Podcast appearances and mentions of Oliver Wyman

Frank Rohde originally hails from Germany. Early attempts at becoming a child prodigy violinist were unsuccessful which forced his parents to abandon any hope or supervision. Left to his own, Frank quickly became famous for wrestling rattlesnakes and kayaking. His sister meanwhile became the child prodigy violinist. Looking for a brighter future, Frank moved to California where his first job was a choice between watering marijuana plants in the Northern California mountains or building a neural network-based prediction engine for horse racing results. Ever focused on doing the right thing, he built the neural network for horse racing. Several other lucky turns led him to stay in the US and eventually graduate from the Wharton School at the University of Pennsylvania with a BS in Finance. Since then, he's been a consultant at Oliver Wyman, started an online insurance company, spent 4 years at FICO, and grew Nomis from

For the first time in 21 years, Nationwide Building Society members will see a genuine choice on their AGM ballot paper. Jeremy McKeown sits down with James Sherwin-Smith, fintech executive, former MasterCard senior leader, and Oliver Wyman strategist, who is standing as the first member-nominated candidate for the Nationwide board since 2005.In this episode, James reveals what it actually takes to challenge the UK's largest building society: an FCA hearing, 350 hand-collected paper nomination forms, and a year-long battle over access to the member register. We explore why the Virgin Money acquisition went through without a member vote, why mutuals matter for everyone (not just their customers), and what every Nationwide member needs to know before ballots land in June ahead of the AGM on 15 July.Whether you're a Nationwide member, a building society customer, or simply interested in corporate governance and financial democracy, this conversation exposes a quiet erosion of member rights and what one maverick is doing about it.What You'll LearnWhy Nationwide's acquisition of Virgin Money never went to a member vote — and what it revealed about the society's governanceHow the "quick vote" box on Nationwide's ballot steers c. 85% of votes straight to the board's recommendationThe story behind James's FCA hearing (the first in 30 years) and his statutory fight for access to the member registerWhy the bar for member nominations was raised five times higher in 2000 — and what that means for democracy in mutualsHow a strong mutual sector keeps the wider banking market honest (and why mutuals didn't need bailing out in 2008)Why virtual-only AGMs are bad for member accountabilityThe difference between member ownership in theory and in practice at a £300bn institutionWhat every Nationwide member should do when their ballot arrives in JuneLinks & ResourcesJames's campaign website: james4nationwide.co.ukConnect with James on LinkedInJeremy on Substack: Hypernormal TimesEmail Jeremy: jeremymckeown@gmail.comSponsor: Progressive EquityTraining partner: Finance TalkingNationwide Building Society, Nationwide AGM 2026, James Sherwin Smith, member-nominated director, building society governance, Virgin Money acquisition, UK mutuals, mutual building society, corporate governance, FCA, financial democracy, member voting rights, Nationwide ballot, quick vote, cooperative banking, retail banking UK, Jeremy McKeown, In the Company of Mavericks

Quando se trata de cortes de emprego, trabalhadores mais velhos geralmente são desproporcionalmente mais afetados. Mas uma nova pesquisa com presidentes-executivos globais sugere que isso não será garantido conforme empresas adotam inteligência artificial.Mais de 40% dos CEOs planejam cortar cargos juniores nos próximos um a dois anos e mudar a composição de sua força de trabalho para posições de nível médio ou sênior, enquanto apenas 17% planejam tornar cargos juniores uma parte maior do mix, segundo pesquisa global da Oliver Wyman. Os números são essencialmente invertidos em relação aos de apenas um ano atrás.

This week, Jack Sharry talks with Bradley Kellum, Partner and Head of Wealth Management for North America at Oliver Wyman. Brad is a leader in wealth management technology focused on improving how advisors leverage systems to deliver better client outcomes. With deep experience across advisory platforms and digital transformation, Bradley brings a strategic perspective on how technology can unlock scale, efficiency, and more personalized client engagement. Jack and Bradley explore the challenges firms face with fragmented systems and how integration is becoming essential to delivering a unified client experience. They discuss the shift toward more holistic advice, the role of data in driving better decisions, and how firms can position themselves for the next wave of innovation in wealth management. In this episode: (00:00) - Intro (01:50) - Bradley's role at Oliver Wyman (03:08) - What convergence means in the financial services industry (05:53) - The target operating model: Data, technology architecture, and people (07:33) - A customer-first approach to executing goals-based wealth management (11:50) - Public and private investments: demand vs. operational reality (16:24) - The role of AI in empowering advisors (22:27) - How firms can navigate the convergence in financial services (24:47) - Bradley's interests outside of work Quotes "The right product at the right time is a solution." ~ Bradley Kellum "All things financial are expensive propositions to build and maintain. So, to feed that engine, you need primacy in a client's life." ~ Bradley Kellum "If you're everything to everybody, that's a recipe for mediocrity. The winners will really serve the clients that they've chosen to go after better than others." — Bradley Kellum Links  Bradley Kellum on LinkedIn Oliver Wyman Morgan Stanley Connect with our hosts LifeYield Jack Sharry on LinkedIn Jack Sharry on Twitter Subscribe and stay in touch Apple Podcasts Spotify LinkedIn Twitter Facebook

Geopolitik, Kosteninflation und Disruption: Der perfekte Sturm trifft Unternehmen gerade von mehreren Seiten gleichzeitig – und ausgerechnet in diesem Moment ziehen sich viele Banken zurück. Was also tun, wenn der Finanzierungsbedarf wächst, aber die Hausbank abwinkt?Für Lutz Jäde, Partner und Leiter der europäischen Restrukturierungspraxis von Oliver Wyman, ist die Antwort klar: „Die initiale Entscheidung, ob ein Kredit gegeben wird oder nicht, hängt davon ab, wie überzeugt die Banken von dem Unternehmensplan sind – und dem Management, das ihn umsetzen soll.“ Ein überzeugender Restrukturierungsplan ist demnach nicht nur Pflicht gegenüber Banken, sondern auch gegenüber alternativen Kapitalgebern wie Debt-Fonds.Das erwartet Sie außerdem in diesem Talk:- Warum ein überzeugender Businessplan wichtiger ist als Sicherheiten, Zinsen oder Garantien.- Worauf sich Mittelständler einstellen müssen, wenn sie mit Private Debt zusammenarbeiten – und wann Special-Situations-Investoren einspringen.- Warum der Irrglaube gefährlich ist, Kreditfonds seien weniger risikoavers als Banken – und weshalb ein abgelehnter Bankantrag kein Freifahrtschein für alternative Finanzierer ist.- Wie die Kombination aus Bank und Kreditfonds zur echten Symbiose werden kann – und warum das im Turnaround oft die klügste Lösung ist.Das ganze Interview mit Lutz Jäde gibt es jetzt bei FINANCE TV.Hinweis: Dieser FINANCE TV-Talk entstand in Kooperation mit Oliver Wyman.Bei FINANCE TV ist die Finanzwelt im Gespräch! Verpassen Sie keine Folge und abonnieren Sie gerne unseren Youtube-Kanal: https://www.youtube.com/@finance-magazin

Trust Is the Operating System of the Agentic Enterprise   In this episode, Sabine VanderLinden is joined by Franklin Manchester, Global Insurance Strategic Advisor at SAS, and Steven Abel, Global Technology Partner and Deputy Global Head of AI & Transformation at Oliver Wyman. Together, they unpack the concept of "trust by design" in the context of agentic enterprises and AI adoption.    The conversation pivots from traditional risk frameworks and compliance-based approaches to trust, to the urgent need for architectural and cultural transformations in which trust is embedded in every system and decision. They explore why organisations often confuse expanding AI tools with genuine readiness for autonomy, discuss why "human in the loop" is no longer sufficient, and offer perspectives on scaling trust, managing risk, and redefining organisational roles.    The trio debates actionable leadership moves for CEOs and boards, the evolving skills for insurance professionals, and how the frontier firm of the future will distinguish itself through intentional trust-building—not just AI deployment.   KEY TAKEAWAYS   Many organisations treat AI trust as a compliance issue, which hinders safe scaling. The fundamental shift involves deploying autonomous decision-makers, making trust by design an architectural and leadership mandate.   We, as an industry, over-invest in AI models and technology while under-investing in people and trust. Simply using more models or data doesn't guarantee higher trust, especially without architectures built for transparency and governance. Franklin noted a disconnect where insurers use AI but lack trustworthy systems, surprisingly favouring newer generative AI over established machine learning.   I question the efficacy of "human in the loop" controls in high-stakes industries, while Steven advocates embedded, infrastructure-level trust solutions. Franklin identified processes as primary failure points, particularly when tacit knowledge is overlooked (citing Cigna's mass claim denials).   The discussion explores the need for new AI risk and governance roles, akin to past actuarial practices. While human-centricity should drive design, scalability is challenging as organisations move toward agentic systems in which humans supervise, rather than directly control, risking brand integrity if governance fails.   For leaders, I urge you to shift focus from technology hype to foundational trust. Steven prioritises "under the water" capabilities, such as risk and regulatory expertise. Franklin recommends three people-centric actions: embracing new skills, breaking data silos, and protecting the brand.   The truly future-ready firm embeds trust into every decision system—a practice rooted in culture, governance, and leadership, not just technology. Scaling AI without trust is merely scaling risk; organisations must engineer trust as a core operating principle.   BEST MOMENTS   "Trust isn't what you say, it is what your system does." — Sabine VanderLinden   "The architecture of these models themselves don't lend themselves to a high trust environment." — Steven Abel   "We trust generative AI 200% more than machine learning. Which is bonkers to me because machine learning has been around for like 30 years." — Franklin Manchester   “There's still no more sophisticated sensor than a human being and a more powerful computer than the human brain.” — Franklin Manchester   “Auditability, transparency, and a connection with the human ecosystem and judgment—these things are non-negotiable.” — Steven Abel   "It is clear that the adoption is moving fast, and we need to make sure within regulated industry that we apply trust in everything we do. Otherwise, we are going to shun both customers." — Sabine VanderLinden   ABOUT THE GUEST   Franklin Manchester Prior to joining SAS, Franklin served as a Global Insurance Strategic Advisor at SAS Institute, bringing over 20 years of experience in insurance underwriting and analytics. Known for his deep industry insight and passionate advocacy for trustworthy AI, Franklin is currently focused on linking insurance expertise with AI-driven transformation, highlighting the importance of governance, ethical frameworks, and human-centricity in future-ready companies.   Steven Abel Global Technology Partner at Oliver Wyman and Deputy Global Head of AI and Transformation, Steven leverages his extensive background in tech innovation and large-scale enterprise change. As a self-proclaimed technology enthusiast, he offers critical perspectives on the infrastructural and professional challenges organisations face in scaling agentic AI responsibly and with embedded trust, urging leaders to rethink assumptions and prioritise under-the-surface architectural investments.   ABOUT THE HOST   Sabine VanderLinden is a corporate strategist turned entrepreneur and the CEO of Alchemy Crew Ventures. She leads venture-client labs that help Fortune 500 companies adopt and scale cutting-edge technologies from global tech ventures. A builder of accelerators, investor, and co-editor of the bestseller The INSURTECH Book, Sabine is known for asking the uncomfortable questions—about AI governance, risk, and trust. On Scouting for Growth, she decodes how real growth happens—where capital, collaboration, and courage meet.   If this episode sparked your thinking, follow Sabine VanderLinden on LinkedIn, Twitter, and Instagram for more insights.   And if you're interested in sponsoring the podcast, reach out to the team at hello@alchemycrew.ventures

Guest Co-Host Christina Cassotis. Guest: Khalid Usman, Partner, Oliver Wyman. News: British Airways to allow Video/Audio calls with Starlink; Spirit proceedings update; JetBlue & United raise bag fees; FAA reducing SFO arrival rate; Kevin Burke of ACI to retire; IATA's Willie Walsh named new CEO at IndiGo replacing Pieter Elbers; Listener feedback on "Professor" Doug Parker's route profitability.

In ihrem aktuellen Bericht „Risiken im Fokus 2026“ warnt die Bundesanstalt für Finanzdienstleistungsaufsicht, die BaFin, vor einem Umfeld, in dem plötzliche Markt- und Preiskorrekturen jederzeit möglich sind. Banken und Versicherer sind zwar solide kapitalisiert, geopolitische Konflikte, hohe Staatsverschuldung, KI-Euphorie und neue Verflechtungen im Finanzsystem erhöhen die Volatilität aber deutlich. BaFin-Präsident Mark Branson spricht von einer „gefährlichen Mischung“ – und davon, dass die Finanzstabilität vor einem Härtetest stehen könnte. Was heißt das konkret für Finanzunternehmen, für Kreditvergabe, für Kapitalmärkte – und für das Risikomanagement in Banken und Versicherungen? Darüber spricht Isabella-Alessa Bauer in diesem Spotlight mit Thomas Schnarr von Oliver Wyman.

Conflict in the Middle East is rocking global energy markets. Oil prices are spiking, shipping routes are under threat, and supply chains are stretched to the limit.But what does this mean for your investments, and the future of renewable energy? On Wealth Tracker, Hongbin Jeong speaks to James Koh, Partner, Energy & Natural Resources, Oliver Wyman, to find out more.See omnystudio.com/listener for privacy information.

In B2B organisations, "one brand voice" often sounds straightforward. In practice, it is far more complex - especially in firms where reputation is carried by people, expertise and relationships.This week, Benedict speaks to Paola Garbini, Head of Marketing Europe at Oliver Wyman, about the realities of building brand coherence inside a global consulting business. As Oliver Wyman strengthens its alignment within the wider Marsh ecosystem, Paola explains how the firm is navigating the balance between consistency and independence.Rather than enforcing rigid brand rules, the discussion explores a more pragmatic idea - convergence instead of consensus. The episode looks at how organisations can create shared direction without suppressing the individuality that makes professional services valuable to clients.Along the way, Paola reflects on the role of personal brands in consulting firms, why marketing needs to move upstream in business conversations, and how teams can measure the commercial impact of brand work more effectively. This is a grounded conversation about brand as an organisational capability - not just a communications exercise.Why "one brand voice" is harder in professional servicesThe logic behind Oliver Wyman's expanded brand modelWhy independence still matters inside a larger brand ecosystemConvergence vs consensus in brand transformationBalancing consistency with individuality in consulting firmsThe role of personal brands in professional servicesMeasuring marketing impact and return on marketing investmentWhy marketing needs to be involved earlier in business strategyB2B Marketing: The Provocative Truth is a podcast by alan. agency. MD Benedict Buckland speaks to CMOs and marketing leaders to uncover the most uncomfortable truths in the world of B2B.Subscribe here and be the first to know when new episodes drop. Hosted on Acast. See acast.com/privacy for more information.

Send a textInternship recruiting for consulting is 3 months earlier than ever. March 29 is the first deadline (McKinsey, Bain, Oliver Wyman).In this episode, former Bain consultant Maile Dyer breaks down the exact preparation strategy – from networking and resume positioning to digital assessments and case prep.Instead of guessing what to do next, learn how to sequence your preparation so you peak at the right time.You'll learn:What to prioritize first in the MBB recruiting processHow to network strategically (and actually increase your interview chances)What digital assessments like McKinsey Solve and Bain TestGorilla are testingA structured plan for case interview prep alongside classesIf recruiting timelines feel fast and overwhelming, remember: you don't need to do everything at once – just the right things in the right order.Resources:Review application deadlines so you don't miss your dateJoin Black Belt for an MBB-led accelerated coaching program personalized to your target firms, timelines, and goalsBook a call with Katie to get your questions answered about MC programsMBB Undergrad Timelines Are This MonthApplication deadlines are the earliest we've ever seen; join Black Belt for an accelerated, MBB-led prep programConnect With Management Consulted Schedule free 15min consultation with the MC Team. Watch the video version of the podcast on YouTube! Follow us on LinkedIn, Instagram, and TikTok for the latest updates and industry insights! Join an upcoming live event - case interviews demos, expert panels, and more. Email us (team@managementconsulted.com) with questions or feedback.

In this episode of the IAB UK podcast James is joined by Elizabeth Lane (IAB UK) and Jeff Youseff (Oliver Wyman), to unpack the latest findings from the AdSpend report - the official measure of the UK digital advertising market.Produced by the IAB UK Insights team and in partnership with Oliver Wyman, AdSpend provides the industry's definitive view of where digital ad investment is flowing. This year's report breaks spend down across Platform, Retail Media, Video:TV+, Publishing and Audio, offering a clear picture of the market's health and direction.If you want to understand where the UK digital ad market is heading, and what it means for your strategy, this episode is for you. Hosted on Acast. See acast.com/privacy for more information.

Oksana Bardygula, Vice President Oliver Wyman, joins Marita Lintener, Global Airspace Radar Editor to discuss leadership, career advancement and employee retention in the global aerospace sector.  We dive into the findings of the report "Lift Off to Leadership" Edition 2, jointly released jointly in February 2026 with the International Aerospace Women's Association (IAWA).For decades, the aviation and aerospace sector has struggled to attract and retain employees from diverse backgrounds. Beneath this well-known challenge lies a deeper issue: the significant underrepresentation of women in leadership positions - highlighting the need for immediate and sustained action. This need has become more urgent given a worldwide industry talent shortage that is limiting both innovation and growth.This discussion is a must-listen for aviation and aerospace professionals. In this episode we bring you evidence-based insight from a survey of 250 global aviation and aerospace leaders, on the root causes of talent attrition, reveal the pathways of successful leadership, and deliver actionable recommendations for individuals, organizations, and the industry.  Join us for data-driven insights and real-world strategies you can use today.  You can download the full report under https://www.oliverwyman.com/our-expertise/insights/2026/feb/aviation-aerospace-women-leadership-barriers.html and on https://iawa.org/lift_off_to_leadership_second.php. Everybody is invited to join the discussions on Linkedin with the hashtag #LiftOffChallenge.

In this episode of Current Account, Clay is joined by Doug Elliott, Partner at Oliver Wyman, and Andrés Portilla, Managing Director of Regulatory Affairs at the IIF, to take a closer look at the growing global debate over regulatory modernization. Fifteen years after the Global Financial Crisis led policymakers to introduce an expansive set of rules designed to reinforce financial stability, many jurisdictions are now questioning whether the existing framework has become overly complex, duplicative, or limiting to growth. Together, Clay, Doug, and Andrés unpack what modernization really means today, whether it is simplification, de‑layering, right‑sizing, or true deregulation, and why the conversation is gaining urgency across markets. Doug lays out the philosophical and practical forces behind modernization efforts globally, while Andrés discusses the findings of the recent IIF Report, "Modernization and Simplification — Revamping the Global Banking Regulatory Framework" - underscoring how overlapping constraints and diverging national interpretations create unnecessary friction for banks operating across borders. The discussion also turns to the ongoing debate over central bank independence, an issue increasingly intertwined with the regulatory modernization agenda. They examine how these debates differ across jurisdictions, how they may influence regulatory decision‑making, and why a credible, independent regulatory framework remains essential for market confidence. In addition, the conversation assesses the role of global standard setters, including the Financial Stability Board and the Basel Committee, in helping ensure consistency as countries revise their approaches at different paces. Clay and his guests discuss why maintaining coherence across borders is critical, even as national politics, growth priorities, and competitive pressures pull policymakers in different directions. This IIF Podcast was hosted by Clay Lowery, Executive Vice President, Research and Policy, with production and research contributions from Christian Klein, Digital Graphics and Production Associate and Miranda Silverman, Senior Program Assistant.

In dieser Episode wagen wir gemeinsam mit unserem Gast Dietmar Kottmann von Oliver Wyman einen mutigen Blick in die Zukunft der Versicherungsbranche – und zwar bis ins Jahr 2035. Stell dir vor, dein persönlicher KI-Agent verhandelt deine Versicherungen vollautomatisch – klingt nach Science-Fiction, ist aber laut Christoph Bergemann ein mögliches Zukunftsszenario.Gemeinsam mit den Co-Hosts Julius Kretz und Alexander Bernert diskutiert Dietmar Kottmann aktuelle Trends, wie Maklerpools immer mächtiger werden, alte IT-Strukturen zur Bedrohung werden und externe Player zunehmend auf den lukrativen Versicherungsmarkt drängen. Im Mittelpunkt steht dabei die spannende Frage: Wie verändert sich Versicherung, wenn Maschinen die Kunden sind und Individualisierung sowie Transparenz durch KI endlich Realität werden?Freut euch auf spannende Einblicke in Strategien, Zukunftsszenarien und die entscheidende Frage: Wer gewinnt und wer verliert im Zeitalter von KI, Agenten und modularen Geschäftsmodellen? Viel Spaß beim Zuhören!Schreibt uns gerne eine Nachricht!PPI – Inspired by Simplicity. PPI verbindet Fach- und Technologie-Know-how, um komplexe Finanzprojekte in der Versicherungs- und Bankenwelt unkompliziert umzusetzen. Mit über 800 Expert:innen, europaweit führenden Lösungen im Zahlungsverkehr und der Vision „From Paper to Pixels“ begleitet PPI ihre Kunden erfolgreich in die digitale Zukunft.

Send a textIf you're a non-MBA advanced degree (PhD, MD, JD, PharmD, etc.), this is your roadmap into consulting.Bridge Programs are one of the fastest – and most misunderstood – paths into firms like McKinsey, BCG, Bain, L.E.K., ClearView, Oliver Wyman, and more. With 2026 deadlines upon us, timing matters.In this episode, we break down exactly how advanced degree candidates can win.You'll walk away with:A clear understanding of how bridge programs work – and how they fast-track you to interviews and offersA step-by-step game plan to position your academic background for consultingThe confidence to navigate resumes, networking, digital assessments, and case interviewsA concrete action plan you can start executing todayThese programs are competitive and high-signal. If you're serious about breaking into consulting this year, this is where you start.Resources:Bridge Program Details: See 2026 eligibility and key deadlines by firmConsult with Katie: Explore whether a Management Consulted program is the right fit for you (15-min call)Black Belt: Structured coaching to win your consulting offerBook with Ish: Get personalized bridge strategy and case prep guidanceJoin the last-ever Strategy Sprint (March 7-14)Build consulting experience, boost your resume, and make a real impact on this 1-week consulting project (the last-ever project) MBB Undergrad Timelines Are Moving UpApplication deadlines are the earliest we've ever seen; join Black Belt for a structured, MBB-led prep plan + coaching + resume editsConnect With Management Consulted Schedule free 15min consultation with the MC Team. Watch the video version of the podcast on YouTube! Follow us on LinkedIn, Instagram, and TikTok for the latest updates and industry insights! Join an upcoming live event - case interviews demos, expert panels, and more. Email us (team@managementconsulted.com) with questions or feedback.

Knowledge Talks with Bobby Bray Topic – “Global Finance & Strategy for Business Founders”Guest's Introduction Today on the podcast, we're thrilled to welcome BobbyBray. He is based at Washington DC. He specialize in helping Fortune 150 C-Suite executives navigate the complexities of global finance. Whether it's improving liquidity ratings, leading transformative analytics programs, or helping managing billion-dollar portfolios, he brings a unique combination of financial acumen and military precision to deliver results. He has over 20 years in banking and consulting with Capital One, Oliver Wyman, and Regions Bank. Apart from that he is a retired Navy Captain with four commands with a proven track record of strategic decision-making under pressure. He is a CFA charterholder with an MBA and MA in International Finance from top institutions. As he is here with us, we have pick up a wonderful topic for today's podcast – “Global Finance & Strategy for Business Founders” Discussion Points 1. Current State of Global Growth — Resilience with Fragile FoundationsDiscuss how the global economy is holding steady around~2.6–2.8% growth in 2026, showing resilience despite policy uncertainty, tariff pressures, and geopolitical tensions , yet growth remains too slow to drive shared prosperity in many developing markets.  2. Geopolitical & Economic Conflicts as Business RisksHighlight global economic conflicts (e.g., supply chain nationalism, sanctions, and trade weaponization) now identified as top short-term world risks , with implications for cross- order expansion and investment planning. 3. Finance Leadership Trends: AI, Cloud & StrategicCFO RolesHighlight how finance leaders are expanding from reporting into strategic planning, enabled by AI and cloud tech — a trend founders should leverage in their own finance functions.  4. Debt, Fiscal Fragility & Inflation DynamicsExplore rising government and private debt levels, inflation moderation expectations, and their effects on credit costs, borrowing strategies, and consumer demand.  5. Founder Strategies for Trade & Supply ChainDisruptionsUnpack the impact of trade barriers and tariffs on global sourcing and cost structures, especially for founders scaling internationally.  6. Macro Risks & Strategic PreparednessWrap with a look at broader risks, recession probabilities, market sentiment swings, and investor caution — and how founders can plan for downturns with lean operations, strong margins, and optionality. Follow for more @abhisheksengupta2006  #KnowledgeTalks #GlobalFinance #Strategy  #abhisheksengupta #abhisheksenguptaaudioblogs  Media Credit : Pic Courtesy - UnSplash Video Courtesy - Mixxit Background Music - Upbeat Pic & videos : invideo.io & Istock Disclaimer : 1. This episode is made for information and knowledge gain. All necessary checks with relevant persons and authorities should be done before taking any actions. Maker of the episode/ company / its employees / its partners / its directors / founders/ co-founders / participant in episode will not be responsible for any incident related to this.  2. Images & videos used in this are for representation and educational purpose only under fair use provision of copyright. These are not used for any other objective. Copyright Disclaimer under Section 107 of the copyright act 1976, allowance is made for fair use for purposes such as criticism, comment, news reporting, scholarship, and research. Fair use is a use permitted by copyright statute that might otherwise be infringing. Non-profit, educational or personal use tips the balance in favour of fair use. 3. Options given by podcast guest are his /her own. Host does not endorse or reject those.     

Farrukh Bezar and Railway Age Editor-In-Chief William C. Vantuono discuss the proposed Union Pacific-Norfolk merger to create the first east-west transcontinental Class I railroad in the U.S. Bezar offers his views on market conditions and the regulatory environment, truck-to-rail conversion, rail-to-rail competition and how the merger could impact the North American rail industry, among other topics of interest. Farrukh Bezar has more than 30 years of consulting, investment and industry experience in the transportation, logistics, financial services and supply chain industries. His areas of expertise include strategic planning and growth strategy, operations improvement, sales effectiveness and mergers and acquisitions support. A Partner at Littlejohn & Company, an integrated private equity and special situations investor focused on industrial and services companies in North America, Bezar is a strategic advisor, board member and investor across the transportation and logistics sector. Bezar spent five years at CSX as Chief Strategy & Innovation Officer and Senior Vice President, Marketing. Launching his career as a Senior Analyst, Intermodal Marketing & Sales at the Santa Fe Railway, he has also held senior-level positions at The Clarendon Group, Oliver Wyman, A.T. Kearney and Booz Allen & Hamilton. He also was a Founding Partner of Miami-based Lynwood Capital Partners. Farrukh Bezar is a featured speaker at the Railway Age “Next-Gen Freight Rail Conference” at the Union League Club of Chicago, March 10, 2026. Confirmed participants include Jim Vena (UP), Mark George (NS), Keith Creel (CPKC), Tracy Robinson (CN), Tom G. Williams (BNSF), Patrick Fuchs and Michelle Schultz (STB), and 2026 Railroader of the Year John Orr.

In this episode, Nicole Stallings, President and CEO of the Hospital and Healthsystem Association of Pennsylvania, joins Igor Belokrinitsky and Ran Strul, Partners at Oliver Wyman, to discuss a new report warning that up to 14 Pennsylvania hospitals could close without policy intervention. They explore Medicaid reimbursement gaps, workforce and technology challenges, and the state policy actions needed to preserve access to care and regional economies.

Stablecoins are no longer just a niche corner of the crypto world; they’re increasingly shaping the future of money. With issuance projected to reach $1.9 trillion by 2030 and potentially $4 trillion in a bull-case scenario, these digital assets are moving beyond crypto trading into e-commerce, cross-border payments, and household use. Could early movers in stablecoins and DeFi platforms see outsized returns, or will regulatory and technological hurdles limit their potential? How should investors navigate a landscape where bank tokens, tokenized deposits, and other digital alternatives compete for attention? On Wealth Tracker, Hongbin Jeong speaks with Michael Ho, Partner, Financial Services, Oliver Wyman, to find out what the stablecoin boom means for the future of finance.See omnystudio.com/listener for privacy information.

Hear from Jo Paisley and Maxine Nelson of the GARP Risk Institute as they look back on key learnings from the past year of the Climate Risk Podcast. As we head into 2026, the GARP Climate Risk Podcast kicks off the new year with a retrospective on the past 12 months, reviewing the key themes and insights that emerged during 2025's podcasts.   After 6 years of hosting the podcast, this might be the most wide-ranging conversation so far – from how one should adjust probability of default for climate risk, to the risk factors that might lead to the collapse of society.  To make things a bit more manageable, this retrospective has been split into three main areas of focus:  First, what did we learn about physical risks, both from nature loss and climate change?  Second, what did we learn about the transition to net zero? And third, what lessons were there for firms – either in risk management or business more generally?       We also hear from our guests on advice they have specifically for risk professionals.  To find out more about the Sustainability and Climate Risk (SCR®) Certificate, follow this link: https://www.garp.org/scr  For more information on climate risk, visit GARP's Global Sustainability and Climate Risk Resource Centre: https://www.garp.org/sustainability-climate  If you have any questions, thoughts, or feedback regarding this podcast series, we would love to hear from you at: climateriskpodcast@garp.com          Links to featured episodes:  Sebastian Leape - The CSRD Effect: How Regulation is Elevating Nature Risk Eva Zabey - Beyond Climate: A Risk Professionals' Guide to the Biodiversity COPs Prof. Aled Jones - Flawed Models, Fragile Systems: The Risks in Energy & Food Policy Dr. Levke Caesar - Nine Limits, Six Breached: The Planetary Boundaries Crisis Explained Alyssa Gilbert - How to Make an Impact: Secrets to Climate Startup Success Laurie Laybourn - Beyond 1.5°C: How to Think About Our New Climate Reality Stephanie Race - Why Food System Disruption Is the New Normal Rowan Douglas - Resilience and Retreat: What Insurability Tells Us About Climate Risk Dr. Ajay Gambhir - Navigating Systemic Risk in the Age of Polycrisis Hirotaka Hideshima - From Basel to Biodiversity: An Ex-Central Banker's Take on Nature Risk Prof. Tim Lenton OBE - Positive Tipping Points: How to Fix the Climate Crisis Judson Berkey - Embedding Nature Risk: Insights from a Senior Banking Professional Dr. Luke Kemp - Societal Collapse in a Warming World: A Risk Manager's Lens    Today's Speakers  Jo Paisley is President of the GARP Risk Institute, the thought leadership arm of GARP. Set up in early 2018, the Institute works across all risk disciplines, with Jo's focus to date on climate- and nature-related risk management and scenario analysis, stress testing and operational resilience.  Her career began at the Bank of England where she worked in a variety of roles across macroeconomics, statistics, supervision and risk. Her last role was as a Director of the Supervisory Risk Specialists Division within the Prudential Regulation Authority, where she was heavily involved in the design and execution of the UK's first concurrent stress test in 2014. She left the Bank in 2015 and joined HSBC as their Global Head of Stress Testing. She has also worked as an independent stress testing consultant, advising firms on how to get the most value out of stress testing.  Dr. Maxine Nelson is a Senior Vice President at the GARP Risk Institute, GARP's research and thought leadership arm, where she focusses on climate- and nature-related financial risk management.   She has extensive experience in risk, capital and regulation gained from a wide-ranging variety of roles, including Global Head of Wholesale Risk Analytics and Head of Capital Planning at HSBC, significantly expanding counterparty credit risk management at the UK Financial Services Authority during the last financial crisis, leading the credit risk team at KPMG London, senior credit risk consultant at Oliver Wyman, and embedding operational risk analytics globally at National Australia Bank. Maxine has a degree in mechanical engineering and a PhD about how best to apply probability theory to real world problems. 

21 Jan 2025. A private jet, 22 nights, and a $125,000 price tag, we speak to the travel company offering a globe-trotting world tour on a private Boeing jet. Plus, we cross live to Davos with Oliver Wyman’s regional head of government and public institutions for the latest from the World Economic Forum. Gold is at record highs and silver is close behind - Marex tells us how much further prices could run. And DWTC VP Mark Napier joins us to explain the new events company launched with Informa.See omnystudio.com/listener for privacy information.

Fondateur et directeur général de Descartes Underwriting, Tanguy Touffut incarne une nouvelle génération d'entrepreneurs de l'assurance, à la croisée de la finance, de la science et de la tech. Âgé de 45 ans, ce diplômé d'HEC a construit son parcours entre la France, la Suisse et la Chine – à Tsinghua, l'une des universités les plus prestigieuses du pays – avant de faire ses armes dans le conseil chez Oliver Wyman, puis pendant huit ans chez Axa. En 2018, il quitte le confort des grands groupes pour créer Descartes Underwriting, avec une ambition claire : affronter les risques que l'assurance traditionnelle préfère éviter. Changement climatique, catastrophes naturelles, cyber ou risques politiques : l'entreprise développe des couvertures dites « paramétriques », fondées sur des données physiques (satellites, capteurs, modélisation scientifique) plutôt que sur des statistiques passées. Installé à Paris mais très présent aux États-Unis, Descartes compte aujourd'hui environ 250 collaborateurs, majoritairement scientifiques et ingénieurs, et a déjà mobilisé plus de 15 milliards de dollars de capacités auprès de grands assureurs et investisseurs. Pour Tanguy Touffut, l'assurance n'est plus seulement un métier de prudence : c'est désormais un outil stratégique pour absorber les chocs d'un monde devenu radicalement plus instable. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Artificial intelligence (AI) has become an increasingly important topic across insurance, but its implications for captive insurance and actuarial work are still taking shape. In this episode of The Edge of Risk podcast by IRMI, Steven Abel and Jason Abril of Oliver Wyman share an actuarial and technology-driven perspective on how AI is influencing insurance analytics, data governance, and risk decision-making. The discussion explores how machine learning has long been part of actuarial toolkits, while newer AI technologies are accelerating workflow automation, data enrichment, and analytical insight generation. The conversation also examines how captives differ from commercial insurers in their AI use cases, particularly given differences in scale, mission, and access to actuarial resources. Mr. Abel and Mr. Abril address transparency concerns around AI models, emphasizing governance, documentation, and human oversight. Looking ahead, they outline why AI literacy—rather than deep technical specialization—may become a critical skill for actuaries and captive professionals as advanced analytics continue to reshape risk financing strategies.

Bobby Bray brings his perspective from more than 20 years in banking and consulting with Capital One, Oliver Wyman, and Regions Bank. The retired Navy Captain with four commands talks about strategic decision-making under pressure, working with Fortune 150 C-Suite executives, and the rigor required in FP&A. He says: “To use an aviation term you need to be able to follow the drop of gas through the engine and understand the different cogs in the engine that turns a drop of gas into thrust, but it also is what turns raw data into usable analytics on the back end.” In this episode  A Truly Non-Traditional Path to Finance Commercial banking as the most educational finance job Discipline and rigor in FP&A Cloud infrastructure changes in the past 7 years  The rigor of a capital market stress test  Explainability of AI in finance 

Wie setzt ein Baumarkt Preise, wenn allein ein Markt bis zu 50.000 Artikel führt und online mehrere hunderttausend Produkte dazukommen? Dr. Sebastian Voigt spricht mit Jan Michael Schulte, VP Pricing bei OBI, über die Mechaniken hinter einem Handelssystem, das jeden Tag zwischen Preistransparenz, Sortimentsbreite und operativer Umsetzbarkeit balanciert. Jan erklärt, wie OBI sein Pricing in den vergangenen Jahren professionalisiert hat – von einfachen Setups hin zu einem datenbasierten Ansatz mit länderübergreifenden Prozessen, automatisierten Vorschlagslogiken und dem Rollout elektronischer Preisschilder. Dabei wird deutlich, wie unterschiedlich Preissensitivitäten im Baumarkt ausfallen, welche Rolle Eigenmarken im Vergleich zu Markenartikeln spielen und wie Rundungslogiken, Gebindegrößen, lokale Aktionen und Franchise-Strukturen in die Preisgestaltung hineinwirken. Ein weiterer Schwerpunkt liegt auf der Frage, wie OBI Preiswirkungen sauber diagnostiziert: warum KI vor allem für Mustererkennung relevant ist, welche Faktoren Preisveränderungen überlagern können und wie kanalübergreifend Kundinnen und Kunden heute unterwegs sind – von Marktbesuchen bis zur HeyOBI-App. Im Preis der Woche geht es um die ungewöhnliche Logik großer Champagnergebinde, im Pricing Fail um die zunehmende Zersplitterung von Streaming-Abos. Über den Gast Jan Michael Schulte ist Vice President Pricing bei OBI und seit fast sieben Jahren im Unternehmen tätig. Er verantwortet den Aufbau und die Weiterentwicklung des internationalen Pricing-Teams, das heute für neun europäische Länder arbeitet. Zuvor war er fast acht Jahre bei Oliver Wyman in der Retail- und Consumer-Goods-Praxis tätig, zuletzt als Principal. Frühere Stationen führten ihn unter anderem an die Universität Münster und zur Hannover Rück.

In this episode of AML Conversations, John Byrne sits down with Dan Tannebaum, Partner at Oliver Wyman and global leader in anti-financial crime, for a wide-ranging discussion on the evolving landscape of sanctions. From the EU's post-Ukraine enforcement challenges to the U.S.'s shifting approach under different administrations, Dan offers sharp insights into the effectiveness, limitations, and unintended consequences of sanctions as a policy tool. They explore: Key differences between U.S. and EU sanctions regimes The impact of sanctions on Russia, Syria, Cuba, and Venezuela The growing complexity of sanctions evasion tactics How AML professionals can stay ahead in a rapidly changing environment The future of sanctions as a tool of economic statecraft Whether you're a seasoned compliance officer or new to the field, this episode offers practical takeaways and a candid examination of the geopolitical forces shaping financial crime risk today.

Yannik Thomas is Vice President, Network Design & Optimization at Norfolk Southern. Norfolk Southern is one of the nation's premier transportation companies, moving approximately 7 million rail shipments each year across 19,300 route miles in 22 states and the District of Columbia. NS serves every major container port in the eastern US and operates the most extensive Intermodal network in the East. Yannik is responsible for designing NS' network and service products to provide reliable and efficient service to rail shippers. He also leads technology investment and product management across Transportation and Intermodal Operations. He previously held leadership roles in Intermodal Operations and in Finance. Prior to joining NS, he spent 12 years with management consulting firm, Oliver Wyman, advising Fortune-500 Transportation and Industrial clients on strategy, finance, operations, and technology topics. Yannik holds a Bachelor of Science in Systems Design Engineering from the University of Waterloo in Canada and a Master of Business Administration from the Institut Européen d'Administration des Affaires (INSEAD) in France. He serves on the boards of The Belt Railway of Chicago, The Indiana Harbor Belt Railroad, Pan AM Southern, and the Atlanta Symphony Orchestra. Learn more about your ad choices. Visit megaphone.fm/adchoices

Yannik Thomas is Vice President, Network Design & Optimization at Norfolk Southern. Norfolk Southern is one of the nation's premier transportation companies, moving approximately 7 million rail shipments each year across 19,300 route miles in 22 states and the District of Columbia. NS serves every major container port in the eastern US and operates the most extensive Intermodal network in the East. Yannik is responsible for designing NS' network and service products to provide reliable and efficient service to rail shippers. He also leads technology investment and product management across Transportation and Intermodal Operations. He previously held leadership roles in Intermodal Operations and in Finance. Prior to joining NS, he spent 12 years with management consulting firm, Oliver Wyman, advising Fortune-500 Transportation and Industrial clients on strategy, finance, operations, and technology topics. Yannik holds a Bachelor of Science in Systems Design Engineering from the University of Waterloo in Canada and a Master of Business Administration from the Institut Européen d'Administration des Affaires (INSEAD) in France. He serves on the boards of The Belt Railway of Chicago, The Indiana Harbor Belt Railroad, Pan AM Southern, and the Atlanta Symphony Orchestra. Learn more about your ad choices. Visit megaphone.fm/adchoices

Duncan Barrigan left his high-profile Chief Growth Officer role at GoCardless, a $2.2 billion payments platform, to solve what he calls the biggest challenge in financial technology: broken B2B payments. This $70 trillion market is stuck, with 98% of B2B payments handled by outdated, manual processes. Rideshare giants deploy 50-person teams just to manage accounts receivable, exposing an enormous need for modern payment processing solutions.Manual tasks and communication breakdowns are costing companies millions in wasted time. The core issue isn't just sending or receiving money—it's the chaos and disputes that slow down invoice payments and paralyze AP teams. Duncan saw that true progress means automating the entire workflow. Using the power of AI and AP automation, Lunos builds agents that handle accounts receivable at scale. These AI-powered tools negotiate, track, and resolve payment disputes without errors, never missing a detail, and supporting efficient electronic payments for modern businesses.1️⃣ Start with monitor mode first to build trust and understand AR patterns before advancing to suggest or act modes.2️⃣ Prevent disputes through real-time records instead of tracking payment promises in weekly spreadsheet downloads.3️⃣ Let email handle customer communication rather than forcing customers onto new portals that create friction.4️⃣ Use relationship-specific data for forecasting instead of broad machine learning patterns across different companies.5️⃣ Integrate like a human worker by connecting with existing ERPs, CRMs, and communication tools without forcing massive changes.GUESTDuncan Barrigan LinkedIn: https://www.linkedin.com/in/duncanbarrigan/LUNOSWebsite: www.lunos.aiLinkedIn: https://www.linkedin.com/company/lunos-ai/FINTECH CONFIDENTIALPodcast: https://fintechconfidential.com/listenNewsletter: https://fintechconfidential.comLinkedIn: https://www.linkedin.com/company/fintechconfidentialX: https://x.com/FTconfidentialInstagram: https://www.instagram.com/fintechconfidentialFacebook: https://www.facebook.com/fintechconfidentialSUPPORTERSUnder - Streamlines application and underwriting with digital PDF processing - https://under.io/ftc Skyflow - Zero trust data privacy vault with simple API calls - https://skyflowsecure.com Hawk - AI tools for real-time fraud detection and transaction monitoring - https://gethawkai.comABOUTDuncan Barrigan is a technology entrepreneur and executive. He's the Founder and CEO of Lunos, the AI partner that manages receivables just like you would. Well, how you would if you worked on it 24/7, never forgot anything and read every message ever sent to you - you get the idea.He has spent more than a decade helping businesses get paid, previously as Chief Product Officer and Chief Growth Officer at GoCardless for eight years, playing a leading role in its rise from a UK-based direct debit provider to a global bank payments unicorn worth $2.2bn, with revenue growing for $1m to well over $100m ARR. Prior to that he worked as a consultant, leading projects advising PE & VC clients on fintech and financial services M&A and strategy at Oliver Wyman. He has an MA in Natural Sciences from the University of Cambridge.Lunos is an AI-powered accounts receivable platform that integrates with enterprise systems to automate tracking, communication, and resolution of unpaid invoices. The system operates like a human AR agent, managing customer interactions and adapting to responses in real time.Tedd Huff is the Founder of Voalyre a professional services and Advisory firm focused on global payments and banking. He is also a video podcast host and executive producer on the Fintech Confidential...

Daniel Tannebaum, Global Anti-Financial Crime Practice Leader at Oliver Wyman, says Europe “will continue to need to be out in front” on Russian sanctions as the US under President Donald Trump has stepped back. He spoke to hosts Stephen Carroll and Caroline Hepker on "Bloomberg Daybreak Europe".See omnystudio.com/listener for privacy information.

When someone speaks with a deep of understanding of the banking and finance systems, is widely respected, and then expresses a strong but debatable view, about a developing asset class, we think it's important to hear that voice and to challenge and distil its key messages.   So in this episode we welcome back a former guest who appeared on the MMP in March 2023 during the banking storm, during with Silicon Valley Bank and then Credit Suisse. His conclusion was unequivocally that this was no repeat of the 2008 GFC, as has been proven.  In addressing his recent report from Oliver Wyman, titled “private credit is reshaping wealth portfolios”, we wanted to challenge him on several issues, including; Is it that innocuous? Is this a trend which will serve big private asset firms at the expense of individuals? How about bad times and souring loans? Does the loss of liquidity matter? Are we swapping risks from the regulated banking sector to the unregulated world of the giant private market firms?   And so Huw and I face off in a discussion on the risks and opportunities that are the hallmarks of this fast-growing slice of the investing world.  ​​The Money Maze Podcast is kindly sponsored by Schroders, IFM Investors, World Gold Council and LSEG.   Sign up to our Newsletter | Follow us on LinkedIn | Watch on YouTube  

Seema discusses this contended topic with Kent Valentine (Director & London Office Leader at Oliver Wyman) and Adrian Sledmere (Lecturer, ex-Kings College London and UAL). Using academic sources is an expectation in UK higher education; this conversation will explore how important the integration of academic sources are in teaching, whether academic sources are outdated, the risk of not using them and what constitutes credible teaching.

Our guest in this episode is Yakov Kofner, founder of C-Suite Counsel and publisher of FSI Digital Transformation Weekly. Yakov brings over two decades of hands-on experience in digital transformation across the financial services and insurance sectors. His background spans leadership roles at Gartner, Oliver Wyman, MasterCard, Bridgewater Associates, American Express, and McKinsey, as well as deep involvement in startups, operational leadership, and strategic advisory. In this conversation, we examine the key lessons Yakov has drawn from driving and advising on digital transformation initiatives—focusing on what has enabled lasting change, where transformation efforts commonly stall, and how financial institutions can better align innovation with business outcomes. https://csuitecounsel.com/ https://fsidigitalweekly.substack.com/

As they adapt to shifting investor expectations and a changing deal flow, many private capital firms are returning to fundamentals, focusing on risk management and value creation. They are also prioritizing enhanced exit planning and geographical diversification, with Europe becoming a focal point for many PE firms. This is happening at a time when consolidation among various stakeholders is reshaping the industry and providing new avenues for risk management and investment opportunities. In this episode of Risk in Context, Marsh's Emily Almond, Oliver Wyman's John Romeo, and Mercer's Tamsin Coleman discuss some of the top risks that private equity firms should be aware of and share strategies for addressing them effectively. You can access a transcript of the episode here. For more insights and insurance and risk management solutions, follow Marsh on LinkedIn and X and visit marsh.com.

Dora: First of all, thank you so much for your willingness to connect and speak with us today. And to start off, do you mind briefly introducing yourself? Sijh: Yes. So my name is Sijh Diagne. I am a Weinberg class of 2010, did Economics and International Studies at Northwestern. Today I work as the advisor to the CFO of the African Development Bank. It's the largest multilateral development bank in Africa. Before that, I used to be in the Senegalese government as a senior advisor to the Minister of Economy, Planning and Cooperation. So the last five years I have found myself being at the intersection of policy and finance in Africa. Really enjoy playing some of my hobbies. I enjoy playing tennis. I enjoy playing a little bit of basketball, love watching tennis as well. Had a chance to travel quite a bit. So I enjoy traveling and trying out some new foods. So that's a little bit in a nutshell about myself. Dora: Sounds great. I'm actually going to play tennis and basketball later today. Sijh: Ah, fantastic. Dora: It's very nice out. Yeah, I'm a big fan of tennis and basketball too. Sijh: Very good. Dora: Thank you so much for introducing yourself. So I think my first question is that we're wondering how did you end up working at the African Development Bank Group and being where you are right now? Sijh: Yes. So my mentor I've had since I graduated from college when I joined Oliver Wyman as a consulting, he was an investment bank at the time in Dubai, Senegalese named Amadou Hott, and he became the Minister of Economy, Planning and Cooperation of Senegal in 2019. So I sent him a text message when he became minister. At the time I was at Harvard Business School. I finished my MBA and I was working at Credit Suisse in New York. And I said, "Congratulations." And he said to me, "You should think about joining the government, you'd be good to come home and serve your country." And I said, "Yeah, yeah, it's okay. No problem. I'm enjoying banking, but I wish you the best." And long story short, he did contact me and came to New York and said, "I need you. I'm building a team. I want you to join the ministry as my advisor. You're going to be in charge of private sector development." This was at the end of 2019, had decided thinking about everything personally and professionally, that this was going to be a really cool opportunity to serve your country, contribute to policy, especially something that I've always wanted to do since my days at Northwestern. And he took me on board and I became his advisor. We did a lot of interesting things in Senegal, COVID-19 pandemic economic recovery plan, an emergency youth jobs plan, PPP law, and really put Africa on a map, at least Senegal on a map, especially when we were sharing the African Union. And subsequently, he then moved on from government, went to the African Development Bank as advisor to the president, special envoy. And when the CFO of the bank was looking for somebody, had asked him and he suggested my name as somebody who had the profile, given my investment banking background, coupled with my policy and government background. And that's how I ended up at the African Development Bank. So it's a quite combination of personal interests, luck, but also relationships given the fact that it was a mentor who had recommended me. And this is a lot of times how the world works at a certain level. It's word of mouth, its connection, its relationships. And that's how I ended up where I am today. Dora: That's really cool. I think it's really cool that you ended up contributing to your own hometown by using your interest and skills and expertise. That sounds very cool to me. And you've also mentioned that you started off as a consultant at Oliver Wyman. What led you to decide that you want to do consulting when you first graduated? Sijh: So consulting was a little bit by accident, I would say. At the beginning when I was a junior at Northwestern, I had an undergraduate research grant to do studies. I was doing a thesis on China's economic involvement in Africa because I was surprised that when I went on vacation in Senegal, I saw a lot of people from China in Senegal. And Senegal was not a resource-rich country at the time. We did subsequently find oil and gas, but that was much later. And I was just quite interested in that new phenomenon. And so while I was doing that project, I started talking to merchants and consumers about business, about trade, and I got very interested in maybe the business of giving advice on strategic advice. Instead of maybe going for a master's in international relations and doing diplomacy, I maybe thought maybe I should explore deep field in management consulting, especially in emerging markets because it was one of the fastest growing markets in the world and I wanted to get exposure to that, given my Senegalese background, the fact that I also had chance to spend also a study abroad in Egypt and wanted to also develop my Arabic. So I looked at opportunities that will place me in the Middle East where I can be focused on at the time Middle East and Africa. And Oliver Wyman was recruiting in their Dubai office, and that was my top choice. Now remind you that this was in 2009. It was at the height of the economic crisis. So it was extremely challenging to find a job, and I just remembered applying to so many jobs at the time and just feeling completely agonized that what if I don't get it? Because a lot of my classmates were not getting jobs, people were getting laid off, were not recruiting as much. And I really thought that this is the only chance I have to differentiate myself because the US market was just quite challenging. And I practiced many, many hours a day. I only took three classes when I [inaudible 00:06:37] Northwestern versus four just to give myself a chance to get to that job. And so by God's grace, I got the job and then I moved to Dubai. And that's what I ended up doing for a few years. Dora: That sounds really cool. So you've mentioned that it was really hard to find a job back in 2009. And I'm sure it got a lot better now, but it's still a little hard for us because I'm a junior, so I'm also applying for jobs. It's still hard, especially for international students to find jobs. So is there any advice or suggestion you can give to the students seeking for a job in financial service or just seeking for a job in general? Sijh: Do not underestimate the power of the alumni network and in your relationships. When I was applying for jobs at the time at Oliver Wyman, most of the people who were interviewing me were from the Chicago office, Northwestern alum. And so I really tapped into that network at the beginning. It's the only network really I'd had at the time, frankly. And so in any job you have to look at what is required of the job in terms of skill set. Does it match currently the skill sets that you've been building or working on? And then number two, just really talk to alumni, talk to your network who work in those fields. Because oftentimes what might make a difference is just a person at the right time saying, "Oh, I know this person. I've worked with this person, I've interacted with this person. I can tell this person's character. I can tell this person's work ethic. I can tell about how assiduous they are. I can tell about how much integrity, how good communicator they are, and how consistent they have been in terms of reaching out, following up, asking the right questions and really putting in the work." Because at the end of the day, that might be what differentiates one or two candidates, what you do well, what you can control, having a good GPA applying for the job, but tailoring your CV, preparing for the interviews. But at the end of the day, sometimes the decisions are being made based on other emotional quotient. What were the interactions like with the people who you've met? Have you been very consistent at reaching out at talking to them? What has been your demeanor? I found that these interactions really made a difference, and so I made it a point in my career to just continue to reach out to mentors, continue to reach out to people in my different circles. This interview that we're having today would not have been possible if it weren't for a Northwestern alum, my sister Nikki Okrah, who gave a brilliant commencement speech last year and to whom I'm being very, very grateful for to open doors. And these are the ways in which the Northwestern alumni has been used. Nikki and I have been friends for almost 17, 18 years, since freshman year of college. She's back in Ghana building Chaku Foods, which is a startup in the agricultural space. And so my point is just leverage the network, build genuine relationships with people, your colleagues, your peers, and these things will pay dividends over time. Dora: I definitely agree because I've been doing networking and coffee chats with a lot of alumni as well, and I know that they have also been reaching out and talking to a lot of students. But I don't know if this question might be a little repetitive. Do you have any advice or suggestion for students to maybe stand out in those conversations? Like you mentioned being consistent and always follow up, but is there any more things or specific strategies we could use to... Sijh: Yeah, and I think these times are very challenging times as you can see given what's happening at the global environment. Quite challenging, quite complex, but it's also a tremendous time of opportunities and growth. One way in which I differentiated myself at the time when I was graduating is that I knew I had a language differentiator. I was fortunate to speak five languages, including Arabic, which was a differentiating factor when I was applying for jobs in the Dubai office. Being from Senegal, having had good quality education from Chicago at Northwestern and making sure that you had a good academic performance, those were things that at least I could differentiate myself. So I also already felt like I was competitive on the international front. I could make sure that I may not have been competitive on the local front in a Chicago office front because I think they were much stronger candidates. But for sure, I used my skillset, my international background, the fact that I did an international studies degree sort of understood some of the geopolitical implications at the time, to my advantage. And even when I was transitioning into investment banking, I gave myself that opportunity. So when I was at Harvard, when I was applying for my internship at Credit Suisse, again, the differentiating factor made it that I did an international degree, I had an international experience having worked in many different countries, being based in Dubai, covering Middle East and Africa. Having done consulting as somebody who's transitioning into financial services gives you the problem-solving skills, give you the ability to just synthesize dense information into small, consistent and simple messages to be able to tailor messages based on your audience. And those were a few skillsets that I picked up from my consulting background that were really helpful not only for investment banking, which you're transitioning to the financial services, but even beyond, skillsets such as communication, skillsets such as the ability, like I said, to look at complex problems and breaking them down into smaller pieces that can take you from point A to point B, and your ability to explain to different audiences the key messages. If you're meeting with a senior executive, what is the message that he needs to hear? How are you able to explain that to him? When you're meeting with more technical people, what level of information do you need and how do you communicate that effectively? Those are skillsets that are going to be very important no matter what you do, especially in financial services as well, because what happens is you're taking a lot of data from very, very different data sets and you're trying to synthesize them into something that can be actionable, recommendable for senior executives to make a decision about his company, his business, or for a country in the case of government. Dora: That sounds really cool and very helpful, all the skillsets you've mentioned. So how is working in consulting and financial service, for example, investment banking, different to you? Sijh: Yeah, so consulting and investment banking, those are both advisory businesses. So in that way they're kind of similar. You are always looking at what are your client's most pressing issues, and you're trying to solve them. Maybe in a consultant you might be more thinking about the strategic issues, market entry strategy, cost-cutting strategies. Maybe if you're doing corporate finance and investment banking, you are advising them on what is the optimal financial structure that you have, maybe what are the acquisitions that you need to do in order to generate the shareholder return and meet your fiduciary duties towards your shareholders. Those are in a way similar but also different skill sets. What I love about investment banking in particular as a great training is that you're still problem solving. You become very financially savvy and you really pay attention to details. It is about having strong attention to detail that will really make a difference in a way. You have to be able to understand the financial implications of your decisions of the data, while at the same time still have to communicate in a way that the senior executive in front of you, the CEO or the CFO or the head of business development, understand and also take your recommendations and action them. At the end of the day, the strategic advice needs to be actionable. And I really want to put an emphasis on the action part because you're getting paid to provide a service that he can take and say, "I can make this happen and I can generate returns and I can generate a results." So that's what I would say the similarities, but also the differences and what skill sets you need to pay attention to in order to move up the financial services ladder. I didn't stay very long in investment banking. I only did it for a little under three years. But the skill sets that I picked up there in terms of just understanding finances, reading the balance sheet, the income statement, the cash flows, being able to quickly analyze that and then also help make a decision. When I came to government, one of the things that I really picked up, because we were doing the COVID-19 response for Senegal, we had to move really fast. We didn't know how the world was going because there was no playbook on how to do a COVID-19 response. But the investment banking and the consulting approach made it so that I knew how to take data that was happening from different parts of the world, the benchmarking that was being done. If you're doing comparable transactions in banking, similar things. What's happening in France, what's happening in Germany, what's happening in Spain, Portugal, Argentina, Brazil, et cetera? And then thinking about in your country, in Senegal, how would some of these fiscal or monetary policies actually be useful, be actually be easily implementable and will have the intended results for your population? So thinking very critically about those problems, analyzing data, large data and synthesizing them into simple, actionable items, that's what enabled us to move quickly to make recommendations directly for the president, for him to take action and for us to mobilize the resources from our partners, the World Bank, the IMF, the other bilateral and multilateral partners, for us to have a plan that can fight against COVID-19 response. So that experience was a combination of the consulting skillset, problem solving, and the financial services, attention to detail, understanding financial statements, thinking about client implications that made us have the results, and those are very invaluable skill sets no matter what industry you choose to always have. Dora: That sounds really cool to me. All of your experiences, either from consulting or investment banking are so helpful to your current role and your job. That sounds very cool to me. So thank you so much for sharing about the student alumni connection and your career. So another question as a student we have is that how do you stay motivated? Because we're still pursuing a job and seeking for a job, and sometimes it can be very overwhelming. So I'm just curious if you have any strategy or approach. Sijh: Look, the reality is you have to tell yourself it is hard. It is hard to recruit in these times that are very challenging where there's a lot of uncertainty, and understanding that it is hard first, and acknowledging is really first of all important. I probably applied to about 60 or so jobs and barely got more than five interviews. So you have to stomach the ability of rejection. I hear so many nos. It can be very disappointing. You can feel low about yourself. You can have, am I good enough? You can feel like, are you good enough? Were you smart enough? Did you work hard enough? You can really doubt yourself in these moments. But the key is just to think about is to stay optimistic. Stay optimistic that after the bad times, good times will come. You just stay the course. You just have to have an objective in mind. You want to recruit for this type of position, and you just give yourself the best chance for you to do this. Recruit, stay consistent. Have maybe a peer to peer review so that your peers can also keep you in check. I had a very good friend of mine at Northwestern named [inaudible 00:19:38] in my class. We were recruiting together. We used to practice our cases together. We used to check in on one another. "How are you doing?" We were spending many, many hours together every day, but keeping each other in check, keeping each other accountable. Having an accountability partner in this journey is also very, very helpful. And I found having that was really helpful for me to stay motivated. Leaning into your support system, your family, your loved ones, your friends, your professors, some alumni who can maybe give you comfort that, "Hey, tough times is part of life, but if you stay the course, things will work out." That there's always going to be bumps along the road, and I had my fair share of bumps along the road and continue to have bumps. But it's just the ability to keep at it, to stay, to be optimistic, to have a goal in mind, and just to give yourself a chance to work towards it while leaning on your support system, I think is what is going to carry you through some of the tough times you face as a student. And I think the last thing I would say is just to keep perspective, because you might seem like this is the worst things, but at the end of the day, you're giving yourself a chance to have a great education. The Northwestern brand is really strong. To this day, 15 years out, I haven't reached the peak of my career yet. I still have ways to go, but I'm finding that how powerful it has been, how helpful it has been based on the resources that I tapped into when I was in undergrad, the connections that I made that enabled me to get to where I am today. As I mentioned, my friend, Nikki Okrah, who's building a fantastic company, who gave me this opportunity to speak to these students as a Northwestern alum, as a friend and a sister. Those are things that will stay with you. So stay the course. Tell yourself it's hard. You understand. But you will get to the other side. Dora: Thank you so much. Sijh: And this too shall pass, as we say. Dora: Thank you so much for saying all of this. It's really motivating and so nice of you to say all of this to students. I feel like it's very helpful for everyone who's seeking jobs or underclassmen figuring out what they want to do after graduation in general. But yeah, just thank you so much again for your willingness to connect with all the students and for coming to the Weinberg in the World Podcast interview. We hope to stay in touch with you. Thank you. Sijh: It is my pleasure.  

John Romeo, CEO of the Oliver Wyman Forum and Head of M&A at Oliver Wyman We sit down with John Romeo to explore Oliver Wyman's disciplined, strategic approach to M&A. Romeo shares how his team sources deals through a bespoke pipeline, aligns incentives with founder-led businesses, and plans integrations that prioritize people and long-term value creation. From cultural diligence to pricing discipline, this episode reveals what it really takes to execute successful deals in a high-touch, people-driven industry. What You'll Learn: How to build and manage a bespoke M&A pipeline The difference between banker-led and buyer-led deal processes What cultural alignment looks like in professional services deals How to structure integration and retention plans to protect long-term value ______________________ This episode is sponsored by DealRoom! Turn your chaos into control. Tired of chasing updates across spreadsheets and email threads? Discover how DealRoom helps corporate development teams bring order to M&A.

The average American family spends over $24,000 a year on healthcare, and costs continue to rise faster than inflation. Why can't we create a healthcare system that delivers more value for less money?In this conversation with Ann Somers Hogg, Director of Healthcare Research at the Clayton Christensen Institute, we explore the concept of "Zero Inflation Healthcare" and uncover why traditional health insurance models continue to drive costs up. Ann breaks down why many InsureTech startups initially struggled to disrupt incumbents and how a new approach to business model innovation could finally tame runaway healthcare costs.We cover:

25 Apr 2025. Fuel delivery firm Cafu is reportedly looking to raise funds by selling a stake. The news comes as Cafu reintroduced delivery fees for filling up cars, ranging from 12 to 20 dirhams. We speak to Head of Partnerships Alaa El Huni about what’s behind the move. Plus, Pure Harvest’s Sky Kurtz is turning fruit into luxury preserves. And Oliver Wyman ranks 1,500 global cities for business attractiveness, we get the insights from Partner Ben Simpfendorfer.See omnystudio.com/listener for privacy information.

Loans supplied by funds have swelled to some $2 trln, disrupting regular banks. In this episode of The Big View podcast, Huw van Steenis of Oliver Wyman explores the drivers of the industry's rapid growth, how much bigger it could get, and what risks it might be storing up. Visit the Thomson Reuters Privacy Statement for information on our privacy and data protection practices. You may also visit megaphone.fm/adchoices to opt-out of targeted advertising. 

Welcome to a brand-new year of Resoundingly Human podcasts! Whether this is your first episode, or you are a long-time listener, thank you for joining us and I hope you'll subscribe for even more great content highlighting the incredible contributions of INFORMS members. To kick off our first episode of the new year, joining me is the 2025 INFORMS President Dave Hunt, vice president at Oliver Wyman, and a 30+ year INFORMS member who received the INFORMS President's Award for his role in founding INFORMS Pro Bono Analytics and chairing the INFORMS Ethics Guidelines committee.

Frank is a 3x entrepreneur with a passion for the intersection of fintech and math. Frank originally hails from Germany. Early attempts at becoming a child prodigy violinist were unsuccessful which forced his parents to abandon any hope or supervision. Left to his own, Frank quickly became famous for wrestling rattlesnakes and kayaking. His sister meanwhile became a child prodigy violinist. Looking for a brighter future, Frank moved to California where his first job was a choice between watering marijuana plants in the Northern California mountains or building a neural network-based prediction engine for horse racing results. Ever focused on doing the right thing, he built the neural network for horse racing. Several other lucky turns led him to stay in the US and eventually graduate from the Wharton School at the University of Pennsylvania with a BS in Economics. Since then, he's been a consultant at Oliver Wyman, started an online insurance company, spent 4 years at FICO, and grew Nomis from

Let us know your thoughts. Send us a Text Message. Follow me to see #HeadsTalk Podcast Audiograms every Monday on LinkedInEpisode Title:

Melissa Vandergriff, MBA, PMP, is Director of Continuous Improvement for the Cleveland Clinic Enterprise Markets. Melissa has served as a member of the Cleveland Clinic Continuous Improvement team for 15 years and has led numerous successful improvement initiatives across the Cleveland Clinic health system. Prior to her current position, Melissa held the role of CI Director for Clinical Institutes and for 6 years held the dual roles of Director of Operations and Continuous Improvement at Cleveland Clinic Hillcrest Hospital, where she led the hospital's culture of improvement program and oversaw clinical and non-clinical operations. Before joining the Cleveland Clinic, Melissa spent 10 years in process improvement and project management in the IT and healthcare industries. She received her MBA from Case Western Reserve University's Weatherhead School of Management and is a certified Project Management Professional (PMP).Keith Sulzer joined the Cleveland Clinic in 2022 where he has served as the Continuous Improvement Advisor for the Education Institute, Dermatology & Plastic Surgery Institute, and the Main Campus Submarket. In all three areas, Keith has excelled in partnering with leaders and teams to build CCIM capability and drive tangible results – most recently in the areas of documentation optimization, appointment fill rates, OR efficiency, and hospital throughput. Prior to the Clinic, Keith had an 11-year career in management consulting at Oliver Wyman in Chicago where he was a Principal in the firm's Operations practice. Over his consulting career, Keith worked with Fortune 500 clients in various industries to design and implement large, cross-divisional improvement programs to increase service levels, reduce waste, and improve financial performance. His previous roles included leading a $1.2B cost savings initiative for a logistics company and implementing an operational efficiency program at an airline which reduced fuel spend by $35M a year.Keith graduated from Northwestern University with a double major in Industrial Engineering and Economics. He was a member of the varsity wrestling team and a two-time Academic All-American. Keith lives in the West Park area, where he was born and raised.Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3CME credit is available for up to 3 years after the stated release dateContact CEOD@bmhcc.org if you have any questions about claiming credit.

Navigating Work's New Normal: Quiet Quitting and Coffee Badging With Business Psychos Podcasters https://podcasts.apple.com/us/podcast/business-psychos-podcast/id1741179093 About the Guest(s): Mary Schwab and Katie Bickford Mary Schwab: Mary brings three decades of expertise in building transformative capabilities at top-tier consultancies such as Oliver Wyman and Boston Consulting Group. She has held executive roles in change management at large financial institutions. Katie Bickford: Katie boasts over 20 years of experience in building global revenue teams in high-growth tech companies, achieving $3 billion in exits through public listings or private equity acquisitions. She is also the author of "Parama Method: A Guide for Personal Transformation." Episode Summary: In this episode of The Chris Voss Show, Chris is joined by Mary Schwab and Katie Bickford, founders of the "Business Psychos" podcast. They discuss their journey from meeting at an insight meditation retreat to creating a podcast that addresses the intricacies of work culture and personal development. This episode delves into how their diverse professional backgrounds influence the content they produce, aimed at helping professionals navigate the complexities of modern work life without going insane. Mary and Katie talk about the importance of addressing unspoken issues in the workplace, such as mental health, burnout, and the politics of corporate environments. They offer invaluable insights into why they chose the provocative title "Business Psychos" and how they use humor and candor to shed light on serious subjects. Topics like "quiet quitting," ageism, and the evolving expectations of work-from-home and hybrid setups are dissected, providing listeners with engaging and deeply relevant takeaways. Key Takeaways: Navigating Modern Work Culture: Unveil the importance of balancing personal and professional life amidst evolving workplace norms. Quiet Quitting & Office Politics: Understand the psychological and practical aspects of trends like quiet quitting and the ramifications of deceptive practices like "coffee badging." Ageism and Career Longevity: Gain insights into the challenges older professionals face in a dynamically changing job market. Shame as a Motivator: Learn why shaming is detrimental to workplace morale and productivity. Sharing Stories: Discover the therapeutic and educational value of sharing personal and professional stories. Notable Quotes: Mary Schwab: "We talk about how to navigate the complexity of work culture and modern life without becoming a psycho." Katie Bickford: "Quiet quitting is really about how exhausting it is to trade your life just to collect a wage." Mary Schwab: "Shame's not great for learning, it's not great for trust, teaming, innovation, or creativity." Katie Bickford: "There really is a practical life you have to come back to and making the most out of a professional career can help you live the life that aligns with your values." Mary Schwab: "The podcast scratches a different emotional intimacy itch that goes back to my relationship with my dad." Resources: Business Psychos Podcast Website: businesspsychos.com Mary Schwab on LinkedIn: Mary Schwab Katie Bickford on LinkedIn: Katie Bickford Goodreads Profile for Chris Voss: Goodreads Chris Voss on LinkedIn: Chris Voss Parama Method by Katie Bickford: Available on various book platforms Encourage your curiosity and dive into this engaging episode to explore the intricacies of surviving and thriving in your professional life. Stay tuned for more enlightening conversations on The Chris Voss Show.

On this episode of the Scouting For Growth podcast, Sabine VdL talks to John Johansen, a senior technology executive & operational leader with over 25 years of experience in consulting & executive roles. She is also joined by Steven Abel, partner at Oliver Wyman. In this episode, the two guests want to challenge & change current operational mindsets within large enterprises. They dive into the known tech challenges existing within our currently fast evolving digitalizing insurance space, why an experimentation culture is critical to drive the relevance & resilience business needs today, what are the most effective paths for evolution, reinvention & consideration, & insights on how businesses can leverage tech ecosystems to scale digitally-driven revenue models. KEY TAKEAWAYS          I started creating business applications when I was 13 years old & have been writing software ever since. I've been doing this in the insurance world for about 30 years. With Oliver Wyman we've been able to create a team that's able to build tools at speed that really improve our clients' businesses. InsurTechs have admirable qualities of being able to runs experiments & take them to investors & get feedback even in the early days then pivot on the back of those results. They can quickly create real, tangible products that people can touch, feel & react to which creates a new round of experimentation including more people giving feedback, more experimentation & more changes. We wanted to bring that into a corporate environment that didn't have the experience of that agility. The idea of responsible innovation is super important. There's nothing wrong with the big corporate machine because it does a lot of things well. It protects the risk agenda; it enables bullet-proof technology that's very stable. We have a very large client that we've done innovation for & we're beginning to scale that in the enterprise. We're not thinking of this in three lanes: The innovation group, the BAU support group, and the enterprise architecture group. One of the things that's fraught with peril in any IT organisation is when we go from development to beta tests, to launch, to productions support. Are we doing those things better? Is there less drama? Thinking through those early experiments & really demonstrating to people that the process is yielding that benefit/business change faster, with less investment, than an 18 month requirement process, an 18 month build & then a 12 month implementation. With the right experiments & stakeholder team we seeing those metrics trending in the right direction.   BEST MOMENTS ‘We're still seeing some bureaucracy, which means it's hard to maintain momentum. We wanted to break the bounds of the culture a progress in weeks not months.'‘There's a lot that we can do to improve business processes & be responsive to our business users by running small experiments.'‘The most important part of measuring success starts with picking the right experiments up front.'‘We can begin to measure by throughput: Is this process of experimentation actually getting us to faster, better business results, implementations, & hand-offs.' ABOUT THE GUESTS John Johansen is a seasoned senior technology executive & operational leader with a proven track record of success. Based in Naples, he brings extensive experience in driving growth & innovation within the technology sector. As part of Oliver Wyman, Johansen specializes in helping legacy corporations leverage startup culture to foster agility, accelerate digital transformation, & unlock new opportunities. LinkedIn Steve Abel is a dedicated partner at Oliver Wyman, leveraging his 25+ years of consulting & executive experience to help clients tackle intricate challenges & lead teams in delivering reliable insights. With a strong focus on smart technological implementation, Steve has a proven track record of generating value for organizations. His extensive expertise encompasses program management, operations, shared services, enabling technologies, business process reengineering, finance best practices, insurance products & data, actuarial platforms, machine learning, artificial intelligence, cloud solutions, & business & technical architecture. Steve's passion lies in assisting clients in achieving their strategic objectives & optimizing performance, all while cultivating a collaborative, innovative, & excellent work culture. LinkedIn ABOUT THE HOST There are over 140,000 FinTech ventures out there, including FinTechs, InsurTechs, HealthTechs, & WealthTechs, & the number keeps on changing every month. One statistic remains the same: 25% of these ventures have received investment and support from the financing world. 75% of these businesses still seek financing support from institutional & corporate investors alongside value-creating commercial collaboration opportunities with Global Fortune 500. Through this podcast series, I would like to demystify the world of corporate venturing, including how corporations collaborate with growth ventures, how venture capitalists & corporate venture capitalists make investment & collaboration choices in ventures & give tech founders & entrepreneurs, the strategies, tactics, tools, & techniques to build, grow & scale their business by understanding how those with financing power think. So, listen in, share & comment as you see fit.   Twitter LinkedIn Instagram Facebook TikTok Email Website

On this episode of the Scouting For Growth podcast, Sabine VdL talks to Brian McDermott, Chief Information Officer at Victor Insurance. This podcast will be a little bit different. As Steven Abel is going to join us to highlight the value of the Oliver Wyman relationship with Victor Insurance, as a subsidiary of Marsh McLennan. Indeed, in the complex world of business, speed to value when delivering technology is critical & Victor Insurance has found a critical partner in delivering tech among others with the Oliver Wyman team. KEY TAKEAWAYS An MGA is a company appointed by the insurer, typically the carrier, to exercise supervision & oversight on specific & targeted insurance programmes. We do everything an insurance company does but we don't source the capital, the carrier is the source of capital for us, they manage the risk in terms of the capital. We underwrite the risk on behalf of others & we do a lot of the administration on behalf of the carrier, claims processing, servicing, transaction  processing, connecting with the broker, handling of insurance fees & processing of any financial aspects. We operate in 8 countries. The majority of the revenues & premiums derive from the US, around 80% left-side of the globe, 20% right-side. But, we do see immense opportunity on the right-side of the globe because it's an untapped opportunity in territories with products & service offerings that we can provide. That's a key strategic focus as we proceed. Typically, InsurTechs' challenges include having great product but limited premium running through the platform because of the leverage they have with their carriers to bring those products onto the platform.  We differ from Marsh McLennan in that we're a full, front to back insurance company: We do placement of products through our digital portal experiences, policy servicing, claims processing, data reporting & analytics, & underwriting. Marsh McLennan are a re-insurance broker, they don't typically do underwriting. Our technology environments differ in that they're built for different scale – we're low premium, high volume, March McLennan operate in a different market segment; enterprise, high-end businesses, we operate in small/micro market. We have to build scalable, fast products whereas Marsh is more of a heavy touch relationship-based business with their clients. So it's difficult to align with them completely but there are a number of areas around complimentary services. BEST MOMENTS ‘We're trying to become the Amazon for brokers in the small, commercial & speciality marketplace.' ‘One of the key challenges I have is to make sure that we can modernise while we integrate as we go on our journey towards the future.' ‘We sit in the middle of the value chain with the broker on the left hand side, supporting the insured, & the carrier on the right, they provide the capital to us.' ‘We need to make sure that we harvest the data insights that we have: historical claims & underwriting data - & augment it with tools like machine learning, AI, data ingestion & enrichment.' ABOUT THE GUESTS Brian McDermott is the Chief Information Officer (CIO) at Victor Insurance, a leading global provider of specialty insurance programs & a subsidiary of Marsh McLennan. Brian brings a wealth of experience to his role, with a career spanning more than 30 years in diverse industries such as retail, insurance, finance, & government. Known for his disruptive thinking and innovation within the IT field, Brian is constantly exploring new ways to leverage contemporary technology & drive digital transformation within the insurance industry. In his role as CIO, Brian is keen to embrace modern technologies & help drive the agenda within the broader Marsh McLennan corporation. His unique perspective, stemming from Victor Insurance's position as a high-volume, highly transacting business, enables him to provide valuable input on the digital connection between the market & the brokers & clients they work with. As a partner at Oliver Wyman, Steven helps clients solve complex problems & lead teams to deliver insights that you can trust. Steve acquired over 25 years of experience in consulting & executive roles, delivering value to organizations via smart technological deployment. Steve's specialties include program management, operations, shared services, enabling technologies, business process reengineering, finance leading practices, insurance products & data, actuarial platforms, machine learning, AI, cloud solutions, business & technical architecture.  Steve is passionate about helping clients achieve their strategic goals & optimize their performance, while fostering a culture of collaboration, innovation, & excellence. LinkedIn Oliver Wyman ABOUT THE HOST There are over 140,000 FinTech ventures out there, including FinTechs, InsurTechs, HealthTechs, and WealthTechs. And the number keeps on changing every month. One statistic remains the same: 25% of these ventures have received investment and support from the financing world. 75% of these businesses still seek financing support from institutional and corporate investors alongside value-creating commercial collaboration opportunities with Global Fortune 500.  Through this podcast series, I would like to demystify the world of corporate venturing, including how corporations collaborate with growth ventures, how venture capitalists and corporate venture capitalists make investment and collaboration choices in ventures and give tech founders and entrepreneurs, the strategies, tactics, tools, and techniques to build, grow and scale their business by understanding how those with financing power think. So, listen in, share and comment as you see fit. Twitter LinkedIn Instagram Facebook  TikTok Email Website

On this episode of the Scouting For Growth podcast, Sabine VdL talks to Steve Abel, Partner at Oliver Wyman. In this episode, they dive into the insurtech world & determine how to reinvent the InsurTech space by Leveraging Commoditized Tech for a Competitive Edge. On this episode they discuss: The common mistakes InsurTech startups make when investing in technology components with not well-thought-out architectures. How InsurTech startups can leverage commoditized technology to focus on building unique value propositions. The strategies for effectively orchestrating & assembling tech components into a symbiotic whole for faster go-to-market. How InsurTech startups can focus on monetizing their algorithms rather than building the full tech stack. The changing concept of differentiation in the InsurTech sector & how startups can leverage this to their advantage. Useful links:Cyber security and Captive InsuranceSelf-insured actuarial servicesCapital modelling KEY TAKEAWAYS There are a couple of errors that founders make. The first is that you need to hire technologists to build everything for you in an undifferentiated way. Most of what you're bringing to the market is not the proprietary or unique.  It's a drag on money, speed & you may lose focus on what's important to your business model. You don't need to hire them; with the pace of change of tech, a year from now you'll need different talent because the tech will be different, Rent tech talent at the beginning. Most innovation that occurring in the InsurTech space is from founders & companies that you may be innovating or own, you're toe force of innovation in this sector. That's important for your investors because they want a return on their investment. It's important for the sector because the huge advancements in the distribution & carrier space, to your customers are because of you. Critically assess what technical talent is absolutely necessary to be core to your vision, it's as important as thinking about your architecture & tooling in terms of what is generically available & what's going to be part of your secret sauce. InsurTech's burn through time & capital fast, how can you assemble your solution in a way that you can test a market as quickly as feasibly possible? A lot of founders lose time tripping up over boring, platform tech. BEST MOMENTS ‘Modern tooling, especially cloud-based, already scales. The idea you need to buy a specialised infrastructure or server is no longer important as it once was.' ‘Getting something in you customer's hands as fast as possible to find out what they're going to find valuable & pay for.' ‘If you're a founder with a great idea, everything that's core to that great idea you need to own.' ‘In order to make money it's important to understand how your product is going to be used & sold. These are not the same thing & that can be a very costly mistake.'   ABOUT THE GUEST As a partner at Oliver Wyman, Steven helps clients solve complex problems & lead teams to deliver insights that you can trust. Steve acquired over 25 years of experience in consulting & executive roles, delivering value to organizations via smart technological deployment. Steve's specialties include program management, operations, shared services, enabling technologies, business process reengineering, finance leading practices, insurance products & data, actuarial platforms, machine learning, AI, cloud solutions, business & technical architecture.  Steve is passionate about helping clients achieve their strategic goals & optimize their performance, while fostering a culture of collaboration, innovation, & excellence. LinkedIn Oliver Wyman ABOUT THE HOST Sabine is a corporate strategist turned entrepreneur. She is the CEO and Managing Partner of Alchemy Crew, a venture lab that accelerates the curation, validation, & commercialization of new tech business models. Sabine is renowned within the insurance sector for building some of the most renowned tech startup accelerators around the world working with over 30 corporate insurers & accelerating over 100 startup ventures. Sabine is the co-editor of the bestseller The INSURTECH Book, a top 50 Women in Tech, a FinTech and InsurTech Influencer, an investor & multi-award winner.  Twitter LinkedIn Instagram Facebook  TikTok Email Website

On this episode of the Scouting For Growth podcast, Sabine VdL talks to Steve Abel, Partner at Oliver Wyman. In this episode, they dive into the challenges & solutions related to legacy debt & system modernization for incumbent insurers. KEY TAKEAWAYS A few decades ago there weren't the number or complexities of systems in the insurance landscape. Generally, there was 1 or several admin systems which did everything. The cost & complexity of IT was relatively low compared to now. The proliferation of systems that solve business problems, the complexity of those systems has increased exponentially in part because of the sheer number of systems but also because the landscape has evolved to accept that implementing a claims/administration/finance system should take years or months. A lot of carriers have made successful bets in the past; they've bought a system, customised it & to a large extent, historically, they have fulfilled their promise to the business. Perhaps they were a little expensive or hard to implement, but at the end of the day the stakeholders got what they wanted.  Take a hard look at your technology. A lot of these programme fail – between 30-60% depending on who you ask. Ask yourself: Is it worth the investment for my business? If you have a generic business maybe the cost of customisation is very low, but if your business customises a lot & when you're done you have a lot of spreadsheets, maybe that's not a great idea. BEST MOMENTS ‘There's an emerging opportunity for insurance carriers to leverage a new ecosystem of tooling & providers that isn't as monolithic & doesn't require so many months & so much costs to implement.' ‘In modern (mostly) cloud-based technology, it's possible to think of data as an enterprise/ecosystem asset, so you can keep that data in a structure that works for multiple business processes/calculations.' ‘Speed is now more important than ever in thinking about technology in an ecosyetem. It used to be that you could pace your development choices in years, now technology is moving so much faster – years and months instead of decades.'   ABOUT THE GUEST As a partner at Oliver Wyman, Steven helps clients solve complex problems & lead teams to deliver insights that you can trust. Steve acquired over 25 years of experience in consulting & executive roles, delivering value to organizations via smart technological deployment. Steve's specialties include program management, operations, shared services, enabling technologies, business process reengineering, finance leading practices, insurance products & data, actuarial platforms, machine learning, AI, cloud solutions, business & technical architecture.  Steve is passionate about helping clients achieve their strategic goals & optimize their performance, while fostering a culture of collaboration, innovation, & excellence. LinkedIn Oliver Wyman ABOUT THE HOST Sabine is a corporate strategist turned entrepreneur. She is the CEO and Managing Partner of Alchemy Crew, a venture lab that accelerates the curation, validation, & commercialization of new tech business models. Sabine is renowned within the insurance sector for building some of the most renowned tech startup accelerators around the world working with over 30 corporate insurers & accelerating over 100 startup ventures. Sabine is the co-editor of the bestseller The INSURTECH Book, a top 50 Women in Tech, a FinTech and InsurTech Influencer, an investor & multi-award winner.  Twitter LinkedIn Instagram Facebook  TikTok Email Website

On this episode of the Scouting For Growth podcast, Sabine VdL introduces the a series of podcasts featuring Steve Abel, Partner at Oliver Wyman, Brian McDermott, Chief Technology Officer at Victor Insurance and Esther Becker, Partner and Captive Actuarial Leader at Oliver Wyman. The objectives of the following four episodes are to: create an all rounded viewpoint of what is happening in insurance  demonstrate how an insurance managing general agent has grown its business to over 3 billion dollars in Direct Written Premiums (DWP) and how the world of captive insurance is evolving when emerging risks are so present in our day to day lives. KEY TAKEAWAYS Legacy system optimization is crucial for insurance companies to not only reduce costs but also to enhance the value of existing investments. By addressing the historical oversights and implementing effective strategies, insurance companies and carriers around the globe can extract comprehensive value from your legacy systems. Insurers out there… You've made substantial investments in your core systems, but it's possible that some decisions that we made were not aligned with the best long-term outcomes of your business or enterprise. Revisit past decisions critically to assess whether they still serve your company's current and future needs. Look for signs as to whether you've been locked into proprietary solutions which may hinder adaptability or interoperability long term. I have talked about those with many insurers and this is certainly an area of concern today. Implement APIs that allow more flexible interaction with your core systems and introduce modular upgrades that can provide new capabilities without a complete system overhaul. These targeted improvements can significantly increase value and extend the lifespan of your core systems, helping you stay competitive in a rapidly evolving insurance market. Finally, I wanted to dive into the world of captives and self-insurance programs offer a strategic approach to managing emergent non-insurable risks. A captive's ability to navigate complex technological challenges and optimize technology choices is crucial in reinforcing the relevance and efficiency of the captive's operations. BEST MOMENTS ‘To unlock the value from your core systems, adopt a three-pronged approach: Simplify. Innovate. Collaborate.' ‘When you invest in technology startups, scaleup and growth ventures… recognizing the common missteps is going to be essential to avoid them.' ‘In leveraging commoditized technology, your goal should be to build more relevant applications. Utilizing established technologies allows you to focus on innovation without reinventing the wheel.' ‘By proactively shaping your approach to these areas of advancement, you're preparing to meet the demands of 2030 and propel the insurance and insurtech sectors forward.'   ABOUT THE HOST Sabine is a corporate strategist turned entrepreneur. She is the CEO and Managing Partner of Alchemy Crew, a venture lab that accelerates the curation, validation, & commercialization of new tech business models. Sabine is renowned within the insurance sector for building some of the most renowned tech startup accelerators around the world working with over 30 corporate insurers & accelerating over 100 startup ventures. Sabine is the co-editor of the bestseller The INSURTECH Book, a top 50 Women in Tech, a FinTech and InsurTech Influencer, an investor & multi-award winner.  Twitter LinkedIn Instagram Facebook  TikTok Email Website