NETWORK 2016, Vol. 1 by BritishAmerican_Business

2016, VOL. I

NETWORK www.babinc.org

NEW YORK LONDON

The Evolving Talent Landscape

An Interview with Peter Grauer Chairman, Bloomberg LP

Join us for the Annual British-American Business Council Transatlantic Conference in London

MAY 11-12, 2016

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This conference brings together business leaders from both the US and the UK covering 20 major cities. Join us for thought-provoking, stimulating content and unrivaled networking. We look forward to seeing you in attendance at the Annual BABC Transatlantic Conference in London hosted by BritishAmerican Business. For more information, visit www.babc2016london.com

PA R T N E R S :

CONTENTS 2 A Message from Wendy Mendenhall, Managing Director

3 TRANSATLANTIC COUNCIL

13 GLOCALization Anindo Dutta, SVP & GM, Global Accounts Operations, Xerox Corporation

MEMBER LISTING 4 MEET THE NEW MEMBERS

6 THE EVOLVING TALENT

LANDSCAPE An Interview with Peter Grauer, Chairman, Bloomberg LP

BRITISHAMERICAN BUSINESS New York 52 Vanderbilt Avenue, 20th Floor New York, NY 10017 Tel: +1 212 661 4060 Fax: +1 212 661 4074 E-mail: nyinfo@babinc.org @BABNewYork London 75 Brook Street London W1K 4AD Tel: +44 (0)20 7290 9888 Fax: +44 (0)20 7491 9172 E-mail: ukinfo@babinc.org @BABLondon VISIT OUR NEW WEBSITE AT www.babinc.org EDITOR Andrew Boyd aboyd@babinc.org

8 Facing the Challenges of a Diversified Workforce Courtney Geduldig, Executive Vice President, Public Affairs, McGraw Hill Financial 9 Global Talent in the Age of Big Data An Interview with Laurie Ledford, Chief Human Resources Officer, Marsh & McLennan Companies 10 A NEW YORK MINUTE Francios Luiggi, General Manager, The Pierre, A Taj Hotel, New York 11 AUTHOR SPOTLIGHT

INDUSTRY INSIGHTS

12 BlockParty: The Importance of Blockchain in Financial Services Innovation Hans-Ole Jochumsen, President, Nasdaq

Viewing Property as a Productive Asset Bruce McAra, CEO, Turner & Townsend Inc.

Financial Institutions Face New Legal Environment John Clarke, Partner, and Richard Hans, Co-Managing Partner, New York Office, DLA Piper

14 Visionary Leader or Pinocchio? Nic Pearce, Managing Partner, Instinctif Partners

New Yorkâ&#x20AC;&#x2122;s Continual Transformation Ken McCarthy, Senior Managing Director and Chief Economist, Cushman & Wakefield

15 Expatriate Assignments and the Trailing Spouse Ethan Kaufman, Partner and Careen Shannon, Partner, Fragomen Worldwide 16 POLICY UPDATE 17 TRANSATLANTIC BUSINESS

AWARDS DINNER

PROGRAM HIGHLIGHTS

19 New York Program Highlights 22 London Program Highlights

Photos by Elsa Ruiz, Marc Hall and Jerry Speier

BritishAmerican Business NETWORK 2016, VOL. I

M a n a g i n g D i r e c t o r We l c o m e

Wendy Mendenhall Managing Director BritishAmerican Business wmendenhall@babinc.org @wendy_BAB

am delighted to share with you our newest edition of Network Magazine. This issue focuses on the Emerging Talent Landscape in New York and London from an increasingly globalized market. It is becoming clear that the talent market is the new competitive battlefield. Our panel of executives at our recent Business Briefing exposed new challenges and strategies for shaping corporate culture within companies like the Association of Chartered Certified Accountants, Deloitte, Fragomen, Heidrick & Struggles, and Young & Rubicam Group. The next few pages discuss modern approaches to common issues including human capital challenges, challenges of a diversified workplace, adjusting to an ever-changing millennial workforce, and how to address the talent landscape through new advances in data and technology from executives with unique perspectives that span multiple fields. On a more personal note—with a recent BAB anniversary just past us, we are given an opportunity for both reflection and confirmation, and a chance to chart a new course for the year ahead. Last year proved to be another landmark year for BritishAmerican Business—we welcomed over 100 new companies into our network and hosted more than 100 events with over 10,000 attendees across New York and London. The launch of our brand-new website, still accessible at www.babinc.org, has already ensured that

2016 is off to an exciting start. We also recently announced a new partnership with Innovate Finance, the membership organization for global FinTech. A major highlight of the partnership is an annual transatlantic FinTech event in New York that will bring members from both organizations together to celebrate the sector’s accomplishments for the year. We will also create the world’s first transatlantic advanced FinTech course between two top universities in the US and the UK, to be announced in early 2016. Our Leadership Forum, aimed at executives rising into the c-suite and other significant corporate leadership positions, is also set to launch this year. Dan Glaser, President & CEO of Marsh & McLennan Companies will be speaking at our inaugural meeting in March, sponsored by Lloyds Bank. I am also thrilled to welcome two new members to our New York team. Emma Blackmore has joined us as our Director of Marketing & Communications and James Weiss as our Marketing & Communications Coordinator. Each brings with them a set of unique talents and diverse experience that will deepen the value of our network as we continue to be the unrivaled transatlantic business organization. I look forward to seeing you and your colleagues at our many events and programs in 2016, and am always delighted to hear from you with questions, news, and feedback. Thank you for your strong support in 2015.

Fo l l ow @ BA B N ew Yo r k

BritishAmerican Business NETWORK 2016, VOL. I

Tr a n s a t l a n t i c C o u n c i l M e m b e r s

TRANSATLANTIC COUNCIL MEMBERS Transatlantic Council Membership is reserved for a select group of BritishAmerican Business’ leading companies, and offers them a customized program of exclusive networking, promotional, and business opportunities, in addition to the regular benefits associated with membership in BritishAmerican Business.

Name

Brookfield Property Partners

Gibney Anthony & Flaherty

A.T. Kearney

Brunswick Group

Goldman Sachs

Aberdeen Asset Management

Ace Group

Burson-Marsteller

AIG

CBRE

Akin Gump Strauss Hauer & Feld

Chadbourne & Parke

AlixPartners Alston & Bird AMC Networks American Airlines ANZ Aon Hewitt Aon Risk Solutions Aquiline Capital Partners Arup Aspen Insurance Holdings BAE Systems Applied Intelligence Bank of America Merrill Lynch Barclays

Chubb & Son CIT Citi City Football Group Cognizant Coller Capital Colliers International Corsair Capital Cushman & Wakefield Debevoise & Plimpton Deloitte. Delta Air Lines Dentons Deutsche Bank

BBC Worldwide North America

DLA Piper

Beazley Group

Economist Group, The

BGD Holdings

EHS Partners

BLJ Worldwide

EMC Corporation

Bloomberg

Exxon Mobil Corporation

BNY Mellon

Boots Retail USA Boston Consulting Group; The BP America British Airways Broadridge Financial Solutions

Hakluyt & Company (North America)

Marsh & McLennan Companies McGraw Hill Financial McKinney Rogers

Siemens Financial Services Simon & Partners Standard Chartered Bank

Hearst Corporation

McKinsey & Company

State Street Corporation

Heidrick & Struggles

Mintz Group; The

Sullivan & Cromwell

Herbert Smith Freehills

Moelis & Company

Tata Consultancy Services

Hill+Knowlton Strategies

Monitise Group

Hinduja Group of Companies

Morgan Lewis & Bockius

HSBC Bank USA

Mountbatten Institute

IBM Corporation

NASDAQ

INSEAD

National Grid

Instinctif Partners

News Corporation

UK Trade & Investment

Invest Northern Ireland

NFL

United Airlines

IPSA International

Norton Rose Fulbright

Virgin Atlantic Airways

Jaguar Land Rover

NYSE

VisitBritain

JetBlue Airways Joele Frank, Wilkinson Brimmer Katcher JPMorgan Chase Just Marketing JWT

NYU Stern School of Business Pfizer

Thomson Reuters Tradeweb Turner & Townsend UBS

Vodafone Global Enterprise WeiserMazars

PR Newswire Association Promontory Financial Group Prosek Partners

Wells Fargo Willis Group Holdings

Kingstree Group U.S., The

Proxima Group

Winchester Capital

Korn Ferry

PwC

Withers Bergman

KPMG

Relationship Capital Partners

Witt/Kieffer

Langham Place, Fifth Avenue

Richard Attias & Associates

Latham & Watkins

Royal Bank of Scotland, The

Legg Mason

Russell Reynolds Associates

LexisNexis

Samba Brands Management

Linklaters

Santander

FTI Consulting

Lloyd’s America

Schroders Investment Management North America

FTSE Russell

Lloyds Bank

General Atlantic

LSG (US)

Finsbury Fragomen Del Rey Bernsen & Loewy

BritishAmerican Business NETWORK 2016, VOL. I

WL Ross WPP Xerox Corporation Young & Rubicam Group Zurich Insurance

Sheppard Mullin Richter & Hampton

MEET THE NEW MEMBERS

New Board and IAB Members BritishAmerican Business is governed by a transatlantic Board of Directors, led by our Chairman, Nicholas Walsh, Senior Advisor, AIG and our Deputy Chairman/President, Christopher Perry, President Global Sales, Marketing & Client Solutions, Broadridge Financial Solutions. The Board’s active support and commitment to BAB’s mission are critical to ensuring our continued success as an organization. We also enjoy strong support from our International Advisory Board, consisting of chairmen and CEOs from more than 100 major, multinational companies. Please join us in welcoming these new additions to our Board of Directors and International Advisory Board. NEW BOARD MEMBERS: DAVID COX Global Chief Financial Officer and Chief Operating Officer: Group Media Businesses The Economist Group CHRISTINE MACKEY-ROSS Central Region Director Witt/Kieffer

NEW INTERNATIONAL ADVISORY BOARD MEMBERS MARGARET (PEGGY) M. SMYTH CFO, US National Grid

CAROLYN FAIRBAIRN Director General Confederation of British Industry

PAUL STEVELMAN Managing Director, Head of CIB US Corporate & Institutional Banking, RBS The Royal Bank of Scotland

ROBERT GRIEFELD CEO Nasdaq

Transatlantic Council Members

RAMKRISHAN PRAKASH HINDUJA Chairman, Hinduja Global Solutions and Chairman/ Americas, Hinduja Group

ANTONIO HORTO Group Chief Executive Lloyds Banking Group RICHARD JONES Chairman Proxima Group

Corporate Members AltFi

Principal Search International Inc.

Avitus Group

Sofitel New York

Castle Brands (USA) Corp.

WithumSmith+Brown, PC

Insperity

The Wolf Group, PC

AMC NETWORKS www.amcnetworks.com Dedicated to producing quality programming and movie content for more than 30 years, AMC Networks Inc. (NASDAQ: AMCX) owns and operates several of the most popular and award-winning brands in cable television. AMC, IFC, SundanceTV, WE tv, and IFC Films produce and deliver distinctive, compelling and culturally relevant content that engages audiences across multiple platforms. The company also operates BBC AMERICA through a joint venture with BBC Worldwide. In addition, the company operates AMC Networks International, its global division.

HERBERT SMITH FREEHILLS LLP www.herbertsmithfreehills.com As one of the world's leading law firms, we advise many of the biggest and most ambitious organizations across all major regions of the globe operating from over 20 offices spanning Asia, Australia, Europe, the Middle East and the US.

BritishAmerican Business NETWORK 2016, VOL. I

The authoritative voice of the international art world Subscribe to The Art Newspaper today Call us and quote BAB2016 for 25% off our regular subscription price US + (1) 855 827 8639 UK +44 (0)844 322 1752

BritishAmerican Business NETWORK 2015, VOL. III

TA L E N T

The Evolving Talent Landscape Bloomberg LP sits at the intersection of financial services, media and technology, some of the most competitive talent markets in the world. What strategies are employed to attract/retain talent within these fields? Some might see competing for the best people across finance, media and technology simultaneously as a challenge. We see it as an opportunity. Firstly, because highly desirable and competitive markets produce the best talent pools - and Bloomberg has a great track record of attracting, developing and retaining the very best from across the world. Secondly, because the blend of these diverse industries and backgrounds creates a one-of-a-kind environment. When you mix media, technology and

financial professionals together in an environment like Bloomberg’s, you are able to achieve some incredible things. I could point to a range of factors that help us to remain competitive, from our compensation structure to our blue chip client base, but I think the number one reason people are attracted to Bloomberg and stay here is the entrepreneurial culture that was instilled by our founder. In many ways we are the largest start-up in the industry. Many of our company leaders—such as our global head of financial products—have not only been with the company for a long time but started in a relatively junior role and have been consistently promoted. During the last economic downturn, in which most financial services firms were contracting, Bloomberg actually expanded its workforce. What was the strategy behind that seemingly counter-intuitive move and how has it paid off? Bloomberg has a long and successful track record of doing the unconventional. When we were founded in 1981, we were frequently told that it would be impossible to outcompete the entrenched providers. We’ve consistently bucked received wisdom by taking counterintuitive approaches. In 2008 and 2009 we realized the biggest threat to our business was not the headline layoffs, as many assumed it would be, but the c-suite focus on value and return on capital. We invested in our product, on the R&D side but also on the client service side, to sit down one-on-one with every Bloomberg user and demonstrate how to get the most value out of the service. In many cases we showed our clients how functions on the Terminal could actually replace other solutions they were paying for and save them money. Consequently, we were able to grow revenues through the recession when many others retrenched and we emerged stronger than ever.

Peter Grauer with BritishAmerican Business President Chris Perry presenting our Trailblazer Award to Helena Morrissey, Founder of The 30% Club

How is Bloomberg approaching diversity in respect to its talent and governance? In addition to my role as the Chairman of Bloomberg I am also delighted to be the founding Chairman of the US 30% Club and on the board of Out Leadership. One of the topics we’ve been focused on at the 30% Club has been the growing body of increasingly convincing data and research showing that companies that encourage diversity, and are inclusive in their culture, enjoy better business results. As a data company, Bloomberg cannot ignore what the numbers tell us. It has become increasingly clear to me that diversity and inclusion aren’t

BritishAmerican Business NETWORK 2016, VOL. I

An Interview with Peter Grauer Chairman, Bloomberg LP

just about doing the right thing for our people, but also about doing the right thing for our company. Today, the war for the best people is greater than ever and we need to access the full pool of talent; diversity is a business imperative as much as it is an ethical imperative. And so, while we still have further to go, Bloomberg has undertaken a number of initiatives in the last year to make diversity a more central business initiative. In March, we filled a new position: Global Head of Diversity and Inclusion and together we have spearheaded a number of initiatives focused broadly around the four important areas of employee recruitment, development, retention and bold new ideas. To retain diverse talent we are rethinking the way we recognize, promote and incentivize people. I am intensely focused on dismantling the inherent and unconscious barriers many organizations erect for underrepresented individuals. To this end, one of the more visible steps we’ve taken this year is to revise our Parental Leave Policy to increase paid time off. We’ve also increased the flexibility of using that time off for working parents. To develop our existing talent, we’ve begun hosting a number of educational and training programs for our employees globally, specifically aimed at strengthening our culture of awareness around inclusion, including unconscious bias training to help us better understand the many we ways we make assumptions which influence our actions through the course of a day. I have also charged each of our business-level managers at Bloomberg to develop their own diversity and inclusion plans. Having advocates for diversity like me at the top is helpful, but to bring about real organizational change we know it cannot simply be a top down exercise: it has to be encouraged at all levels of our business. Organizations still need to do more to drive accountability for diversity and inclusion throughout their firms. What can firms be doing to build stronger and more diverse pipelines? We are in the middle of an incredibly intense war for talent around the world. To have access to the widest possible range of talent, all firms have to create a welcoming environment and provide gifted individuals opportunities to develop and grow. At Bloomberg, we’re concentrating on the identification and development of talent across underrepresented groups to ensure we have a strong pool of candidates available for positions at all levels of the company. Our recruiting strategy mirrors this effort.

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In addition to the 30% Club, we continue to build our relationships with organizations like Out Leadership, American Corporate Partners, the Toigo Foundation, Lime Connect, Anita Borg Institute and the Council for Urban Professionals that allow us to host events, network and sponsor Bloomberg colleagues at diversity conferences and development programs. We also support eight Bloomberg Communities, diversity networks that offer colleagues a platform to share experiences, influence diversity recruiting efforts and encourage leadership development

“Diversity and inclusion aren’t just about doing the right thing for our people. They’re about doing the right thing for our company.” In your career, what factors did you consider when joining a new firm or taking on a new assignment? Throughout my career there have been several consistent factors I always considered when taking a new position. For anyone considering a move I would encourage them to ask themselves the following questions: On the firm side, are the people you meet that represent the firm the type of people you want to be associated with during long hours together? Does the firm have a stellar reputation? What is the culture and is it compatible with your values and aspirations? Is there a higher purpose to the organization which transcends the daily routine and engagement, and enables the firm to stand out? Is the work going to be intellectually stimulating and will you be stretched consistently? In a new assignment, can you make a unique, important and lasting contribution? When Michael Bloomberg asked me to be Bloomberg’s CEO, the answer was a resounding ‘yes’ and I knew I was being offered the opportunity of a lifetime. n

LEADERSHIP

Facing the Challenges of a Diversified Workforce By Courtney Geduldig, Executive Vice President, Public Affairs, McGraw Hill Financial

Courtney Geduldig Executive Vice President, Public Affairs McGraw Hill Financial

ccording to Pew Research Center, by 2020, Millennials will make up half of the U.S. labor force. While companies are focused on Millennials’ impact on business and the economy, they are not the only generation of workers to consider in the coming years. By the end of the decade, Generation Z will enter the workforce, leading to the most diverse mix of workers ever. Companies will need to accommodate not only Millennial workers, but also anticipate the workplace needs of those following, while continuing to support the older Generation X and Baby Boomers so that all four groups can work effectively together. With each group’s distinct characteristics and preferences, how can businesses manage a workforce of various generations? Business leaders must focus on three key elements: talent recruitment, retention, and communication – and do it in today’s market of near-zero interest rates which affect compensation and retirement planning. Each generation will be preparing for a different stage of their lives and therefore value different aspects of employment and company offerings. The key to recruiting and retaining the best talent from each generation will require a balance of attractive benefits for each. For example, as Baby Boomers near retirement, retirement savings, pensions and healthcare costs will be top of mind. Michael Thompson, Chairman of S&P Investment Advisory Services, recently published an article in The Wall Street Journal, noting that, “in place of the Treasurys and investment-grade corporate bonds that have been the hallmark of retirement investment strategy for decades, current retirees, and those soon to retire, have resorted to investing in equities and high-yield corporate bonds to generate the returns they need to avoid outliving their nest eggs.” On the other hand, as illustrated by research from S&P Ratings’ U.S. Chief Economist Beth Ann Bovino, many Millennials are saddled with student debt and still living at home with their parents. These workers will be interested in student loan payback programs. Dr. Bovino found that the burden of student debt can force those entering the workforce into settling for jobs they don’t want. Citing a Pew Research Study from 2012, she found that a phenomenon known as “cyclical downgrading” is happening among the group with almost half (49%) saying they’ve taken a job, just to have a job, with about a quarter taking

unpaid positions to gain experience. Further, the study found that more than one-third of Millennials report having gone back to school specifically because of the state of the economy. For employers, this means the workforce they are training in today’s job market, may not be there when better work opportunities arise.

“By the end of the decade, Generation Z will enter the workforce, leading to the most diverse mix of workers ever.” Higher wages for paying off student loans, commuter benefits, and also flexible work environments and techfocused processes are workplace priorities among the youngest employees. However, earlier generations of workers may not be as comfortable or native to these types of digital communication tools. In addition, Dr. Bovino notes, “Millennials are also the first generation to have had access to the Internet and all its benefits during their formative years—an environment that has shaped their worldview in a number of ways. Finding the right balance to successfully communicate with all employees in this new, diverse workforce will be imperative to retaining talent. As each generation passes through the labor force, it presents new and varied challenges for employers. As corporations enter an environment with four vastly different generations interacting simultaneously, business leaders must adjust accordingly to create a workplace environment that is inclusive and engaging to all employees, a great challenge for less nimble large corporations. More flexible medium sized enterprises may be better situated to adapt to the varied workforce needs and certain workers may be more attracted to certain types of companies based on their needs going forward. n

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Global Talent in the Age of Big Data An Interview with Laurie Ledford, Chief Human Resources Officer, Marsh & McLennan Companies

Marsh & McLennan is a global firm with its own HR challenges, but also has product lines and businesses intertwined with the talent market. As CHRO, what talent challenges are you seeing both internally and in the larger marketplaces? There’s wonderful synergy in being the CHRO of a company where all of our businesses have such a deeply consultative, client-focused core, including one that is the premier human capital advisor. Our people benefit from that knowledge, and we get a peek under the tent — we have opportunities to get involved in generating, implementing and refining products and solutions. The biggest talent challenge we face is, essentially, the same one faced by our clients — people want to do meaningful work that they believe adds value to their organizations and to the world. We hear that internally from our own colleagues and our businesses hear it repeatedly in their interactions with clients. The nature of our work gives us an advantage in this area: Our business is truly a brain business — it is all about our people and their talent — so the opportunities are limitless and constantly evolving. How is the corporate view of talent evolving with the increasing speed of innovation and an increasingly global economy? The idea of a global economy is something we’ve almost come to take for granted. For so many of us, it’s a given that the environments we work in, and live in, are borderless in terms of geography. While larger organizations generally have more resources, they are in greater danger of being slow to change. Organizations that think of jobs and talent in highly structured ways are going to find themselves on the wrong side of the equation — but so are individuals who are not agile when it comes to evolving as employees and adapting to the changing needs of the market. What philosophies guide how you shape and maintain corporate culture across Marsh & McLennan’s diverse businesses? Our nearly 60,000 colleagues are spread around the world, but we are united by a common set of commitments — to our clients, to each other, to the greater good of the societies we live in and to the search for a smarter way. Those commitments guide us as we continue our 150-year tradition of helping clients address their biggest challenges and opportunities. Over the last eighteen months, we’ve codified and shared those commitments with our colleagues in a variety of ways, beginning with the launch of our first-ever all-colleague intranet; a new, more accessible corporate voice and an app that uses the real-life stories of our colleagues to bring our work, and our shared purpose, to life. As an executive sponsor of each of these initiatives, I believe communication is critical to creating a sense of connection and vibrancy within our company. The overarching philosophies that guide the way I approach our people and culture can be summarized in five key points:

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1. One size doesn’t fit all… But standardization is not bad. It can be good! iew your colleagues as the cus2. V tomer. Listen to the customer; think like the customer. 3. P eople expect things to work. This applies to systems, processes, tools and more… Colleagues will give you more than one shot at getting things right, but they expect the same high-quality experience and level of service from their employer as they encounter in their everyday lives. 4. Inclusion is as important as diversity. You cannot accomplish diversity without inclusion. 5. Make it simple. Make it real. A dose of aspiration is wonderful but outright fantasy is not.

Laurie Ledford Chief Human Resources Officer Marsh & McLennan Companies

How is talent management changing in the age of big data? Data analytics and cognitive computing are helping us learn, project and predict in a much more accurate way than ever before. The biggest change I’ve seen in the “age of big data” is that talent management decisions are more fact-based, and conclusions can be reached more quickly. Not only are we able to look at individual trends, we’re also able to identify patterns in the broader data and make good decisions based on those. For example, let’s say there’s a colleague who you think is a retention risk. Why do you think that? And what is the solution? Previously, the obvious solution was a pay increase, but that just doesn’t do it for everybody. Data can help us understand where a person is in their career, and what their next step might be, based not only on their individual information, but on the patterns we see across the broader landscape with others in similar situations. Of course, data doesn’t solve every problem. There is still a human side to human resources, and to running businesses that have people in them. Technology enables us to do a lot of HR work in a more efficient way and puts much more information at our fingertips, but there’s still a need for HR Business Partners — to interpret that data and use it to answer the big questions for our organizations and, maybe even more importantly, to listen to what the organization is saying to us. And I mean really listen — ask questions and let people talk. By combining the data with our knowledge and experience of the organization and its culture, we can make a meaningful impact on the overall success of the business. n

N E W YO R K M I N U T E Francios Luiggi, General Manager, The Pierre, A Taj Hotel, New York We sat down recently with Luiggi for a quick NEW YORK MINUTE: What’s the wallpaper on your phone and/or computer? Backyard of my farm in New Jersey – apple trees, green grass, peonies… a little bit of zen throughout the day.

What’s your favorite novel? Cryptonomicon, by Neal Stephenson.

What makes a perfect hotel stay? The feeling of never having to lift a finger — every wish and whim is met before it is vocalized.

What do you still find surprising about New York City? The non-stop energy and diversity — the world at your fingertips.

What is the last thing you searched on Google? Reviews for the restaurant Vaucluse on 63rd street and Park Avenue, by Chef Michael White, my new favorite spot.

Do you have a favorite cocktail? Negroni in the summer, Rye Manhattan in the winter.

What is the one food you cannot resist? Sweets. I’ve never known a cookie I wouldn’t eat. What drives you absolutely crazy? Clutter. What does leadership look like? Clear direction, a solid strategic plan, and an empowered team. Coffee, Tea, or…? Single Espresso.

You don’t have fun when... there is no room for spontaneity.

When you visit London, what’s your first stop? The bar at The Ivy for a jet lag-curbing cocktail. What is your most memorable vacation? New Year’s Eve in the Amber Fort in Jaipur, India What’s something about yourself we couldn’t find out from your LinkedIn profile or a Google search? That I love making Olive Oil with my Grand Parents in Corsica…

rancois-Olivier Luiggi was recently appointed General Manager of The Pierre, A Taj Hotel. With over 22 years in the luxury hospitality industry, Mr. Luiggi has extensive experience launching high-end hotels internationally and managing well-known brands catering to the discerning traveler. His prior positions include: General Manager of Langham Place, Fifth Ave (formerly The Setai); Hotel Manager of The Mark Hotel. He spent ten years with Four Seasons both in New York and at the head office in Toronto, in various Food and Beverage positions. Mr. Luiggi also serves as President of the ESSEC USA Alumni Association, his alma mater. Mr. Luiggi, who is responsible for everything from staffing and guest programming to operations and financial performance at The Pierre, oversees the Taj brand’s flagship international property and plays an integral role in the communication of the corporate brand message throughout North America. Originally from Corsica, France, Luiggi graduated from ESSEC Business School in France, with a joint MBA in Hotel Management from Cornell University. After completing his studies, Luiggi entered the hospitality world through the Food & Beverage division, quickly rising through the ranks to become the Corporate F&B Training Specialist for the entire Four Seasons brand. While with Four Seasons, Mr. Luiggi opened a total of 19 of the brand’s hotels and resorts, including properties in the Middle East, Europe and Southeast Asia. An internationally-trained hotelier, he speaks fluent English, French and Italian. n

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AUTHOR SPOTLIGHT THE SUCCESS FORMULA: HOW SMART LEADERS DELIVER OUTSTANDING VALUE For the past two years, Heidrick & Struggles has partnered with Professor Andrew Kakabadse, of Henley Business School in the United Kingdom, on a global study taking in 100 face-to-face interviews with chairmen, directors, chief executives, and senior executives to test business models against current realities. The product of that research, The Success Formula: How Smart Leaders Deliver Outstanding Value, argues that the odds of success increase dramatically when organizational capabilities are focused and developed through leadership processes that center on seven disciplines: Evidence, mission, alignment, engagement, leadership, governance, and wisdom. This book summarizes the seven disciplines, and underscores the new mind-set that senior executives must adopt if they are to move beyond a shortsighted focus on value proposition and toward a form and style of leadership that centers on value delivery. n

Prof. Andrew Kakabadse

RISE OF THE ROBOTS What are the jobs of the future? How many will there be? And who will have them? We might imagine—and hope—that today’s industrial revolution will unfold like the last: even as some jobs are eliminated, more will be created to deal with the new innovations of a new era. In Rise of the Robots, Silicon Valley entrepreneur Martin Ford argues that this is absolutely not the case. As technology continues to accelerate and machines begin taking care of themselves, fewer people will be necessary. Artificial intelligence is already well on its way to making “good jobs” obsolete: many paralegals, journalists, office workers, and even computer programmers are poised to be replaced by robots and smart software. As progress continues, blue and white collar jobs alike will evaporate, squeezing working- and middle-class families ever further. At the same time, households are under assault from exploding costs, especially from the two major industries— education and health care—that, so far, have not been transformed by information technology. The result could well be massive unemployment and inequality as well as the implosion of the consumer economy itself. n

Martin Ford

BEYOND CYBERSECURITY: PROTECTING YOUR DIGITAL BUSINESS Beyond Cybersecurity: Protecting Your Digital Business arms your company against devastating online security breaches by providing you with the information and guidance you need to avoid catastrophic data compromise. Based upon highly-regarded risk assessment analysis, this critical text is founded upon proprietary research, client experience, and interviews with over 200 executives, regulators, and security experts, offering you a well-rounded, thoroughly researched resource that presents its findings in an organized, approachable style. In addition to the text, you receive access to digital materials that further reinforce key concepts, including a cybersecurity risk maturity survey, cybersecurity templates and checklists, and access to all survey results associated with cybersecurity. n

(From L-R) James M. Kaplan, Tucker Bailey, Derek O’Halloran, Alan Marcus, and Chris Rezek

ENGINES OF ECONOMIC GROWTH: GLOBALIZATION AND CROSS-BORDER M&A In, “Engines of Economic Growth: Globalization and Cross-Border M&A,” we discuss the evolution of M&A across borders, as well as the rapid changes in global markets during the quarter century since the end of the Cold War, including the growing influence of emerging markets. On the following pages you’ll find helpful observations provided by candid interviews with leading dealmakers, including buyers, sellers and advisors, as well as timely insights into the most current trends. David A. Fergusson is the Co-Chief Executive Officer and President of The M&A Advisor, leading the firm’s global services operations of publishing, media, summit and connection services for a network of over 300,000 M&A, financing and restructuring professionals. Throughout his 30-year career, Mr. Fergusson has developed, acquired and managed over 40 product and service brands and companies across the North American and International markets. n

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Editor, David Fergusson

I N D U S T RY I N S I G H T S

BlockParty: The Importance of Blockchain in Financial Services Innovation

Hans-Ole Jochumsen President Nasdaq

veryone accepts that technology changes the way we do business. But every once in a while something much more fundamental emerges. Something with the potential to rip up the rule book and genuinely reshape how we work. The blockchain is one. Blockchain technology first came to prominence through its association with cryptocurrencies such as bitcoin, but its potential lies in the underlying technology. At its simplest, the blockchain is a distributed ledger used to record transactions between a source and destination. Importantly, the decentralized nature of this ledger ensures that no single system or entity is the holder of what is “correct”. This is where it starts to get interesting for capital markets, particularly post-trade. We believe the biggest opportunity is in unlocking capital and shortening settlement cycles. Nasdaq is on track to roll out the technology in our market for private companies, Nasdaq Private Market (NPM), later this year. It will enable firms to settle transactions almost instantly. But, of course, there will be operational efficiencies too. Our initiative with NPM aims to streamline

cumbersome administrative functions, and simplify the overwhelming challenges private companies face with manual ledger record keeping. At the same time, we are developing applications for the Tallinn Stock Exchange and The Estonia Central Securities Depository to improve the proxy voting process in addition to company registration and public pension registration. And it makes sense from a security standpoint. Current post-trade processes rely upon a central database full of unencrypted data. A much better solution is to encrypt the data itself and make it available to everyone on the blockchain. We are talking about fundamental shifts. It won’t be a big bang moment — nor should it be. Just like with the move from analogue to digital banking, it will require evolution. The potential is huge, but there’s a lot to learn to make it a reality. We need to demonstrate how and what it can deliver if we’re to change attitudes. This requires experimentation, and for pioneers to spread the word. Watch this space; we certainly are. n

Viewing Property as a Productive Asset

ew of us look back on the Global Financial Crisis as a time of creative destruction. Yet among the seismic changes it unleashed is one enduringly positive outcome - a radical rethink of the way global corporations view their property assets. For decades, many large companies saw the buildings housing their operations as little more than a necessary expense. Despite being classed as ‘built assets’, a company’s property portfolio was often treated as being peripheral to revenue generation. The result was invariably a patchwork approach to the management of, and investment in, the company’s real estate – leading to inconsistent and poor value projects. When the recession forced global firms to retrench, many sought to centralize their Corporate Real Estate Services (CRES) function. But what began as a desire to save cost has matured into a fundamental change in approach – that aspires instead to add value to the business. Where once multiple local CRES teams would manage individual property projects, companies are now increasingly focusing on managing entire programs. This typically means fewer people doing very different things. The aim is to create an integrated framework for

projects, not a straitjacket, and it can take time for a multinational to develop maturity in this new role. Used correctly, the approach brings not just efficiencies and economies of scale, but will also ensure the organization’s CRES function is aligned to its strategic objectives. Turner & Townsend consultants are currently helping the oil giant Chevron to lead this change, by managing all its capital projects under an integrated global service delivery model. Since 2012 we’ve been putting in place structures and systems to provide overall visibility on cost, schedule and performance of Chevron’s property portfolio against its corporate objectives. We call this approach Intelligent Portfolio Management. It has come a long way from its roots as a mere cost-saving tactic – evolving into a comprehensive and pro-active strategy to identify and mitigate risks, and seek out and drive improvement opportunities. Forged in the fire of recessionary cost rationalization, it has become a powerful tool for driving greater value from a business’s property assets, and catapulted CRES from the sidelines to the top table of global corporate strategy. n

Bruce McAra CEO Turner & Townsend Inc

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GLOCALization

(Combining Global and Local best practices, in managing Global Customer relationships)

Anindo Dutta SVP & GM Global Accounts Operations Xerox Corporation

e live in a 24/7 world, with an ever-increasing need for instant access to information, teams and connections globally. Boundaries are getting blurry- and previous hierarchies of Global HQ, Regional Offices, Branch Offices interactions are getting a lot more fluid. Yet, underlying all of the interactions, are the fundamental tenets of trust, personal relationships and fostering of common goals, at each of these levels. This is especially true in servicing customers globally, who look for a “trusted partner” with global reach and consistency, but one that can also provide a more customized ‘local’ fit to their challenges, in their unique setting. While, no one size fits all, here are some practical tips to achieve a win-win: 1. Understanding Cultural and Regional NuancesTake the time to understand the cultural and historical aspects of the client/country environment, before jumping head-in into business interactions and outcomes. 2. Build Effective Customer Relationships Locally as well- While the need to have relationships with Global HQ is well understood, customers at regional/local levels are huge influencers

and often decision makers, with whom trusted relationships must also be built. 3. Getting your own regional/local teams on board- By involving your own teams early in the process, they will have ‘skin in the game’, and feel energized by helping to elevate the profile of their local/ regional customers, in a global setting. 4. C onsider ‘Reverse Innovation’ partnership opportunities with key regional/local customersInnovative Solutions developed in the emerging markets that can potentially be scaled globally. Think and Act GLocal is a key mantra to work with global customers. While the Global Brand, Policies and Framework can be huge pluses, they must be intertwined with interactions with local customers, teams and partners. This complex amalgamation is a fine balance in the art of the possible to delight global customers. n

Financial Institutions Face New Legal Environment

ultinational banks with a branch or agency in New York have become the target of worldwide discovery in actions to enforce judgments obtained against bank customers outside of the US on behalf of terrorist victims and other plaintiffs. Two recent decisions in New York courts allowed judgment creditors the right to compel multinational banks, through a subpoena served on their New York branch, to produce information for accounts held by customers around the world. These rulings overruled the banks’ objections that the courts lack the jurisdiction necessary to order such worldwide discovery and that a branch of a multinational financial institution lacks the capacity to directly access worldwide account information. Apart from the administrative burdens that may be imposed on international financial institutions, and their branches, by broad disclosure orders, a multinational bank that is the subject of such compulsory discovery may face legal exposure under the laws of other nations if it produces the extraterritorial account information being sought by the plaintiffs. Bank secrecy laws in many nations prohibit such disclosures and may subject a producing bank to criminal prosecution. Banks caught in the middle face a Hobson’s choice of being held in contempt of

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a US court, or facing legal jeopardy under the laws of another jurisdiction. These worldwide discovery orders also raise policy concerns. US policymakers — including New York’s Superintendent of Banking — have long recognized the benefits that flow from permitting multinational banks to operate in the US through a branch instead of a separate subsidiary. Significant liquidity and capital are made available to US businesses because of the different rules governing lending limits and capital requirements when operating through a US branch. Worldwide discovery orders against local branches of multinational banks may create a disincentive for banks that are considering whether to open a New York branch and, perhaps, for those that already have one. For US banks operating internationally, this poses the risk that other jurisdictions will be less deferential to US banking laws when confronted with similar circumstances involving a local branch of a US bank. n

John Clarke Partner DLA Piper

Richard Hans Co-Managing Partner, New York Office DLA Piper

I N D U S T RY I N S I G H T S

Visionary Leader or Pinocchio?

Nic Pearce Managing Partner Instinctif Partners

usiness leaders today are judged not only by the financial markets, but also by their customers and employees. Twitter and other social media sites have long exposed customer complaints to the world. While sites such as Glassdoor give employees an open forum to review companies and hold leaders accountable. So, how does a leader please all these players? To stay ahead, leaders need to focus on these three behaviors: Understanding others’ perceptions: A speech that inspires some, can prompt others to think, “Yes, but without the major systems upgrade I’ve been pushing for, this vision will never happen.” So while some will dub the speaker a “visionary leader,” others will see a Pinocchio made real. What’s the answer? It’s all about recognizing that a leader must inject a generous dose of truth and authenticity into any communications, otherwise they can be labelled a Pinocchio for failing to acknowledge the big picture or discuss the negative. They need to find ways to communicate with their people in a manner that’s open, honest and not at odds with their external message. Bring your people with you: Great leaders recognize the power of the collective knowledge in their business and use it. They enlist people throughout

their organization to solve problems, innovate and drive the direction of the business. And when a business gives a voice to employees beyond the leadership team, the results are more powerful than just great ideas. If employees feel their company supports them, they respond with increased trust in management and greater commitment to the organization. Consider culture: To succeed in global business, leaders need an outlook that embraces different ways of working and acknowledges social and cultural nuances. Understanding these variations is important to managing relationships and communicating with diverse audiences. Innovation and continuous learning are key to developing global leadership skills. But equally important are traits such as personal vision, integrity and the desire for harmonious relationships with stakeholders. As it happens, these qualities also appeal to Gen Y, who value a collaborative culture, the ability to experience a variety of roles, and access to leadership development and coaching. Succeeding in leadership in 2016 requires a complex network of skills. Leaders also need to realize there’s no straight line to their goals but rather an evermoving set of choices. n

New York’s Continual Transformation

ew York City is undergoing a remarkable period of economic expansion as the millennial generation flocks to the City in droves and companies follow them. The millennial generation, roughly those born between 1980 and 2000, is the largest age group in the US today. Most are in their 20s and they are at a stage in their lives where they want to enjoy all of the opportunities that cities offer, from culture to food and nightlife to a diversity of work opportunities. This generation is also very conscious of their environment and prefer to live in an environment where they can use mass transportation. All of these preferences and opportunities exist in New York City. The millennial generation is also the best educated generation in the history of the U.S. Companies that want to tap into that young talent pool are returning to cities. For New York, these trends have created a jobs boom. Since the end of 2009, when employment in New York City reached a bottom, employment has soared by 533,700 jobs as of September 2015. That’s more jobs than have been added in any other expansion in the City’s postwar era. And it has happened in a little over five years. This rapid job growth is creating a demand for new office space. Today there are major new office

developments under construction on the West Side of Manhattan on a site known as Hudson Yards and in the Downtown area on the site of the former World Trade Center. These and other developments will add approximately 18 million square feet of new office space to the Manhattan skyline over the next five years, marking the largest increase in the amount of office space in Manhattan since the 1980s. The skyline today features One World Trade Center, the City’s newest icon, and the most recognized business address in the world. Over the next five years New York City will be one of the most attractive and dynamic cities in the Western Hemisphere with a new generation of workers inhabiting some of the newest office buildings in the world. It’s an exciting time to be living and working in Manhattan. n

Ken McCarthy Senior Managing Director and Chief Economist Cushman & Wakefield

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Expatriate Assignments and the Trailing Spouse

G Ethan Kaufman Partner Fragomen Worldwide

Careen Shannon Partner Fragomen Worldwide

lobal mobility is a critical element of Talent Development. Dual career couples pose a special challenge for multinational corporations. The success of a global relocation often depends upon whether the principal workerâ&#x20AC;&#x2122;s spouse is able to secure work authorization in the host country. In the US, for example, an accompanying spouse is able to obtain work authorization only under narrowly-defined circumstances. More than 30 other countries, however, allow spouses of expatriate workers to work lawfully. Among these countries are some of the key nations with which the US competes for scarce global talent. As a result, the US may be losing important talent to other countries. Of course, some trailing spouses might relish the opportunity to spend more time at home with the children, engage in volunteer activities or pursue creative hobbies on a temporary assignment. For others, however, the financial burden or career set-back is not a worth-while trade-off. Concern about oneâ&#x20AC;&#x2122;s spouse or partner is among the most common reasons an employee might refuse an overseas assignment. In the US, some spouses of expatriate workers are permitted to work. The spouses of workers on L-1 visas (intracompany transferees) and on E-1 and E-2 visas (treaty traders or investors) may apply for work authorization

upon arrival in the US. Spouses of J-1 exchange visitors are also allowed to work, only if they can demonstrate that employment is not intended to cover basic needs or educational expenses of the exchange visitor. Just a few months ago, the opportunity to apply for work authorization was extended to spouses on H-4 visas, but only if the H-1B principal worker has an approved Form Iâ&#x20AC;&#x2018;140 immigrant worker petition or has received an extension of H-1B status beyond the six-year maximum based on a filed labor certification or I-140 petition. This still leaves the vast majority of H-4 spouses without the opportunity to work in the US. Spouses who enter on other types of nonimmigrant visas lack the opportunity to work during their stay in the US. Contrast the US with other advanced economies which compete with us. Spouses of expatriate workers generally are granted automatic work authorization in the United Kingdom, France, Germany, Australia and Hong Kong. With certain restrictions, the same holds true for Canada and New Zealand as well. As countries compete to attract financial and human capital, immigration policy should support national priorities. n

P O L I C Y U P DAT E

Britain in Europe By Emanuel Adam, Head of Policy & Trade, BritishAmerican Business

ith the Conservative’s win of the UK election in 2015 came the promise to hold a referendum (a nationwide vote) on whether or not the UK should stay in or leave the European Union (EU). In November, David Cameron put the UK’s demands in writing to Donal Tusk, the European Council President. The demands focus on economic competitiveness, sovereignty, fairness in the single market and, between those inside and outside the euro, immigration and welfare. We do not know how the debate will unfold eventually; but we can be sure that a referendum will happen by the end of 2017—an earlier date, even in 2016, seems unlikely. What we know is that for transatlantic business, a strong UK within the EU, is business-relevant. No other European country benefits more from US Foreign Direct Investment (FDI) than the UK. The existence of US-owned businesses in the UK—a quarter of all foreign-owned businesses in the UK—many of which have been in the UK for a long time and actively trade with the European Single Market, gives us evidence as to how attractive a destination the UK is for business within Europe. As our Chairman, Nicolas C. Walsh, put it in his remarks at the BritishAmerican Business Gala Dinner in the presence of Matthew Barzun, the US Ambassador to the UK and The Rt Hon Philip Hammond MP, Secretary of State for Foreign & Commonwealth Affairs on September 16, 2015 in London: “ We look forward to the Prime Minister completing his negotiations about our membership of the EU in

advance of the EU Referendum and are convinced that this will be a success for the UK. It’s in the nature of the business process to examine the facts, understand risks, and explore contingencies and to keep our work forces and stakeholders informed, for whatever may arise. Our sense is that, in some very basic ways, most of our members want the same thing, which is to be well connected with a business friendly, innovation receptive European marketplace. And they want to be able to rely on strong and credible political voices here to ensure that the rules of the market in question develop in ways that facilitate rather than diminish the opportunities”. The importance of the European Single Market for transatlantic business is our starting point when engaging in the debate going forward (for more information see Chapter 3 in BAB’s Policy Manifesto 2015/16). As the key platform for transatlantic business in the UK, BritishAmerican Business’ voice will be particularly relevant. That being said, we encourage all of our members, partners and friends on both sides of the Atlantic to stay close and to engage with us in the coming months. If you are interested in engaging and receiving regular policy updates, please get in touch with our Head of Policy & Trade, Emanuel Adam, at eadam@babinc.org and follow us on Twitter @BABPolicy. n

(L-R) Nicholas Walsh, Chairman, BritishAmerican Business and Senior Advisor, AIG, Matthew Barzun, US Ambassador to the UK, Wendy Mendenhall, Managing Director, BritshAmerican Business, Peter Grauer, Chairman, Bloomberg, Sir Peter Westmacott, UK Ambassador to the US, Paul Harris, Managing Director, KPMG, and Danny Lopez, British Consul General, New York

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T R A N S AT L A N T I C B U S I N E S S AWA R D S D I N N E R BritishAmerican Business Presents Annual Awards BritishAmerican Business, the leading transatlantic business organization, brought together 500 business leaders from both sides of the Atlantic at its Annual Transatlantic Business Awards Dinner at The Pierre in New York City on October 7, 2015. At the Dinner, BritishAmerican Businessâ&#x20AC;&#x2122; US Transatlantic Business Award for 2015 was presented to Mark Pigott KBE, Executive Chairman, PACCAR Inc, and the UK Transatlantic Business Award for

2015 to Bob Dudley, Group Chief Executive of BP plc. Sir Win Bischoff, Chairman of JP Morgan Securities, received the Entrepreneurial Award for 2015. Dominic Casserley, CEO of Willis Group Holdings plc, received the Leadership Award and Helena Morrissey CBE, CEO, Newton and Founder of The 30% Club, received the inaugural Trailblazer Award.

2015 Dinner Supporters Benefactors >> BP plc >> J.P. Morgan >> Newton Investment Mgmt. >> PACCAR Inc >> Willis Group Holdings plc Co-Chairs >> ACE Limited/ACE Group >> AIG >> American Airlines >> Aquiline Capital Partners LLC >> Barclays >> Bloomberg LP >> Broadridge Financial Solutions, Inc.

>> Citi >> Deloitte >> HSBC >> Kirkland & Ellis LLP >> KPMG LLP

>> Perella Weinberg Partners

>> Arch Insurance Group

>> Clifford Chance

>> Promontory Financial

>> Brunswick Group

>> CRC Insurance Services, Inc.

>> Chubb Group of Insurance

>> The Folger Shakespeare

Group, LLC

>> Ryan Specialty Group

Companies

>> Starr Companies

>> CIGNA

>> Thomson Reuters

>> CNA Insurance

>> Willis North America

>> Fluor Corporation

Vice-Chairs

>> King & Spalding >> McCarter & English, LLP

>> Arup

>> Ogilvy & Mather

>> Cummins Inc

>> RBS Securities

>> Debevoise & Plimpton LLP

>> Saul Ewing LLP

>> EY

>> Travelers Insurance

>> Heidrick & Struggles

>> Willis North America

>> McGraw Hill Financial

>> Zurich Insurance

>> McKinsey & Company >> Virgin Atlantic Airways Patrons >> Accenture >> AmWins Group, Inc.

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Contributors >> ANZ >> BBC Worldwide North America

Library

>> Franklin Templeton Investments

>> The Guardian Life Insurance Company

>> The Kingstree Group >> Lloydâ&#x20AC;&#x2122;s >> Navigators >> Newmark Grubb Knight Frank

>> Richard L. Hoffmann and Associates, Inc.

>> Safety National >> Sainty, Hird & Partners >> TransRE >> Williams Capital Group

>> The Blackstone Group

T R A N S AT L A N T I C B U S I N E S S AWA R D S D I N N E R

Mark Pigott KBE, Executive Chair of PACCAR (Center), 2015 US Transatlantic Business Award Honoree

Bob Dudley of BP addresses the audience before accepting the 2015 UK Transatlantic Business Award

Dominic Casserley of Willis Group accepting the Leadership Award

Sir Win Bischoff, Peter Grauer, Chairman of Bloomberg and Chris Perry, President of BritishAmerican Business

Helena Morrisey CBE, CEO of Newton and Founder of The 30% Club accepts the inaugural Trailblazer Award

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PROGRAM HIGHLIGHTS: NEW YORK

A Willy Wonka Christmas OUR ANNUAL CHRISTMAS LUNCHEON On Friday, December 11, we welcomed 450 members and guests for networking, cocktails, food and festive fun at our Annual Christmas Luncheon, held in charitable support of The British American Business Foundation. International trips, hotel stays, and broadway tickets were among the fantastic prizes won by attendees. The afternoon ended with a champagne balloon drop sponsored by Prosek Partners. Special thanks to our title sponsor, Invest Northern Ireland, and our foundation raffle sponsors, United Airlines and Whip Fundraising.

THANK YOU TO OUR CHRISTMAS LUNCHEON SPONSORS: TITLE SPONSOR Invest Northern Ireland BALLOON DROP SPONSOR Prosek Partners OOMPA LOOMPA CHARACTER SPONSOR The British International School of New York FOUNDATION RAFFLE PRIZE SPONSOR United Airlines Whip Fundraising 59e59 Theatres A Salt & Battery AIG ALTOUR The Art Newspaper Barnes & Noble BBC Worldwide North America Beer Table Belgian Boys Boots British Airways Broadridge Financial Solutions

Brooks Brothers Buunni Coffee Capstar Chauffeurs Chamber Music Society Cock & Bull Corporate Suites Crabtree & Evelyn David Adkin Productions Deloitte. Delta Air Lines Denby USA Dermalogica Diageo Diptyque The Dorchester, London Easirent The Economist EHS Partners Elemis Equinox Fab NY Flybe Folio Society Grosvenor House, A JW Marriott Hotel

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Helena Valley Winery Hill Country HSBC USA InterContinental New York Barclay Jack Erwin Jaguar Land Rover KPMG LLP L’Occitane La Compagnie Langham Place Links of London Loacker The London NYC London Philharmonia Orchestra London Town Cars Lucky Strike Mario Badescu The Marmara Park Avenue Maybourne Hotel Group Millennium Gloucester Hotel New York Red Bulls NYCFC O&CO Ocean Prime OKMYOUTFIT

Oxford Philharmonic The Peacock PwC Rail Europe Reiss Rococo Chocolates Rosebud Perfume Company. The Rug Company SpotCo Marketing St. Pancras Renaissance Hotel London Tea & Sympathy Tea Stash Ted Baker Thomson Reuters Truman’s Gentleman’s Groomers Trump International Hotel UKyourWay United Airlines Virgin Atlantic Airways Walkers Shortbread The Wolf Group Work Better

P R O G R A M H I G H L I G H T S : N E W YO R K The Key Talent Challenges: Millennials, Mobility, Management ACCA sponsored our fall Business Briefing focusing on the global talent market. We were pleased to welcome speakers from Heidrick & Struggles, Deloitte, Young & Rubicam Group, and Fragomen Worldwide who outlined the current challenges with global talent, including attracting and retaining millennials.

Rugby World Cup Kick-Off

Sunset Mixer for Young Professionals

Members came to Vodafone’s new customer experience center to watch the kick-off match of the Rugby World Cup and England’s Victory over Fiji. Thanks to our sponsor AIG and our partner Play Rugby USA for making it a memorable afternoon.

Young & Rubicam Group hosted our young professionals on their stylish rooftop overlooking Columbus Square and Central Park to watch the summer sunset, network, and meet new contacts.

Policymaker Roundtable with US and UK Ambassadors Peter Grauer, Chairman of Bloomberg, hosted, and KPMG sponsored, our Policymaker Roundtable featuring an exclusive discussion with Matthew Barzun, US Ambassador to the UK, and Sir Peter Westmacott, KCMG LVO, UK Ambassador to the US. The Ambassadors discussed the “special relationship” between the US and the UK in an increasingly complex global environment.

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Recent Business Leaders at New York Programs Lord Norman Blackwell, Chairman, Lloyds Banking Group, “Corporate Trust – A Banker’s Perspective”

Additional New York Programs >> Fall New Member Reception >> Art Gallery Reception in Connecticut >> Cybersecurity Roundtable >> Oktoberfest for Business >> Annual General Meeting and Reception >> Washington Insight: Data & Privacy >> Fall Pub Quiz

Wilbur Ross, Founder & Chairman, WL Ross & Co., “Is the Sovereign Debt Crisis Over?”

Rich Lesser, President & CEO, The Boston Consulting Group, “The Challenge to Turn Around a Successful Company”

SPECIAL THANKS TO OUR RECENT PROGRAM SPONSORS AND HOSTS Hosts