Engage and align with the region’s matrix stakeholders to unify the risk practice and develop an aligned sustainability strategy across the EMEA region encompassing 27 territories and 19 FTE for EUR4.2bn in non-life premium and EUR 9bn in AUM. - Generated new engagement and ownership after revisiting the ERM target operating model for the region, aligning practices among legal entity chief risk officers and offering a common portfolio of services for business units and governing bodies.- Aligned stakeholders to establish the sustainability practice and aligned strategy for the region, including carbon measurements, business development opportunities, and training and development.- Established dialogue and connection with multiple regulatory bodies including EIOPA, Luxembourg’s CAA, and other relevant regulators across the region ensuring a good working dialogue and relationship with supervisory authorities.- Transformed governance bodies to focus on shaping strategic agendas and monitoring risks from design to execution.

Qnity Reciprocal’s mission was to educate, empower, and support SMEs / associations (guilds, professional associations etc.) to bridge their insurance gap. A key differentiator was to create and then manage communities, providing access to discretionary digital reciprocal insurance pools – a key benefit was providing this at reduced cost, increased customization and fostering mutualization. Managed insurance processes including reinsurance placement/backing in the London Market. Qnity Reciprocal was part of the alumni of Lloyd’s of London’s Lab.

Directly reporting to GC&C’s CEO leading the global strategic transformation program.- Lead Strategy Execution Framework Program evangelizing a key message platform over a 12-month period.- Effectively liaised with stakeholders to lead a fund allocation governing body; implemented a framework for product and portfolio management with remedial measures; deployed new digitally integrated rating tools for 3 lines of business; built the foundation for the Underwriting Data Hub; launched a centralized reinsurance clearance facility encompassing 80% of reinsurance flows and sponsoring new developments in CRM enhancing client and lead management data capabilities.

established a multi-function platform to advice in matters related to Brexit, Third Country Branch PRA/FCA authorization, Risk and Internal Control Framework and transition to dual oversight, as well as exploration of new digital and INSURTECH business strategy and ventures.

Shaped dialogue between capital management and risk practice in Allianz Asia. Included selling legacy portfolios and securitization studies to secure solvency and net income upstreaming capabilities. The team was 25 strong providing oversight over 8 Life and 6 non-life retail units over 9 territories with retail business of a combined 4.5 billion Euro in premiums with 10 billion in AUM.- Engaged with multiple business stakeholders to redefine risk appetite for the region, predominantly from a business mix perspective, under increased targets for capital efficiency and dividend upstreaming acting together with the local teams to sponsor disclosures, culture, and awareness of capital use.- Formulated an approach to achieve 30% FTE reduction through the regionalization of solvency capital requirement modeling, both economic and regulatory, as well as on a capital allocation framework for insurance entities.

Pioneered, established, and lead the risk management practice, including S2 alignment with SF calculation, IFRS reserves, and capital management, for the Generali Group in Asia. In 2016 €9 billion AUM and €2.3 billion in insurance premium, including training and growing the team from inception to 36 in 2016 providing oversight over 6 Life and 6 non-life retail and commercial units over 8 territories.- Provided definition and alignment between shareholders’ risk appetite and the business development strategy across multiple areas. Focussed on ALM & investment operating limits, product development, reinsurance, capacity planning, M&A and disclosures by addressing multiple needs from governance and risk management system setups to custom tools and methodologies developed for Asian business-specific characteristics.- Established clarity and guidance over risk management processes and budget via the definition of a regional target-operating model, including minimum standards aligned to risk appetite over activities carried out by Risk Management in liquidity, limit control on assets, new processes, new products and ORSA for companies outside of the S2 scope.- Facilitated management comprehension and promotion of risk by linking strategic planning objectives and risk appetite, including scenario and stress-testing.- Supported business activities among which M&A and capacity planning of retail and global lines products.

Based in Milan, oversaw the deployment of the first risk management programs of the Bank. These included engaging different communities of stakeholders including operations, products, back-office, asset management, and distribution areas, as well as market risks over the bank’s investment portfolio of this private bank and the customers’ mutual funds and trusts.

Undertook the coordination for the planning & controlling cycle a non-life bancassurance unit involving all relevant departments including: investments, reserving, reinsurance, and product development. Reengineered manual accounting procedures to improve automation of IAS/IFRS accounting, as part of the effort to streamline processes.Entrusted to adapt and introduce, within a year, the practice of numerous key areas related to operational risks such as ORM, BCM, SOX, and Top Risk Assessment. Referent to six Italian units in coordination with RAS and the Head Office.

At Colciencias I had the chance to work with a government agency and an NGO in structuring the technical review and project assessment of a multimillion dollar program to develop information technology for educational and development centers in Colombia.I left this program after putting on a balance a job with a high social impact and a once-in-lifetime opportunity of a scholarship in China. In the end I opted for the latter.

Along with some friends from the university and business, we founded an internet service enabling company to capitalize on the penetration growth of internet and e-commerce in the early 2000’s in Latin America. This company was acquired in 2013.I worked with Incubeit and designed and delivered the operating model for operations, as the working partner in charge of programming, design, quality and cost controls, and delivery of services.

At enlau.com I had an opportunity to be a minority partner and put in practice some of the experience gained in my previous job, I was hands on at managing content, format, distribution and placement of the portal and software products of this internet media company sourcing from three different locations in Mexico, Colombia and Argentina.

Seconded from Kinio, my role with TSN was to manage quality controls, customer interaction, voice-over protocols, and server and fiber optic infrastructure requirements of the Spanish product of this company. Additionally, I served as relationship manager to the Hispanic and Latin American B2B customers.

My role was to produce a feasibility study, spanning over sourcing, costing, resource planning and logistics for a fiber-optic wiring project of a major metropolitan.