United Kingdom
With over 25 years of experience in risk management, I currently serve as Head of Third Party and Model Risk at FTSE Russell, an LSEG business. My role focuses on leading the enterprise Model Risk Governance Framework, aligned with PRA and FCA supervisory standards. I work closely with executive committees, regulatory stakeholders, and internal and external auditors, while managing a comprehensive inventory of over 300 models. My expertise includes embedding model risk appetite, key risk indicators, and management information into governance processes. My mission is to enhance model lifecycle governance by integrating scalable and automated controls in collaboration with Technology, Data, Product, and AI teams. I specialize in model governance frameworks, AI risk management, and outsourced model oversight, ensuring regulatory defensibility and audit readiness. Doctorate-qualified in Model Risk Management, I am committed to fostering robust governance that supports informed decision-making across the enterprise.
Own and lead the enterprise Model Risk Governance Framework aligned to PRA and FCA supervisory expectations • Provide executive-level insight on model risk themes and emerging risks to Risk and Governance Committees • Act as primary liaison for Internal Audit, External Audit, and regulatory stakeholders • Direct enterprise-wide model inventory, attestation, and tiering across 300+ models • Define and embed model risk appetite, KRIs, and senior management MI • Oversee outsourced and third-party hosted models in line with SS2/21 Outsourcing requirements • Partner with Technology, Data, Product, and AI teams to automate and scale model lifecycle governance • Implemented the first End User Computing (EUC) Risk & Governance Framework within LSEG • Lead and mentor risk professionals across locations, promoting a strong risk culture
In my role as a Model and Controls Specialist at FTSE Russell, An LSEG Business in London, I was responsible for implementing model risk oversight and reviewing model and data controls. This involved ensuring model controls over insourced models and model risk tasks performed by the sister division. Through this role, I developed valuable skills in model risk management and data control processes.
• Co-Head of Model Governance overseeing 900+ models across all divisions. • Led group-wide model discovery, inventory, and tiering exercises to enhance governance. • Designed and implemented AI risk governance frameworks, improving model risk awareness. • Successfully managed regulatory submissions and audits, achieving positive outcomes.
• Led implementation of a Model Risk Governance Framework • Delivered group-wide model inventory and discovery exercises • Supported design and implementation of the Model Risk Business Standard (MRBS) • Developed model materiality and tiering approaches • Embedded governance, monitoring, and reporting into BAU operations
LGR Finance Dept. Main objective: designing and implementing a Model and Financial Control Risk Management Framework (MFCF) within the division. • Managing Key Stakeholder engagement relating to Model Risk Management within Division and Group; • Designing adequate Model Risk Assessment for all models across all risk types; • Standardising and streamlining Model Risk processes for the development and monitoring of model risk.
LGR - Operational Risk Dept. • Identifying key operational risks within the ORSA framework for the specific Legal and General division; • Monitoring key internal control processes to ensure the operational risk framework is applied consistently, and all risks are identified; • Conducting deep-dives into material operational risk events and analyses of thematic and emerging operational risks.
• Designing and implementing the end-to-end Operational Risk Management Framework, control and reporting process for entire firm; • Installing relevant monitoring tools to assist senior management in identifying key risks of entire firm; • Managing and coordinating process of Risk & Control Self-Assessment (RCSA), which entails risk assessment of processes, and the control implementation for whole enterprise; • Implementing a 3 line of defence risk methodology, and defining the risk appetite firm-wide; • Presenting to Risk Board Committee and senior stakeholders progress and updates in terms of Operational Risk Management Framework project and key risks and issues identified in process.