Malta Business Network’s Post

FTI Consulting is reinforcing its global Financial Services practice through significant strategic investments in 2025. The firm has added 15 new Senior Managing Directors and Managing Directors, signaling a robust commitment to industry leadership. Stella Mendes and Jean-Werner de T'Serclaes have been named Global Practice Leaders, bringing extensive expertise to the firm's comprehensive financial services offerings. The practice now comprises over 200 professionals specializing in risk management, regulatory compliance, business transformation, and strategic communications. Recent senior appointments include accomplished professionals like Alma Angotti, Chris Allen, Michael Herde, Michael Peters, and Julien Wallen. These additions strengthen FTI Consulting's ability to help financial institutions navigate complex regulatory landscapes and emerging economic challenges. A 2024 Economist Impact study highlighted critical risks facing financial services, with 29% of general counsel identifying regulatory compliance and technology crisis events as primary concerns. FTI Consulting is strategically positioned to address these challenges through its multidisciplinary approach. 'Financial institutions are navigating rapidly evolving regulations and economic uncertainty,' said Mendes. 'Our experts are committed to providing end-to-end solutions that enable clients to mitigate risk and ensure operational freedom.' The firm's comprehensive approach integrates professionals from diverse backgrounds, including former regulators, bankers, attorneys, and technology experts, creating a robust platform for client support. #FinancialServices #BusinessStrategy #RiskManagement

𝗘𝗺𝗲𝗿𝗴𝗶𝗻𝗴 𝗥𝗶𝘀𝗸𝘀 𝗶𝗻 𝗙𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗦𝗲𝗿𝘃𝗶𝗰𝗲𝘀 💼 The financial services industry is changing fast, bringing emerging risks that are hard to predict and manage. Many firms have processes, but CROs say they could be more effective. The key is making emerging risk management relevant and actionable. 𝗧𝗵𝗿𝗲𝗲 𝘄𝗮𝘆𝘀 𝘁𝗼 𝗲𝗻𝗵𝗮𝗻𝗰𝗲 𝗺𝗮𝘁𝘂𝗿𝗶𝘁𝘆: ✅ 𝗖𝗹𝗮𝗿𝗶𝗳𝘆 𝗿𝗼𝗹𝗲𝘀 – ensure ownership across board, business, and risk teams. ✅ 𝗘𝗻𝗴𝗮𝗴𝗲 𝘀𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿𝘀 – focus on risks that matter to your business and explore scenarios. ✅ 𝗔𝗽𝗽𝗹𝘆 𝘁𝗵𝗲 ‘𝘂𝘀𝗲-𝘁𝗲𝘀𝘁’ – integrate risks into decisions, planning, and governance. The goal is clarity, engagement, and integration, not complexity. 📖 𝗥𝗲𝗮𝗱 𝗠𝗼𝗿𝗲: https://lnkd.in/epFdSXhg Peter Kirkham Joe Sysum Jonathan Beasley Sharon Smith Nick Latimer Chris Mould Guy Biggin Jess Thompson Richard Dean Duncan Hainsworth Matt Bailey Mark Adderley-Bateman Martin Regan Phoebe Turner Gavin Williams Richard Austin Daniel Town Rob Gunn Dwight Terrett Nigel Bostock Oli Clapp Paul Cox Mark Hunt Bradley Stroud-Drinkwater Tom McLoughlin Victoria Bride Harry Brookes Melissa Shearman Assoc CIPD Shauna Neumann Assoc CIPD Laura Ralph Zoe Hitchcock BA (Hons) DipPFS CertPFS (DM) Benjamin Pinnock FCCA Gavin Williams Steve Bromwich Nathan Sanghera Danielle McLeod Angela Director Co-Founder at C2S The Growth Consultancy Suzanne Hall-Gibbins Louise Cronshaw Jess Allen  #CroweUK #OfficialPartner #DecisionMaking #FinancialServices #Innovation #Compliance

Why ERM is the Missing Link in Strategic Investor Relations: In today’s volatile business environment, investor confidence hinges on more than quarterly numbers—it depends on a company’s ability to anticipate, articulate, and adapt to risks that could derail its trajectory. Recent shifts in policy, technology, and global supply chains have raised the stakes for CEOs and CFOs. Traditional IR practices—like monitoring news cycles and mapping exposures—are still essential, but they’re no longer enough. The speed and scale of change demand strategic flexibility and scenario-based planning. This is where Enterprise Risk Management (ERM) becomes a game-changer. + ERM equips IR teams to answer the “what-ifs.” By embedding risk intelligence into strategic planning, companies can confidently address questions about short-term headwinds and long-term trends—before they hit the headlines. + ERM strengthens messaging consistency. When leadership understands key value drivers and vulnerabilities, they can communicate with transparency and credibility, even under pressure. + ERM bridges short-term guidance with long-term strategy. Investors expect clarity on how today’s decisions align with a five-year vision. ERM provides the framework to link immediate actions with future resilience. At Nystedt Enterprise Solutions LLC, we believe that IR should be intentional, strategic, and ready to pivot. ERM makes that possible—by turning uncertainty into informed action and ensuring your story resonates with stakeholders. Bottom line: In an era where perception drives valuation, ERM isn’t just risk management—it’s a cornerstone of effective investor communication. Next step: Connect with us to explore the intersection of IR and ERM #ERM #Strategy #IR

The Financial ROI of Good Governance Why integrity, accountability, and transparency pay off — literally. In the fast-paced South African business landscape, good governance is often seen as a compliance requirement — something to satisfy regulators or auditors. But in reality, governance isn’t just a legal obligation. It’s a strategic investment that delivers measurable financial returns. When companies embed strong governance principles — accountability, transparency, ethical leadership, and risk management —they build more profitable organizations. 1️⃣ Reduced Risk Strong governance systems ensure: Clear accountability across all levels. Effective internal controls and decision-making. Early identification and mitigation of risks. Every risk prevented saves money — and every control in place protects your bottom line. 2️⃣ Investor & Client Confidence Investors and major clients increasingly demand proof of governance excellence before committing to partnerships. Companies with transparent governance structures: Attract investors more easily. Qualify for larger, more stable contracts. Earn stronger credit and supplier trust. Good governance isn’t just about compliance — it’s about credibility in the market. 3️⃣ Operational Efficiency Governance frameworks such as ISO 9001 (Quality Management) and ISO 37000 (Governance of Organizations) establish standard processes and decision pathways. This reduces duplication, confusion, and delays — meaning teams spend less time firefighting and more time delivering value. The result? Better productivity and measurable cost savings. 4️⃣ Enhanced Reputation = Long-Term Profitability Reputation is one of your business’s most valuable assets. Governance-driven organizations are seen as ethical, reliable, and trustworthy, giving them a competitive edge. Clients, regulators, and communities are far more likely to engage with — and stay loyal to — businesses that “do things right.” 5️⃣ Sustainability and Growth Strong governance ensures that growth is responsible and sustainable. It aligns decision-making with long-term strategy, legal compliance, and ethical standards — preventing short-term wins that could harm future stability. Ultimately, good governance creates a culture of integrity that attracts talent, investors, and opportunities alike. 💬 In Closing Good governance isn’t a cost — it’s a high-yield investment. It reduces risk, improves efficiency, strengthens reputation, and builds investor confidence — all of which translate directly into financial return. At Obsidian Risk Management, we help South African businesses implement governance frameworks that go beyond compliance — turning integrity into a business advantage. Because in today’s world, doing things right is the most profitable strategy of all. #GoodGovernance #CorporateCompliance #BusinessSustainability

Good Morning, Why do we need GRC:::; Hope this article will inspire you;;;; Why Every New Project or Company Needs GRC:??? Launching a new project or company is exciting fresh ideas, new markets, ambitious goals. But with growth comes complexity, and without the right foundation, risks can quickly overshadow opportunities. That’s where Governance, Risk, and Compliance (GRC) comes in. 1. Governance:: Clear Direction & Accountability Strong governance ensures decision-making is transparent, roles are defined, and accountability is built in. It creates a structure where strategic objectives align with day-to-day actions. 2. Risk Management:: Anticipating the Unexpected Every venture carries uncertainties, market shifts, operational challenges, financial pressures. A risk management framework allows you to identify, assess, and mitigate these risks before they become roadblocks. 3. Compliance:: Building Trust & Credibility From day one, compliance with laws, regulations, and industry standards safeguards reputation and builds trust with investors, customers, and stakeholders. In short, GRC is not a “corporate luxury”, it’s a strategic necessity. It gives startups and projects the structure to scale, the resilience to withstand uncertainty, and the credibility to attract partners and investors. Bottom line: If you want your new venture to succeed and grow sustainably, embed GRC early, it will pay dividends in stability, trust, and long-term value. #GRC #Risk

Why Compliance Alone Won’t Future-Proof Your Organisation In purpose-led and not-for-profit organisations, governance can’t live in a policy folder. It must live in practice. In her latest article, Stephanie Werner explores what integrated governance truly looks like and why aligning Governance, Risk, and Compliance (GRC) is essential for building resilient, high-performing, and values-aligned organisations. Integrated governance connects: • Strategic intent with operational decision-making, • Compliance with clarity and confidence, and • Purpose with structure, systems, and culture. If your frameworks feel fragmented, reactive, or inherited, this is essential reading. Read the full article here: https://lnkd.in/gcjrcvfQ #IntegratedGovernance #GovernanceExcellence #RiskManagement #PurposeDrivenLeadership #ComplianceStrategy #OperationalExcellence #GRCFrameworks #OrganisationalResilience

I wrote this article to challenge how we think about governance in purpose-led organisations. It’s time we moved beyond compliance. #IntegratedGovernance #PurposeDrivenLeadership

Assurance services consistently rank among the top 3 revenue drivers for consulting firms in Risk Advisory. Why? -Regulations keep demand evergreen -Once embedded, firms rarely switch service providers -It’s the entry point for bigger transformation projects It’s the most desirable combination, bringing stable cash flows along with a gateway to higher-margin consulting work.

Provision 29 of the revised UK Corporate Governance Code is not just another line in a policy document – it is a strategic signal. This new provision requires boards to make a clear and understandable declaration on the effectiveness of their internal controls and risk management systems. It is no longer enough to vaguely affirm that "systems are in place." Now, boards must demonstrate active engagement, regular review, and clear communication. The change reflects a broader regulatory shift. Investors and stakeholders are demanding more transparency, and the FRC is responding by tightening expectations around accountability. But meeting Provision 29’s standards requires more than just strong intentions. It involves designing processes that are documented, tested, and demonstrably effective. For many organisations, that means refining how risks are tracked, controls are assessed, and reporting mechanisms are reviewed at board level. It also places more weight on board oversight. Directors must ensure they understand the systems in place and that they are fit for purpose, not just in theory, but in real-world application. Governance can no longer exist as a tick-box exercise. At Sage Governance, we are already supporting boards in assessing what these changes mean for their current frameworks. The key is not to panic, but to plan and align your control processes with the enhanced requirements now, not later. Effective governance is proactive. Provision 29 is your prompt to review, adapt, and reinforce. #GovernanceCode #Provision29 #ControlSystems #RegulatoryCompliance #CorporateResponsibility #SageGovernance

Top 5 Myths About Internal Audit: Myth 1: “Internal audit only complains, never gives value.” Reality: A good audit team not only finds gaps but helps you improve controls, optimize processes, and mitigate risk. Myth 2: “Governance = paperwork & meetings.” Reality: Real governance is about making decisions with integrity, clarity, and accountability. Myth 3: “We’ll do audit later / skip it this year.” Reality: Skipping governance is like skipping your car’s servicing, might be okay now, but the breakdown will catch you by surprise. Myth 4: “Internal Audit and Management are enemies.” Reality: We are partners when that relationship is built on trust and transparency, risks get detected earlier, not later. Myth 5: “Audit is just about financials.” Reality: We also cover operations, compliance, IT, ESG and culture risks come from anywhere. If your org wants governance that supports growth let’s talk about embedding audit & controls earlier, not after the fact. Do you know any other Myth happy to know the same. #Risk #Assurance #Governance