phil teague

Arranging funeral and dealing with Probate.

Provided consultancy services with regard to a management buy-out of a key subsidiary from Eversheds (Solicitors) LLP in a deal worth £5m.

Set up a limited company offering audit and risk consultancy services to both the Isle of Man and UK financial services sectors. The Company ceased trading in December 2008 following permanent relocation to the UK thereby ending Isle of Man residency status. Two significant contracts were successfully negotiated during this period, namely ANFIS (now Santander) and Norwich Union (now Aviva). Company closed down after relocating permanently to the UK to take a permanent role at Aviva.

Providing risk, governance and project management expertise and consultancy to the UK Financial Services sector.

Ensuing fulfilment of Solvency II risk and governance requirements, completing gap analyses where necessary and facilitating change to ensure compliance.

Solely responsible for revitalizing Solvency II within Bupa UK, following EU confirmation of the 01/01/16 go live date. Completed a company-wide gap analysis of SII requirements, against a background of multiple Companies offering insurance and care services products. Produced a delivery plan for 2014/15 including resource and budget plans, and initiated engagement with stakeholders at Executive and Senior Management level to reinvigorate and promote SII requirements. Gap analysis encompassed Pillars 2 and 3, regulatory reporting, actuarial models, capital management, the ORSA process and report, strategy and business planning, and risk and governance reporting.

Following a direct approach from HSBC’s Head of Operational Risk for Insurance (Europe) I was really pleased to be invited back to rejoin HSBC Insurance. The role I fulfilled was interim (pending the recruitment of a full-time person) risk reporting manager for HSBC Insurance UK and Europe. My responsibilities involved collating and preparing a monthly risk report to encompass risk, capital and compliance issues. I provided 2nd line challenge, in conjunction with the Head of Operational Risk for the UK and Europe, prior to reports being submitted to UK Life, European and Global Insurance, and RBWM, Bank Risk Committees, for onward transmission to the respective Boards. Produced the CRO risk report for the UK Board. The role required regular liaison with CROs and the relevant risk teams for HSBC European and Global Insurance, and Bank Wealth Management (Europe and Global). I trained the new permanent Risk Reporting Manager as part of the hand-over process.

Successfully project managed the delivery of the ORSA framework and report as part of SII Pillar 2 and liaised with finance and actuarial with regard to SFCR and RSR regulatory reporting requirements for Pillar 3. Promoted “Use Test” compliance and authored, and gained TU Board agreement to, the ORSA report. I was also responsible for reviewing, challenging, recommending and implementing changes to the existing ERM and corporate governance frameworks, proposing changes to the CRO and Board. I conducted a gap analysis of the existing ERMF against SII requirements, reviewing, amending and implementing changes to both framework and risk policies and carried out a review against PRA / FCA requirements, especially conduct risk. For a short period I took on the role of a full-time member of the risk team, due to an extended period of absence due to a personal injury.

Completed a gap analysis of the existing (draft) Corporate Governance manual, immature ERMF and existing policies against the requirements of Solvency II, Pillar 1 and 2 requirements. Produced a report of the findings, with recommendations for significant and far-reaching changes in order for ELAS to meet Solvency II, Pillar 1 and 2 requirements. The report was presented to the Risk Director, after the content was agreed by the Head of Risk, and was subsequently tabled at the ELAS main Board in May.

Gained planning permission for a new build property, which my builder had started in September 2011. Decided to personally project manage the final fit-out to completion.

I was the lead Project Manager for all aspects of Solvency II, with particular focus on risk and governance and the implementation of ERM and internal model frameworks. I also successfully project managed the delivery of QIS5 on time and budget, to meet prudential regulatory requirements. I was responsible for the delivery of all risk related elements required for Solvency II, including corporate governance, operational, market, credit and insurance risk policies, ORSA, risk appetite, MI reporting and the Use Test. I reported directly to the SII Programme Director and had regular liaison with Board Directors as part of the project governance framework.

* Held various roles both on an interim and permanent basis: * Divisional Risk and Governance Manager (2008/09) * IT budget of £604m, department of 5 staff; * UK Life Operational Risk Manager (2006/08) * carried out company-wide reviews and reported findings to the Board Risk Committee. Co-ordinated with Group and facilitated the delivery of the FSA's ICA regime and fledgling SII Pillar 1 requirements; * Senior Project Manager (2005/2006) * successfully completed (on time and within budget) capital raising projects using the with-profits funds to the value of £400m; * Prudential Source Book Programme Manager (2004) * Programme oversight of successful implementation. Member of Aviva Group Oversight Steering Committee; and * Corporate Governance Programme Manager (2002/03) * successfully implemented detailed changes to the Company's corporate governance structures and frameworks. * I also held the posts of AML, Data Protection and Fraud and Corruption Reporting Manager.

Carried out risk and audit reviews of the close down of a fully owned subsidiary based in Kendal, Cumbria. Also concluded a review of commission claw-back identifying overpayments of >£100k, which was recovered from intermediaries by ANFIS.

Head of Risk and Internal Audit for British Regional Airlines (BRAL) and Manx Airlines (MAL) Plc and completed a group-wide risk assessment of all aspects of operation. Sir Michael Bishop was so impressed with the outcome he adopted the same approach for his own airline, British Midland. and appointed me to the role of Group Company Secretary, as the existing job holder had given notice. I managed a team of 28 staff and was responsible for all company contracts, including aircraft purchase (unit cost $18m). Regularly travelled to Embraer (based at Sao Jose dos Campos, Brazil) to negotiate and conclude new aircraft purchases. BRAL and MAL were taken over by British Airways in 2001 and I was appointed as Deputy Company Secretary to oversee the take-over and split my time between the Isle of Man and Waterside (BA's HQ). Once the merger had been concluded BA made all former BRAL / MAL administrative staff redundant in March 2002, myself included.

Carried out risk reviews and project health checks for Electronic Monetary Union (€ & £) and Year 2000 (Y2K) projects. Conducted several operational risk reviews within the Retail Bank and reported the findings to the CRO for onward transmission to the Board Risk Committee. Provided input to and oversight of remedial actions.

Promoted 4 times in 11 years. Initially employed in computer audit and was promoted from senior to principal within 12 months. Then moved on promotion to Research and Development as a Project Manager and successfully completed Postal Operations (size of the book after 12 months was £1.2bn) and TESSA projects on time and within budget. I then accepted a promotion to Audit Manager to set up an internal audit function at a newly acquired insurance subsidiary based in Glasgow. Recruited and managed a team of 5 excellent staff. After 2 years successful operation I returned to Head Office on promotion to Controller of Audit for all Retail Operations where I managed a team of 15 staff.

Responsible for all leasehold transfers and property sales for Holyrood Limited. Also for maintaining the Company's records and advising the Board on legal and technical matters, where needed.

Captain of Football, Rugby and Hockey Teams