Experience

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  The Olayan Group

  • London, United Kingdom

  • Group Head of Strategy

    • Mar 2019 - Present
    • London, United Kingdom

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  FMA Partners LLP

  • London, United Kingdom

  • Director

    • Nov 2017 - Feb 2019
    • London, United Kingdom

    FMA Partners is a team of experienced practitioners who advise governments on how to implement efficiency reforms, save money and deliver good outcomes for their citizens. Francis Maude set up FMA on leaving Government in 2016, to work with governments around the world and help them with the implementation of challenging fiscal reform. I am part of the FMA senior team, with deep experience in government, who understand that deciding what to do is only 10% of the challenge; 90% is in the execution.

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  Linklaters

  • London, United Kingdom

  • Global Head of Strategy

    • 2014 - 2017
    • London, United Kingdom

    Working with the Managing Partner and Executive Committee, my role was to identify business priorities and drive strategy implementation. I also acted as a sounding board, providing advice, challenge and support to partners across the firm. Highlights include: • Functional Transformation: Led the transformation of strategy, projects and internal communications to ensure coordinated, high impact and an outward client focus. • Strategic Transformation: Developed a new and strongly supported strategy, though unprecedented firm-wide engagement; unique “refresh” recognized as Stand Out in 2017 FT Innovative Lawyers awards. Intensive communications throughout the firm built broad support.• Preparing for the Unexpected: In 2014-16, I led the preparations for both the Scottish and EU Referenda, reviewing the risks and opportunities of possible outcomes and the impact for our clients and the firm. This approach to the EU Referendum meant that the firm was well positioned both in the UK and in Europe following the Leave vote, with substantial billings generated.• New Practice Creation: Work on the two referenda demonstrated the potential benefits of a Public Sector practice, to serve governments and public sectors globally. Within months, the new Public Sector practice won places on all three UK government legal panels, with a potential share of £700 million in work over four years.• Organisational Transformation: Designed and implemented a new strategy to align the way partners were measured with the strategy of the firm and the long-term health of the organisation. Although it took over three years to shift the firm’s mind-set, the new strategy was well received, and implementation was initiated immediately.• Future-proofing: Designed and launched a new International Advisory Group whose purpose was to address critical global issues that could impact the firm and its future success. This included the creation of an internal Innovation capability.

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  Cabinet Office

  • Her Majesty's Government, London, UK

  • Executive Director | Efficiency and Reform Group (ERG) | Strategy & Management Information

    • 2008 - 2014
    • Her Majesty's Government, London, UK

    I designed the strategy (with the Minister for the Cabinet Office) and oversaw all strategic elements of the savings programme for the Coalition Government (2010 onwards). ERG was a unit set up in the Cabinet Office, working closely with the Treasury and Number 10, to identify and secure £50 billions of savings during the five years of David Cameron’s government.My initial focus of my role was improving efficiency in the use and acquisition of technology. However, the programme was quickly expanded to include larger spend items such as property, pensions, services and headcount. During my tenure, it achieved £37 billion in audited savings. And for the first time ever, efficiency savings were quantified and agreed as part of the departmental settlements in the 2013 Budget.Having designed the strategy, I went on to execute the plans and bring elements of the programme together, including building the top team, negotiating with the largest 20 suppliers, and implementing cross-government management information systems to track savings and results.I was responsible for the Strategy, Management Information, Controls and Fraud, Error and Debt teams.I was also responsible for embedding reforms, working closely with Ministers and officials to change spending and decision-making processes. Critical to this were transparent measurement controls.Before developing the head of strategy role in ERG, I joined the Implementation Planning team for the Conservative Party in 2008, preparing the Shadow Cabinet for Government. My remit included detailed plans to implement policy focussed on technology, procurement and outsourcing.

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  Dimond Davidson

  • Toronto, Ontario, Canada

  • Founding Partner

    • Jun 2002 - Sep 2006
    • Toronto, Ontario, Canada

    I was a founding partner at Dimond Davidson, a Canadian consulting firm, working with clients to develop growth strategies and complementary operational plans. I also worked with Private Equity investors to develop concepts including an information tool to support Non-Executive Directors.

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  JPMorgan Chase & Co.

  • London, United Kingdom

  • Vice-President | Fixed Income

    • 1997 - 2001
    • London, United Kingdom

    As part of my role developing strategy for this business, I also led the design and build of a global customer profitability system, using algorithms to disaggregate customer, proprietary and market profits. This was a new measurement system that provided valuable insight and information to drive the strategy and improve profitability within JP Morgan’s Fixed Income business.

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  McKinsey & Company

  • London | Toronto

  • Associate Partner

    • 1986 - 1996
    • London | Toronto

    Most of my clients were global financial institutions within insurance, retail and investment banking, particularly sales and trading. My role relied on qualitative and quantitative analysis and data to provide insights, evaluate management decisions and develop strategies to address client challenges. My strength was particularly in the development of client relationships, understanding both the professional, as well as personal, motivations that clients brought to each engagement. My years at McKinsey reinforced the critical importance of data in both the implementation of recommendations, as well as in the iterative strategy development process itself. As is so often the case, I was then hired by my client (JP Morgan) to not only advise on strategy but also to implement it.