio (e.g. ensure optimal rent roll, assess development funding applications etc.)- Manage pre-sale due diligence and the sale of multi-unit residential blocks, offices and retail assets- Control costs incurred to achieve the above goalsI hold/held delegated authority to approve credit decisions and strategic credit reviews.

As an Asset Recovery Manager, I worked on the NAMA team responsible for overseeing AIB staff’s deleveraging of NAMA-acquired loans. This involved overseeing strategic recommendations, and the implementation of NAMA strategy, by AIB staff. My time working on the AIB portfolio culminated in the sale of the loan book, following which I migrated to directly managing substantial loan portfolios.

Henry A Crosbie Group had interests in the real estate, leisure, tanker transport and shipping container industries. This dynamic and entrepreneurial group developed, owned and managed a large portfolio of commercial and residential properties in Dublin, while its leisure interests included The O2 (now the 3 Arena), Bord Gáis Energy Theatre and Vicar Street. As Head of Finance for the group, I had 4 direct reports and reported directly to the CEO. The work included securing debt finance, investment appraisal and the provision of financial information to all business stakeholders. During a period of rapid growth, I implemented robust financial controls and provided commercial advice to the CEO. The business principal, Harry Crosbie, is a much lauded Irish entrepreneur who is best known for bringing major entertainment venues to Dublin.

As Financial Controller for one of Ireland’s largest and most successful advertising agencies, I reported directly to the CFO. BBDO Dublin is part of the Omnicom worldwide marketing communications group. I maintained effective financial controls for this fast-moving business, implemented process improvements and met regular financial reporting deadlines to our head office in New York.

As Revenue Accountant, I was responsible for all revenue reporting via SAP and was a member of project teams created to introduce new products (e.g. roaming system). I also produced reports for the CFO and segment & product managers.As Cost Analyst on the FP&A team, I was responsible for preparing and reporting OPEX forecasts to the Executive Committee. I also performed Treasury Analysis work to meet Group Treasury reporting requirements.

I trained in the Financial Services Audit department, where clients included banks, insurance companies & pension funds.