Chris George

Commercial Board Director responsible for the development of Group strategy and the translation of this strategy into leading the evaluation and due diligence of new business opportunities. This includes the review, valuation, negotiation and operational implementation of such opportunities (Acquisition, Joint Ventures & Private Equity Investments) and the strategic development and relationship maintenance of the Group’s existing portfolio of partners/businesses.
 
SELECTED ACHIEVEMENTS
• Led the deal completion of 10 new Shoaibi Group Joint Ventures which to date has resulted in increased revenue of US$220m and 20% EBITDA. Five year forecasts estimate revenue from these ventures to rise to over US$500m.
• As a Board Director, achieved to date a combined 20% bottom line growth (US$80m) in the Group’s existing Joint Venture portfolio through the creation, implementation and delivery of tangible focused objectives.
• Alongside Quilvest, led a Group wide strategy review with key result being development of diversification strategies into the Saudi Healthcare and Technology sectors.
• Let the implementation of a Corporate Governance and Ethics & Compliance into the organization to ensure best practice procedures are undertaken in terms of the Group’s openness, accountability and independence

Member of the Board of Directors with responsibility for a team of 150 whose key focus was the financial integrity of the business. Broad scope of authority included executive guidance over all financial related activities, including accounting, finance, treasury, tax, budgeting, forecasting, risk management, compliance and insurance.
SELECTED ACHIEVEMENTS
• Development of a Group Rationalisation Plan to reengineer and streamline financial/business processes with US$40m deliverable cost savings identified in first year.
• Provided Group with liquidity to expand the business by negotiating and refinancing over US$400m in multiple bank credit facilities, achieving favourable terms and avoiding negative provisions.
• Prepared company for potential 2012 IPO. Developed internal resources, negotiated with investment banks and opened communications with local equity analysts.
• Creation of a streamlined, less bureaucratic structure with fewer layers of management, successfully reducing workforce by 10% without disturbing continuity of operations.

Promoted to head a Global team of 60 people whose key responsibility was the creation, implementation and delivery of a Strategic Cost Management Framework to provide insight, direction and control to HSBC Bank’s Executive Team in terms of the business and strategic decision-making made on its US$36bn cost base.
SELECTED ACHIEVEMENT
• Led the implementation of a bankwide Global Strategic Cost Management Framework credited for US$1.5bn of cost savings within the Group in 2010.

HSBC UK Retail Bank Executive Team member (turnover of £4bn and profit of £1bn) with responsibility for functions that developed strategy and provided financial insight, direction and control in terms of the bank’s business and strategic decision-making processes.
SELECTED ACHIEVEMENTS
• Key member of Executive Management Team that delivered a record 2009 UK Retail Bank Profit Level of £1bn (30% Growth).
• Working alongside McKinsey, integral part of Steering Committee which created a HSBC UK Retail Bank 2012 Strategic Plan to deliver further £1bn of revenue.
• Managed all aspects of operational and strategic financial consulting for the UK Retail Bank and developed bankwide Balanced Scorecards for all organisations under the UK Retail Bank umbrella (UK PFS, M&S Money, first direct & Jersey offshore).
• Part of the HSBC Global Finance High Potential Leadership Programme (Designated Top 100 HSBC Global Finance Leaders).

Reporting to CEO, Programme Director (Team of 30) of an agreed budgeted £30m technology programme to improve B&Q’s Business Intelligence through refinement of key metrics, provision of robust and intelligent IT infrastructure and the selection and implementation of necessary reporting and analytical tools.
SELECTED ACHIEVEMENT
• Successful delivery of programme 3 months ahead of plan and £3m under budget and credited as supporting 15% bottom line growth in the 2007 financial results.

Reporting to Finance Director, Department Head of 10 whose key responsibility was to embed a companywide Performance Management Framework and Culture.
SELECTED ACHIEVEMENTS
• Provision of clear and aligned Board objectives with defined metrics/targets to underpin objectives, measured by the introduction of a Corporate Wide Balanced Scorecard.
• Determination of a uniform approach to project appraisal and the subsequent financial and strategic evaluation of major internal and external business opportunities.
• Part of NUHC High Potential Programme and selected as part of 12 strong global Aviva Leadership Team for Namibia Raleigh International Expedition.

Manager of the Executive Board support team with responsibility for 20 staff. The team worked for the UK Board supporting the business and strategic decision-making process and was responsible for financial reporting, project management, performing business analysis and supporting the strategic decision-making process.

A project based role reporting into the Group Finance Director and Director of Financial Control. Main responsibilities included appraisal of Groupwide M&A Proposals, Ad-Hoc Projects Management, Set up and maintenance of the Group Budget and Transfer Pricing Processes and the Completion of Board Reports for the Finance Director. Secondments were undertaken to the Corporate Communications, Financial Reporting and Internal Audit departments to gain a wider financial skillset.

Responsibilities included in-charge management of audit teams and co-ordination between client, partners and managers within the financial services industry.