Craig Wymant

In January 2021 the London Stock Exchange Group (LSEG) acquired Refinitiv for $27B creating a global organisation of more than 24,000 employees. As the HR lead on the Refinitiv/LSEG deal team, strategic business partner and trusted advisor to the Executive Committee Members and Refinitiv CEO, I was asked to lead all people-related integration planning, transition, and execution while concurrently leading various HR functional teams including all country HR teams and global HR Service Delivery for 2 organizations in transition. I agreed to a 14 month term post the acquisition of Refinitiv to provide business continuity in support of the transaction. Since the close of the transaction, we have: • Designed and implemented an integrated LSEG Organisational Target Operating Model guiding us on structure and cost synergies • Selected over 600 of the most senior leaders either pre-close or in the 60 days following • Executed several M&A deals • Designed, harmonised, and delivered hundreds of global processes and policies integrating 2 organizations across the entire employee lifecycle and multiple systems • Delivered a multi year cost plan to achieve all people related cost savings, exceeding year 1 plan. At deal close my team of 300 Global HR professionals spanned 60 countries (all Country HR teams, Service Delivery, HRIS, Payroll, Employee Relations and Policy, PMO, M&A, OD, Change, People Analytics, Business Partnering) servicing over 24,000 employees.

Refinitiv was a $6.5B revenue Company created in Oct 2018 post a $20B divestiture of Thomson Reuters Financial & Risk business, with Blackstone Private Equity as a majority (55%) investor, becoming one of the world’s largest providers of financial markets data and infrastructure, serving over 40,000 institutions in over 190 countries with ~18,000 employees. Having served as a Senior HR Executive at Thomson Reuters and as the HR lead on the deal team and integration for the Thomson Reuters/Refinitiv deal, I was a key player in the formation and growth of Refinitiv while serving as the #2 to the Chief People Officer leading a team of 220 Global HR Professionals across 60 countries. Partnering with the executive team and Blackstone, we embarked on a programme of major transformation and change to realize potential growth, and delivered $7B of value for investors in 3 years enabling sale and transition to LSEG in Jan 2021. With an ambitious timeframe to accelerate change and moving with speed and agility, I am proud of the results we achieved together: • Designed and launched the new Company (Refinitiv) delivering 70% of savings through people related cost synergies within 18 months • Solicited input, engaged and co-created with people globally across the business a set of leadership and cultural frameworks • Flattened the organization and reduced locations by half • Stood up independent enablement functions (Finance, Legal, People, Strategy, Marketing & Comms) driving a culture of change to underpin growth, value, and performance • Attracted world leading talent and built senior leadership capability, delivering to D&I targets • Re-wired the entire organisation from a culture of entitlement/meritocracy to one of empowerment/performance enablement through differentiation of performance and pay • Accelerated high single digit revenue growth through investments in products & services while growing margin from 32%-37% positioning Refinitiv for sale

Tapped to lead elements of a multiyear turnaround of the $4B+ Financial & Risk business to deliver a sustainable cost structure and improve business performance, I had sole HR accountability for Go To Market, Global Strategic Customer Accounts, Global Product & Content groups in addition to EMEA regional HR leadership for all of Thomson Reuters. My main focus was: • Transformation of Sales and Go to Market capability • Driving a customer focused strategy • Building enhanced capability to maximize the return on investment in our human capital assets • Shifting the HR team’s focus from operational to change leadership, revenue generation, and value creation across multiple markets in the service of growth The successful transformation reversed declining revenues, increased EBITDA margin and positioned the Financial & Risk business for spin off and sale becoming Refinitiv in 2018.

Partnering directly with the President (Enterprise), Managing Director (Trading) and their senior leadership teams, I designed and executed a major global business transformation programme, transitioning to a new business model – structural design, talent placement, workforce change, cost efficiencies and organisational effectiveness. We achieved transformational change and increased business performance in a turnaround spanning 60 countries. At the time, I also earned a reputation as a talent spotter, creator and developer, building leadership capability. It’s one of the skills I still use today in support of individual and business growth.

In this role as Head of HR for Europe for Commercial Banking and Personal Financial Services, I had full day to day HR leadership plus talent acquisition and performance cycle accountability for 2 lines of business covering 20 countries with a combined annual PBT of £1,210M (2008). Driving business-led HR strategies for established and emerging markets, I partnered with 2 Group General Managers and delivered a huge talent play building local talent to enable penetration in emerging markets.

Supporting HSBC Retail Bank, First Direct and Marks & Spencer’s Money brands, with an annual income of £3,808M and a PBT of £960M (2007), I was catapulted into the 2008 financial crisis and became a key player in HSBC’s consumer banking massive transformation to a more sustainable business model. This resulted in a successful shift in consumer banking behaviour rebuilding consumer trust and generating greater revenue while reducing operational costs.

Board Member of SIFE

American Express accelerated my global experience as I joined to lead the Global HR teams for Consumer Cards aligning the business and talent strategy in a highly matrixed customer-centric organisation. I then took on HR for all Global Operational Servicing Centres supporting 22 countries, 10,000 employees processing 50+M calls/yr with an operating expenditure of $818.7M. At Amex I thrived on strategizing, thought leadership, and leading change on a global scale, directing large scale reengineering efforts from concept to execution including: • Support of the launch of the Centurion Consumer card globally through an innovative talent acquisition strategy • Delivery of a global servicing model with increased customer advocacy and enhanced profitability • Delivery of an end to end transformation focused on service excellence, improved efficiencies, and enhanced innovation.

Parachuted into key roles and leading teams early in my career at top retail, wholesale, and publishing businesses in the UK, I received a strong foundation on the commercial side of the business with budget accountability and focus on margins, solving business problems that directly impacted financial results. I learned to move at pace, accelerate the pace of change, manoeuvre through politics, and work with the C-suite.