Philip Gregory Email & Phone Number

85 Gracechurch Street, London Ec3V 0Aa

CFC Group is the holding company for CFC Underwriting, which is a Lloyd's Managing General Agent writing specialised liability covers.

Isle Of Man, United Kingdom

UK Stock Exchange listed off-shore Life Assurance Group operating out of Isle of Man and Dublin. Appointed as a non-executive director in November, 2011. In September, 2012 appointed SID and Chairman of the Remuneration Committee and Nominations Committee.

The ICAEW FTEN course is designed to help newly appointed CFO's adapt to their new challenges and become successful in their new role. A key part of the course is mentoring support from experienced CFOs.

Medicals Direct Group procure medical services for corporates. In particular they manage the gathering of medical evidence for the underwriters of most UK Life Insurance companies. Other activities include Occupational health, ergonomics and running health clinics. The operations have a turnover of £25m and employ over 200 staff. The company was owned by its management and a private equity consortium led by Investec. In May, 2012 the company was successfully sold to Capita; resulting in a significant profit for its shareholders.

HSBC Insurance Brokers Holdings was a sub-group of HSBC which contained an insurance broker, an actuarial consultancy and a ship broker. Appointed as Chief Executive to reinvigorate the sub-group. Undertook strategic reviews of the three companies focusing them on mid-market corporate clients, upgrading the management teams and addressing inefficient business processes. Consequently both the insurance broker and the actuarial consultancy received unsolicited bids from competitors, which were accepted by HSBC as neither of the businesses were core to the bank’s strategy.Actions Taken• Lead a strategic review of the insurance broking business that re-positioned the business to focus on mid-size corporates.• Centralised all the small client business into one national call centre.• Upgraded the management team using industry contacts.• Changed all but two of the UK sales force• Focused resources on the faster growing activities, especially the Middle East and China• Re-engineered the back-office processes, including introducing electronic document processing and a client portal• Addressed staff engagement by improving staff communications, establishing an employee forum, revamping the bonus scheme and improving office enviroment• Replaced the CEO of the actuarial consultancy and mentored the new CEO to undertake a similar review of that business• Completely revamped the corporate governance and thoroughly reviewed the control and risk management framework.

Appointed CFO in 2001. Appointed COO in 2002. Joint Head of UK 2002-3. Chairman of Eastern Europe 2004-6.Actions Taken• Reorganised the finance function and instituted regular CFO meetings and country visits to encourage the sharing of best practices.• Moved European accounting onto Oracle Financials run out of a financial service centre in Budapest.• Worked with the CEO to reorganise a number of underperforming businesses and to organise Europe’s participation in the firm’s global initiatives.• Established and ran the quarterly business review process that analysed each operation’s financial and non-financial performance and set goals for the next quarter.• After appointment as COO, replaced CIO and changed IT team.• Worked with the MMC property team to establish a property strategy for Europe and ensure that it was implemented.• Given Executive Committee responsibility for Eastern Europe to resolve management issues• Post Spitzer, the business model required substantial change. Created and executed a profit improvement programme and refocused the business on its two core activities.• Chaired the Audit Committee of Marsh Limited in preparation for FSA regulation and the first Arrow visit.

CFO from 1994. Joint CEO 2000/1.Actions Taken• Concentrated initially on reorganising the production of management information so that management accounts were up to date and dealing volumes were monitored on a daily basis. Subsequently, implemented a new financial system and upgraded the finance staff.• The tax position of the company had been ignored so a tax planning review was initiated.• After two years, given responsibility for the support departments. The main problem was IT where a new CIO was recruited and all the main IT systems upgraded over the next four years.• In the late 1990s, worked with the CEO to produce a new strategy to address the increase in electronic broking systems and the concentration of dealing volumes into fewer brokers. As a consequence, led the acquisition of three companies and the disposal of three businesses. The biggest transaction was the purchase of Liberty Brokers in New York.• During the internet boom the telecom sales business attracted significant interest and was sold for £28m. The new owners over-expanded the business and it went into administration. Tulletts were able to buy it back for under £1m, and it has subsequently been sold for another significant profit.• Despite wanting to leave in early 2000, was persuaded to stay another year and become joint Chief Executive when the shareholders lost confidence in the CEO because he had failed to trim the growth ambitions when volumes slowed down in mid 2000. The financial position required the closure of a number of loss-making desks which gave sufficient comfort to the banking syndicate to refinance the group.• While Joint Chief Executive, the firm was restored to healthy profits and quickly repaid the refinanced debt ahead of schedule. 2001 pre-tax profits were £26.2m compared to a loss of £10.8m in 2000.

1993 – 1994 Group Chief Executive1989 – 1993 Group Finance DirectorAppointed to strengthen the finance function of the UK’s eighth largest general insurance group. Identified the need for an actuarial review, which uncovered historical under reserving and resulted in a complete change of strategy. Worked with a new Chief Executive to rescue the business, before being appointed Chief Executive to complete the turnaround. The largest ever UK general insurance company failure was thus averted. This was a high profile financial crisis with significant TV and press coverage. Achievements include:• 18 businesses sold in 18 months.• £81m tax win. • Managed the negotiation, selling and implementation of a contingent Scheme of Arrangement.• Worked extensively with Divisional Managing Directors to turn around health insurance, life assurance and computer facility management subsidiaries.• Strengthened finance function and replaced accounting system.• Instituted actuarial review and oversaw improvements in the underwriting process.• Board responsibility for all administrative functions.• Recruited successor and organised the company to manage the run-off of the £1.2bn of outstanding claims.

Sema Group were the second largest software consultancy in Europe.Achievements include managing three acquisitions, listing the group on French Stock Exchange and defending a takeover bid.

Expert in banking, property, television and oil companies

Ma, Economics

3 A Levels