Charlotte, North Carolina, United States
• An established and proven director focused on driving business performance • Critical skills in both crisis managements and business turnaround • Globally honed expertise in risk management, compliance and financial markets Mr. Taylor has been a key member of the Al Hilal Bank Board of Directors since 2021 chairing the Bank’s Audit and Compliance Committee and is a member of the Board’s Risk Management Committee. Mr. Taylor served as chair of the New Medical Centre (NMC), the largest healthcare group in the UAE, for three years overseeing the recruitment of a new management team and instigating a world-class governance framework and global best practice following the company’s exit from Administration. A member of Gulf Capital’s Board for four years, Mr. Taylor chaired the Board’s Audit Committee, and in so doing focused management on elevating financial planning, forecasting, and reporting. While at American Life Insurance Co. (ALICO) Mr. Taylor was the Group CRO as well as a member of the ALICO Board, the UK Supervisory Board and AIG’s Micro Finance Board.
Mr. Taylor has served as a key member of the Al Hilal Bank Board of Directors since 2021. In this capacity, he is keenly focused on elevating both business performance and regulatory encumbrance. He chairs the Bank’s Audit and Compliance Committee and is a member of the Board’s Risk Management Committee.
Served as Chairman of the New Medical Centre (NMC), one of the largest healthcare group in the Middle East for three years. During his tenure he oversaw the rehabilitating of the company as it exited Administration including recruitment of a new management team, debt refinancing and implemented a world-class governance framework.
Recruited to leverage experience across finance, risk, and treasury and breadth of international experience. Reported to the CEO and managed a team of 60 across the UAE, Egypt, and Kazakhstan with P&L responsibility for a $650M annual budget. Early challenge: Challenged with overcoming a $250M operating loss with low liquidity and capital. Championed a turnaround strategy that addressed every aspect of financial risk, management, liquidity, structure, compliance, and cadence, leading the ADCB Treasury out of a loss and positioning for a decade of growth. TURNAROUND SUCCESS Transformed a loss-making business into a department that now contributes 30% of the bank’s net profit. ▶ Introduced balance sheet analytics initiatives, including stress testing, funds transfer pricing, and the development of multi-scenario contingency funding plans. ▶ Recruited key financial market positions, including market risk managers, sourcing top talent globally. ▶ Conceived and implemented a $25B liquidity portfolio management structure. ▶ Presented earnings updates to 100 fixed income and equity investors annually, including detailing ADCB’s ESG framework. ▶ Led the bank to become the first bank in the UAE to implement and report Basel 3 liquidity metrics.
Recruited directly by the ALICO President and oversaw a team of 35 direct and 85 indirect reports. Managed risk for a balance sheet of $140B spanning 4 continents. Early Challenge: Challenged with an organization that was operating with poor financial and risk management capabilities, little to no governance around new product development and suitability, significant translation risk with no currency hedging, and a lack of standard policies and procedures. ▶ Established the ALICO Risk Committee and the ALM Committee, developing standard operating procedures and governing processes. ▶ Introduced a hedging process for ALICO’s multibillion-dollar exposure in Japan, leveraging financial acumen to navigate complex cross-border accounting issues, securing board approval for the new framework. ▶ Delivered tens of millions of dollars in savings after securing ALICO Board approval to implement a cross-border hedging framework and program, reducing ALICO financial statement volatility. ▶ Launched and chaired the ALICO Economic Capital Steering Group, leading the benchmarking of global regulatory changes mapped to ALICO’s current and go-forward book of business – delivered ALICO’s first analysis of the impact of Solvency 2. ▶ Designed and staffed a global risk management team dispersed across the US, Japan, Europe, and LATAM. ▶ Requested to develop and implement the first AIG Group Liquidity Policy. Developed an appropriate enterprise-wide policy for implementation completed and endorsed by the AIG Liquidity Committee in 2008.