John Manning Email & Phone Number

United Kingdom

Leading the embedding of a strengthened Technology and Change oversight delivering embedded data driven control assessments and uplifted risk reporting. Fulfilling the role of Risk Business Partner to the Transformational Change, Technology and Cyber, and a member of the Technology Leadership Team. Facilitated independent reviews of remediation programmes addressing regulatory concerns, including outsourcing, operational resilience, Cyber, and major change programmes.

Set up a Risk Management Consultancy to provide pragmatic Risk guidance to enable companies to mature their Risk processes to aid proactive risk management and transparency. My forte is Technology Risk but my expertise quickly spans into Cyber, Transformation, Resilience and Enterprise risk.

London, England, United Kingdom

Provide design and delivery of remediation programmes addressing regulatory concerns, including outsourcing, operational resilience, safeguarding, and meeting global payment exchange requirements. Report directly to the European CEO, driving remediation across all Remitly’s operations.Key Achievements• Successfully established a robust operational resilience strategy framework and remediation programme for the Remitly Group.• Conducted the first-ever third-party risk assessment of Remitly's Europe partners, fulfilling their EU regulatory requirements as mandated by the Central Bank of Ireland.

Served as a Digital Senior Leadership Team member and reported directly to the CDIO, who was an EXCO member. Conducted a risk maturity assessment, created a new risk culture, and addressed platform performance and testing concerns. Guided FCA cyber testing and embedded risk thinking into agile (cloud) development. Identified remediation needs and matched them accordingly, improved the risk framework to be more practical and pragmatic, and oversaw the architecture panel. Drove data-led risk reporting, integrated risk management into transformation, and provided Digital leadership to Executive and Governance committees (including being a member of the Client and Conduct Committee and CASS Committee). Built and developed a team of 10 direct reports.Key Achievements• Successfully completed the 130 overdue technology audit actions.• Implemented the SMCR structure for technology and ensured senior managers fulfilled their responsibilities.• Clarified accountabilities in the transformed product-led approach by rewriting technology policies.• Jointly supervised a remediation and change programme by establishing the Architecture panel and change framework.• Established a network of strategic cross-functional contacts to drive delivery and issue remediation.• Led a high profile capacity management and testing remediation program to completion.

London, England, United Kingdom

Deliveries included unifying the Control Framework across Group Technology's nine divisions and 15,000 employees, guiding the Group CIO and Divisional CIOs, overseeing remediation identified through risk and control assessment, and leading Top Risk work. Played a key role in building a data-driven and automated Risk Culture at the leadership level. Key Achievements• Successfully delivered a new Governance Risk and Control platform and processes within a £600K budget and six-month timeline.• Reported on the remediation programmes to the Group risk committee, and as a proactive member of the IT transformation portfolio committee, ensuring that the transformation budget of £800M continued to achieve maximum remediation while balancing strategic objectives.• Responded to the Group IT's driver in remediating the third-party risks due to the Ukraine war, specifically where LSEG’s key development teams were located.• Led the first LSEG technology-wide risk and control self-assessment.• Ensured that the IT General Controls Auditing processes had clear visibility and that identified issues were placed in context and could be sensibly remediated.

Driving the embedding of a single Technology Risk Second Line of Defence function post closure of the merger of LSEG and Refinitiv

London, England Metropolitan Area

As the leader of Technology Enterprise Risk Management (ERM) integration between Refinitiv and LSEG, held responsibility for designing and driving the maturing of technology risk and capabilities within Refinitiv, delivering TOM, developing technology and cyber risk frameworks, and facilitating LSEG's risk appetite and indicators with the Group CRO. Ensured IT controls were designed and operated effectively, driving a partnering operating culture.Key Achievements• Established the Refinitiv Technology Risk Committee.• Developed the Executive and Divisional risk reporting.• Partnered with the Group CRO to deliver an enhanced Risk Appetite for the LSEG group, articulated in the Group’s annual report.• Drove the first focused remediation programme (80 projects, £25M spend).• Led the critical all-client (12,000 server) outage investigation, including identifying systemic root causes.• Delivered target operating model for merged Technology Risk function (30 risk experts).• Led the evaluation of the Cyber maturity evaluation and oversaw the remediation

After nearly 20 years with Prudential, I took the opportunity to recharge my batteries, undertake some cycling challenges and focus on family.

United Kingdom

Focused on embedding Technology Risk across the business and ensuring the proper focus on the Technology Risk in both short and long-term decisions. Developed and gained approvals for a simplified Technology Risk framework up to board level. Liaised with the PRA and FCA on Prudential’s cyber resilience programme and CBEST. Oversaw significant projects as a steering group member and design authority team member. Delivered clear and concise papers on Technology Risk to committees and boards. Recruited and developed team members with a vision of Prudential’s future and the transformed technology risk function. Coached PGDS’s team on their deployment of risk management, including representing Prudential UK at the PGDS Executive Risk Committee. Provided oversight on Data Protection, including GDPR and second-line technology risk oversight to key outsourced contracts.Key Achievements• Designed a new technology risk framework, approved at the board level, and embedded throughout the organisation.• Proactively engaged in developing Prudential’s European Information Security for simplified processes and greater transparency of risk-taking.• Led the re-development of technology risk oversight, including assurance and reporting.• Sponsored the £10m GDPR remediation programme• Deployed an agile workflow tool, Jira, to enhance matrix management of technology risk tasks.• Represented Prudential at industry forums.

Focused on embedding and maintaining operational risk across the business and overseeing Business Continuity and Information Security. Re-embedded required risk management frameworks, standards, policies, and assurance processes. Built cross-business relationships to drive the risk agenda throughout the organisation. Utilised risk registers and key risk indicators to engage executives' thinking and decision-making. Redesigned and embedded a Risk framework with more robust processes for risk quantification. Led a team of 12 risk experts.Key Achievements• Selected a replacement Groupwide Operational Risk System within a £1M budget.• Supervised and enhanced the Internal Capital Assessment process to Solvency II Standards.• Participated as a Steering Group member on Prudential's significant projects

Managed information security and business continuity, preventing data leakage and ensuring data migrations were secure. Re-structured existing team, ensuring compliance with Business Continuity Privacy and Security requirements. Identified and classified project risks. Resolved major resilience, cyber and data-loss incidents, including Mumbai terrorist incident, London bombings, DDOS and G8 impacts, implementing immediate and long-term remediation; saved 25% in work area recovery costs. Managed budget departmental costs of £3m and oversaw £30m security enhancement programme. As Head of Business Continuity (from September 2004), led process improvements, including Egg bank and offshore operations in Ireland, South Africa, and India.

Uk And India

Led the Business Continuity Team for Prudential UK, including Egg Banking and offshore operations in Ireland, South Africa, and India. Implemented a standardised BC planning approach. Actively participated in the steering committee for establishing a Mumbai operation with 1,200 staff. Introduced a new incident management approach at all levels. Integrated Business Continuity and IT Disaster Recovery standards for the EGG Bank. Managed departmental costs of £10M. Recruited and maintained a strong team of 12 spread across all sites. Selected and trained the Business Continuity Coordinators from the business unitsKey Achievements• Managed significant incidents such as the Mumbai terrorist incident, London Bombings, The G8 impacts in Stirling, and Mumbai Floods.• Sponsored the reduction of IT recovery times to meet business requirements.

I led the IT department of 12 people and the development suite as well as providing consultancy and design for external customers including Vodaphone and O2.

I managed the IT environment of General Electric’s Joint venture developing Utility Companies power control applications.

I managed the infrastructure for this organisation during a period of great change including the amalgamation of two hospital trusts. One of the key sucess stories was running a programme of 14 projects.

As a Naval Officer I developed many leadership skills. One particular achievement was the delivery of HMNZS Canterbury’s major refit, which involved leading 35 people and planning activities on the $200 million refit.