Profile

Location

London

Member since

2006

Bryan Foss

Independent Director and Visiting Professor at Bristol Business School

Message Posts: 0 Comments: 10

Bio Non Executive directorships, board advisory roles, Visiting Professor, Financial Reporting Council advisor, Risk Guidance Coalition founder, independent author etc - see http://www.linkedin.com/in/bryanfoss Career History 7 years retail and FMCG. 26 years with IBM, working internationally. 15 years as an independent director, audit & risk chair, regulatory advisor etc

Bryan is Commenting on

Governance, Risk Management And Compliance —Effectively Raising Risk Intelligence Culture

The @riskcoalition has a great set of free and low cost resources available inclusive free guidance for boards, BRCs and CROs at www.riskcoalition.org.uk/the-guidance Surprised not to see those resources listed here when they are provided by FS professional bodies and known to regulators.

29 Nov 2021 Reply Read article

Branchless challenger CivilisedBank comes out of stealth mode

Hi Brett, while the article has emphasised the financial services experience on the CivilisedBank team, I can assure you that the technology and customer experience specialist skills are just as strong. For myself you'll know I co-authored 6 business books on these topics, 2 of which are unique works on CRM in FS on B2B and B2C. There is a challenge that the regulator is very insistent on banking skills for a bank board (Fintechs dont have the same pressure) and if you combine these with technologists & customer experience expertise the boards and management teams can become quite large - but there are ways to tackle this issue too. Plenty of challenges faced, but the proofs are getting much closer now!

29 Aug 2017 Reply Read article

Maher Arar bids to bring charitable giving to millennials

For more insights see how this story appears in CBC Canada press: http://www.cbc.ca/news/canada/harper-s-apology-means-the-world-arar-1.646481

20 Jun 2016 Reply Read article

RBS to slash number of tech and payments platforms supported from 130 to 20

Bank's systems portfolios have developed to be far too many, too complex and too separated to be affordable, manageable or reliable. There are often too many gaps between the business process and automation, also gaps between the systems themselves. This makes processes costly, innefficient and slow - simply 'broken'. Staff numbers can often be reduced as process and systems efficiency improves - just look at what has been achieved by the car industry using techniques that are transferable here.... But where was that incentive for banking before?

05 Mar 2014 Reply Read article