Alpha Flow Zenith

Under this umbrella company, established a new healthy energy drinks venture made from Matcha and Mate, due to launch in the US market in 2025 with the potential to expand worldwide.

In addition, offered advisory services to other organisations, such as K2 Integrity, the Institute of Internal Auditors (IIA) in Switzerland and the Global IIA.

Founder, Board Member and Strategic Advisor

Various organisations

During this period, acted as a trusted Board Member and Investor in several established and flourishing businesses:

➡️𝗔𝗟𝗔𝗦 𝗱𝗼𝗼: enabled Serbian mature IT outsourcing and Quality Assurance company to attract new clients. 

➡️𝗦𝗬𝗡𝗖 𝗕𝗿𝗮𝗻𝗱 𝗟𝗟𝗖: entered pioneering health and wellness company as the largest investor, collaborating with inspiring founders as a Board Member, supporting future funding pitches and securing international selling rights.

Board Member and Advisor

Veblen Director Programme

Veblen works with Executives, Thought Leaders and Entrepreneurs to train and connect them with public and private companies needing Board support. Veblen is a global network focused on board priorities such as Investor Relations, Good governance, DEI, AI, ESG and Fundraising.

Member

Resided as Chairman of the Board for six months, welcoming the opportunity to enhance the dynamics, governance and risk management aspects, maximising overall impact and effectiveness. 

Selected six new ‘engaging’ board members who added value, enabled members to become paid board members, and mitigated critical risks.

Chairman of the Board

In 2024, selected as a Board Member and served a six-month term. Provided strategic insight, guidance and advice to unlock opportunities, reviewing operational progress, financial performance and key initiatives. 

Instrumental in attracting the largest collaboration to date for the programme, the most valuable growth element for Veblen.

Board Member

Glencore

Played a pivot role in scaling Glencore’s audit capabilities worldwide with hubs across five continents, and embedded robust internal controls and an inventive audit strategy to prepare the business for a digital future. 

Supported the largest M&A and integrated the audit function of a pure mining company. 

Successfully retained the audit services for a newly carved-out agriculture entity. 

Offered invaluable support during the transition to a publicly listed company.

Chief Audit Executive

Senior Business Risk Auditor

Ascom

Internal Auditor

With over two decades of international business experience, I am a 𝗖𝗵𝗶𝗲𝗳 𝗔𝘂𝗱𝗶𝘁 𝗘𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲, 𝗕𝗼𝗮𝗿𝗱 𝗖𝗵𝗮𝗶𝗿𝗽𝗲𝗿𝘀𝗼𝗻 𝗮𝗻𝗱 𝗧𝗿𝘂𝘀𝘁𝗲𝗱 𝗕𝗼𝗮𝗿𝗱 𝗔𝗱𝘃𝗶𝘀𝗼𝗿 with comprehensive ‘hands on’ 𝗚𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲, 𝗥𝗶𝘀𝗸, 𝗖𝗼𝗺𝗽𝗹𝗶𝗮𝗻𝗰𝗲 (𝗚𝗥𝗖) and audit expertise, who advocates ethics, integrity and innovation. 

Recognised as a 𝗚𝗥𝗖 𝘁𝗵𝗼𝘂𝗴𝗵𝘁 𝗹𝗲𝗮𝗱𝗲𝗿, 

I have delivered many speeches, lectures, videos and podcasts to global audiences on related topics, such as ‘Achieving Goals in Governance’, ‘Value Driven Auditing’ and ‘Using the Power of Scenario Simulation to Remodel Control Testing - A Game Changer’.   

In 2024, I was recognised as an Audit Beacon at The 𝟲𝘁𝗵 𝗔𝗻𝗻𝘂𝗮𝗹 𝗜𝗻𝘁𝗲𝗿𝗻𝗮𝗹 𝗔𝘂𝗱𝗶𝘁 𝗕𝗲𝗮𝗰𝗼𝗻 𝗔𝘄𝗮𝗿𝗱𝘀, one of my proudest moments. 

As a multilingual communicator, fluent in three languages, I engage effectively with diverse stakeholders up to board level, steering and influencing strategic agendas relating to Environmental, Social and Governance (𝗘𝗦𝗚), Diversity, Equity and Inclusion (𝗗𝗘&𝗜), Artificial Intelligence (𝗔𝗜) governance, and cybersecurity. 

I served as 𝗖𝗵𝗮𝗶𝗿𝗺𝗮𝗻 of the Veblen Director Programme, enhancing the board dynamics and unlocking opportunities with global leaders. 

At 𝗚𝗹𝗲𝗻𝗰𝗼𝗿𝗲, a FTSE company, I developed audit innovation hubs spanning five continents comprising over 45 high-performing auditors, and advanced the company’s 𝗱𝗶𝗴𝗶𝘁𝗮𝗹𝗶𝘀𝗮𝘁𝗶𝗼𝗻 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 with a new team of data scientists and rollout of digital tools and technologies. 

I was instrumental in supporting Glencore through a turbulent time caused by the commodities crisis, retaining $MM audit services for a carved-out agriculture business, and reducing working capital.    

Over the years, I have headed high-profile fraud investigations and mitigated risks, ensuring compliance during complex situations, and safeguarding positive outcomes. 

I created and maintained Glencore’s 𝗘𝗻𝘁𝗲𝗿𝗽𝗿𝗶𝘀𝗲 𝗥𝗶𝘀𝗸 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 (ERM) framework, systems and standards, reporting upwards to the board. 

I inspire people and enrich companies of all sizes, from startups to multinationals, offering impact-orientated leadership and a forward-thinking approach.

Nam Phong Ho, CFA, CIA, CISA, CFE, QIAL

𝗧𝗵𝗲 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻'𝘀 𝗠𝗲𝗱𝗶𝗰𝗮𝗹 𝗘𝘅𝗽𝗲𝗿𝘁: 𝗖𝗹𝗮𝗿𝗶𝗳𝘆𝗶𝗻𝗴 𝗜𝗻𝘁𝗲𝗿𝗻𝗮𝗹 𝗔𝘂𝗱𝗶𝘁

It's amusing, throughout my career, I’ve often been mistaken for an accountant. 

While some of us certainly have an accounting background, Internal Audit is a 𝗰𝗼𝗺𝗽𝗹𝗲𝘁𝗲𝗹𝘆 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁 𝗳𝗶𝗲𝗹𝗱! 

We're probably one of the most misunderstood professions out there.

To clarify things, I like to think of Internal Auditors as the doctors for an organisation. 

Here's why:

• 𝗛𝗲𝗮𝗹𝘁𝗵 𝗖𝗵𝗲𝗰𝗸: Just like a doctor performs a general health check, we assess the organisation's health, searching for vulnerabilities and areas that need attention.

• 𝗗𝗲𝘁𝗲𝗰𝘁𝗶𝗼𝗻: We employ various tools (like data analytics!) and methods to examine the organisation, spotting anomalies that could indicate a problem – what we call "risk exposure."

• 𝗣𝗿𝗲𝘃𝗲𝗻𝘁𝗶𝗼𝗻: We suggest measures to mitigate risks, similar to how a doctor recommends a cure or treatment plan for an ailment. Our aim is to prevent issues from escalating.

• 𝗖𝗼𝗿𝗿𝗲𝗰𝘁𝗶𝗼𝗻: When there's an incident requiring urgent action, especially in cases of (alleged) fraud, we're often called in to advise and help amend the situation.

• 𝗔𝗱𝘃𝗼𝗰𝗮𝗰𝘆: Beyond resolving problems, we promote a strong culture of governance, encouraging the organisation to "live a healthy lifestyle" to avoid future issues.

We're always listening to our "patients" – our clients – to truly understand their concerns, just like a doctor listens to understand your pains. 

Essentially, as long as perfect health doesn't exist, there will always be a need for Internal Audit. 

𝗘𝗻𝘀𝘂𝗿𝗶𝗻𝗴 𝘁𝗵𝗮𝘁 𝘁𝗵𝗲 𝗯𝗼𝗮𝗿𝗱 𝗮𝗻𝗱 𝘀𝗲𝗻𝗶𝗼𝗿 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗰𝗮𝗻 𝘀𝗹𝗲𝗲𝗽 𝘀𝗼𝘂𝗻𝗱𝗹𝘆 𝗮𝘀 𝘁𝗵𝗲𝘆 𝗻𝗼𝘄 𝘄𝗲 𝗮𝗿𝗲 𝗼𝗻 𝘀𝘁𝗮𝗻𝗱𝗯𝘆 𝗮𝗻𝗱 𝗿𝗲𝗮𝗱𝘆 𝘁𝗼 𝗮𝗰𝘁 𝗶𝗳 𝗻𝗲𝗲𝗱𝗲𝗱 𝗮𝘁 𝗮𝗻𝘆 𝘁𝗶𝗺𝗲.

𝙒𝙝𝙖𝙩'𝙨 𝙩𝙝𝙚 𝙢𝙤𝙨𝙩 𝙪𝙣𝙪𝙨𝙪𝙖𝙡 𝙬𝙖𝙮 𝙮𝙤𝙪'𝙫𝙚 𝙚𝙭𝙥𝙡𝙖𝙞𝙣𝙚𝙙 𝙄𝙣𝙩𝙚𝙧𝙣𝙖𝙡 𝘼𝙪𝙙𝙞𝙩 𝙩𝙤 𝙨𝙤𝙢𝙚𝙤𝙣𝙚?

𝗧𝗵𝗲 𝗛𝗶𝗱𝗱𝗲𝗻 𝗧𝗿𝗮𝗽 𝗼𝗳 "𝗧𝗶𝗺𝗲𝗹𝘆" 𝗔𝘂𝗱𝗶𝘁 𝗥𝗲𝗽𝗼𝗿𝘁𝘀

My friend shared a story recently. Their board mostly measures them on meeting deadlines for audit reports. 

So, you can guess what happens: 𝘀𝗽𝗲𝗲𝗱 𝗯𝗲𝗰𝗼𝗺𝗲𝘀 𝘁𝗵𝗲 𝗺𝗮𝗶𝗻 𝗴𝗼𝗮𝗹.

Now, the Global Internal Audit Standards (Standard 11.2, to be precise) 𝘥𝘰𝘦𝘴 talk about communicating audit results in a timely way. And that's important! 

But focusing 𝗼𝗻𝗹𝘆 𝗼𝗻 speed can actually cause problems. I've seen it firsthand.

Here's why chasing only "𝘁𝗶𝗺𝗲𝗹𝘆" 𝗿𝗲𝗽𝗼𝗿𝘁𝘀 𝗰𝗮𝗻 𝗯𝗲 𝗮 𝗵𝗶𝗱𝗱𝗲𝗻 𝘁𝗿𝗮𝗽:

𝟭. 𝗞𝗣𝗜𝘀 𝗮𝗿𝗲 𝗹𝗶𝗸𝗲 𝘀𝗶𝗴𝗻𝗽𝗼𝘀𝘁𝘀, 𝗻𝗼𝘁 𝘁𝗵𝗲 𝘄𝗵𝗼𝗹𝗲 𝗺𝗮𝗽. A delayed report isn't always bad. Sometimes, it means we found bigger, nastier issues that need more digging. If we just look at the delay without understanding 𝘸𝘩𝘺, we miss the real story. 

𝟮. 𝗜𝘁 𝗰𝗮𝗻 𝘁𝘂𝗿𝗻 𝗶𝗻𝘁𝗼 𝗮 𝘁𝗶𝗰𝗸-𝗯𝗼𝘅 𝗲𝘅𝗲𝗿𝗰𝗶𝘀𝗲. When people are judged solely on hitting deadlines, the focus shifts from deep understanding to simply getting the report out. Auditors might not dig deep enough, miss root causes, and just do a quick, surface-level check. This leaves the organization thinking they're safe when, in reality, big risks are still hiding. 

𝟯. 𝗤𝘂𝗮𝗹𝗶𝘁𝘆 𝗼𝘃𝗲𝗿 𝗾𝘂𝗮𝗻𝘁𝗶𝘁𝘆, 𝗮𝗹𝘄𝗮𝘆𝘀. For me, an internal audit report is a bit like a 𝗽𝗶𝗲𝗰𝗲 𝗼𝗳 𝗮𝗿𝘁. It needs care and attention. I've always told boards and senior management: 𝗶𝘁'𝘀 𝗻𝗼𝘁 𝗮𝗯𝗼𝘂𝘁 𝙝𝙤𝙬 𝙢𝙖𝙣𝙮 𝗿𝗲𝗽𝗼𝗿𝘁𝘀 𝘆𝗼𝘂 𝗴𝗲𝘁, 𝗯𝘂𝘁 𝘁𝗵𝗲 𝙦𝙪𝙖𝙡𝙞𝙩𝙮 𝗮𝗻𝗱 𝙞𝙢𝙥𝙖𝙘𝙩 𝗼𝗳 𝗲𝗮𝗰𝗵 𝗼𝗻𝗲. A few impactful reports are far better than many superficial ones. 

𝗦𝗼, 𝗵𝗼𝘄 𝗱𝗼 𝘆𝗼𝘂 𝗵𝗮𝗻𝗱𝗹𝗲 𝗱𝗲𝗹𝗮𝘆𝘀 𝘄𝗵𝗲𝗻 𝗮𝗻 𝗮𝘂𝗱𝗶𝘁 𝘁𝗮𝗸𝗲𝘀 𝗹𝗼𝗻𝗴𝗲𝗿 𝗯𝘂𝘁 𝘆𝗼𝘂 𝘀𝘁𝗶𝗹𝗹 𝗻𝗲𝗲𝗱 𝘁𝗼 𝘀𝗵𝗼𝘄 𝗽𝗿𝗼𝗴𝗿𝗲𝘀𝘀? Here are a few 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝘁𝗶𝗽𝘀:

𝟭. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗽𝗿𝗲𝗹𝗶𝗺𝗶𝗻𝗮𝗿𝘆 𝗳𝗶𝗻𝗱𝗶𝗻𝗴𝘀. Share what you have so far, clearly stating that more work is ongoing and the final results might change. 

𝟮. 𝗦𝗲𝗽𝗮𝗿𝗮𝘁𝗲 𝗻𝗲𝘄 𝗶𝘀𝘀𝘂𝗲𝘀. If new risks pop up, finish the current report, then launch a 𝘯𝘦𝘸, quick engagement for those fresh issues instead of dragging out the first one. 

𝟯. 𝗕𝗲 𝘁𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝘁 𝗮𝗯𝗼𝘂𝘁 𝗱𝗲𝗹𝗮𝘆𝘀. Explain 𝘸𝘩𝘺 there's a delay and what the potential risk exposure is. 

𝙃𝙤𝙬 𝙙𝙤 𝙮𝙤𝙪 𝙛𝙞𝙣𝙙 𝙩𝙝𝙖𝙩 𝙨𝙬𝙚𝙚𝙩 𝙨𝙥𝙤𝙩 𝙗𝙚𝙩𝙬𝙚𝙚𝙣 𝙙𝙚𝙡𝙞𝙫𝙚𝙧𝙞𝙣𝙜 𝙤𝙣 𝙩𝙞𝙢𝙚 𝙖𝙣𝙙 𝙚𝙣𝙨𝙪𝙧𝙞𝙣𝙜 𝙩𝙤𝙥-𝙣𝙤𝙩𝙘𝙝 𝙦𝙪𝙖𝙡𝙞𝙩𝙮 𝙞𝙣 𝙮𝙤𝙪𝙧 𝙖𝙪𝙙𝙞𝙩 𝙬𝙤𝙧𝙠?

𝗧𝗵𝗲 𝗔𝘂𝗱𝗶𝘁 𝗣𝗮𝗿𝗮𝗱𝗼𝘅: 𝗪𝗵𝗲𝗻 𝗦𝘁𝗮𝗻𝗱𝗮𝗿𝗱𝘀 𝗧𝗮𝗸𝗲 𝗮 𝗖𝗼𝗳𝗳𝗲𝗲 𝗕𝗿𝗲𝗮𝗸

"What criteria do you measure us against?" and "How can you audit without clear, established requirements?"

These are the real-life, frontline questions from Management and Function Managers we encountered during internal audit engagements. 

The Global Internal Audit Standards (2024) Standard 𝟭𝟯.𝟯 (𝗖𝗿𝗶𝘁𝗲𝗿𝗶𝗮 𝗳𝗼𝗿 𝗘𝘃𝗮𝗹𝘂𝗮𝘁𝗶𝗼𝗻) supports having clear criteria set by the board and discussed with management.

However, this is not the reality because even the most mature organisations will not have formal, approved criteria for every process. Trying to maintain this in our fast-changing business environment is unrealistic. 

Additionally, demanding discussion and some form of agreement can lead to issues if management does not concur. 

Another issue with this approach is that it reduces to a compliance and checklist exercise against these criteria. 

So, what are the ways to solve this problem?

𝗧𝗵𝗲 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻: 𝗥𝗶𝘀𝗸 𝗮𝘀 𝗢𝘂𝗿 𝗖𝗿𝗶𝘁𝗲𝗿𝗶𝗮

The way to answer these challenging questions is by adopting a risk-based approach to meet the organisation’s objectives.

𝗪𝗲 𝗶𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝗿𝗶𝘀𝗸𝘀 𝗮𝗻𝗱 𝗮𝘀𝘀𝗲𝘀𝘀 𝘄𝗵𝗲𝘁𝗵𝗲𝗿 𝗰𝗼𝗻𝘁𝗿𝗼𝗹𝘀 𝗮𝗿𝗲 𝘀𝘂𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝘁 𝘁𝗼 𝗲𝗻𝘀𝘂𝗿𝗲 𝘁𝗵𝗲 𝗳𝘂𝗻𝗰𝘁𝗶𝗼𝗻'𝘀 𝗼𝗯𝗷𝗲𝗰𝘁𝗶𝘃𝗲𝘀 𝗮𝗿𝗲 𝗮𝗰𝗵𝗶𝗲𝘃𝗲𝗱. Our role includes identifying risks and opportunities for improvement, rather than following a strict script that quickly becomes obsolete.

By prioritising risk mitigation in our criteria, we shift the conversation from mere compliance to strategic effectiveness, positioning ourselves as business partners.
 
𝙈𝙮 𝙦𝙪𝙚𝙨𝙩𝙞𝙤𝙣 𝙛𝙤𝙧 𝙮𝙤𝙪:

When faced with no criteria for a new topic, such as AI adoption or entering a new market, do you prefer starting with an advisory engagement to assist management in developing criteria first, or jumping straight into an assurance audit using ad hoc criteria?

𝗠𝗼𝘃𝗲 𝗕𝗲𝘆𝗼𝗻𝗱 '𝗞𝗶𝗱𝘀' 𝗦𝗼𝗰𝗰𝗲𝗿' 𝗮𝗻𝗱 𝗣𝗹𝗮𝘆 𝗮𝘀 𝗮 𝗧𝗲𝗮𝗺

In Internal Audit, and while the theory is admirable, the reality can be frustrating.

The Global Internal Audit Standards encourage alignment with other assurance providers (like Compliance or Risk Management), perhaps through an 𝘼𝙨𝙨𝙪𝙧𝙖𝙣𝙘𝙚 𝙈𝙖𝙥.

It also requires essential conditions like clear accountability, roles, and responsibilities (like the 𝙏𝙝𝙧𝙚𝙚 𝙇𝙞𝙣𝙚𝙨 𝙈𝙤𝙙𝙚𝙡). 

This ensures comprehensive coverage and helps avoid gaps or overlaps.

But what do we observe in most organisations? 

🅢🅘🅛🅞🅔🅢. Everyone works diligently, but genuine communication is lacking.

𝑰 𝒆𝒏𝒋𝒐𝒚 𝒕𝒉𝒆 𝒂𝒏𝒂𝒍𝒐𝒈𝒚 𝒐𝒇 𝒂 𝒇𝒐𝒐𝒕𝒃𝒂𝒍𝒍 𝒎𝒂𝒕𝒄𝒉.

That reminds me of school children playing football. As soon as the ball is kicked, every child rushes towards it in a chaotic, confused scramble. The ball hardly advances, and they rarely score. 

That's similar to how many assurance functions operate today.

Now, observe a professional team. The striker stays up front, the midfielders control the flow, the defence maintains the line, and the goalkeeper shields the net. 

Each member has a clear role, they trust one another, and they collaborate to succeed.

𝐖𝐞 𝐧𝐞𝐞𝐝 𝐭𝐨 𝐬𝐭𝐨𝐩 𝐩𝐥𝐚𝐲𝐢𝐧𝐠 '𝐤𝐢𝐝𝐬' 𝐟𝐨𝐨𝐭𝐛𝐚𝐥𝐥' 𝐢𝐧 𝐚𝐬𝐬𝐮𝐫𝐚𝐧𝐜𝐞. 

𝐖𝐞 𝐦𝐮𝐬𝐭 𝐚𝐥𝐢𝐠𝐧, 𝐭𝐫𝐮𝐬𝐭 𝐭𝐡𝐞 𝐫𝐨𝐥𝐞𝐬 (𝐅𝐢𝐫𝐬𝐭 𝐋𝐢𝐧𝐞, 𝐒𝐞𝐜𝐨𝐧𝐝 𝐋𝐢𝐧𝐞, 𝐓𝐡𝐢𝐫𝐝 𝐋𝐢𝐧𝐞), 𝐚𝐧𝐝 𝐛𝐫𝐞𝐚𝐤 𝐝𝐨𝐰𝐧 𝐬𝐢𝐥𝐨𝐞𝐬 𝐭𝐨 𝐛𝐞𝐜𝐨𝐦𝐞 𝐬𝐭𝐫𝐨𝐧𝐠𝐞𝐫 𝐭𝐨𝐠𝐞𝐭𝐡𝐞𝐫.

𝙇𝙚𝙩 𝙢𝙚 𝙠𝙣𝙤𝙬 𝙬𝙝𝙖𝙩 𝙮𝙤𝙪 𝙩𝙝𝙞𝙣𝙠 𝙖𝙗𝙤𝙪𝙩 𝙩𝙝𝙚 𝙖𝙨𝙨𝙪𝙧𝙖𝙣𝙘𝙚 𝙤𝙧 𝙩𝙝𝙚 𝙨𝙞𝙡𝙤 𝙖𝙥𝙥𝙧𝙤𝙖𝙘𝙝?

𝗜𝗻𝘁𝗲𝗿𝗻𝗮𝗹 𝗔𝘂𝗱𝗶𝘁 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗣𝘂𝗿𝗽𝗼𝘀𝗲 𝗼𝗳 𝗩𝗮𝗹𝘂𝗲 𝗔𝘀𝘀𝘂𝗿𝗮𝗻𝗰𝗲

The purpose of internal auditing is described as providing assurance, insight, and foresight.

But behind these words lies a greater mission — to protect, enhance, and sustain organisational value.

I like to call this broader mission 𝗩𝗮𝗹𝘂𝗲 𝗔𝘀𝘀𝘂𝗿𝗮𝗻𝗰𝗲.

It is not only about risks and controls; it is about how every part of the organisation contributes to creating, protecting, and enhancing value.

Ultimately, it is about how internal audit provides independent assurance that this value is being realised and maintained.

The 𝗧𝗵𝗿𝗲𝗲 𝗟𝗶𝗻𝗲𝘀 𝗠𝗼𝗱𝗲𝗹 offers a solid framework for governance. It clearly defines roles, responsibilities, and accountability for effective oversight and value delivery:

• The first line creates value through execution and performance.
• The second line supports and monitors by guiding and challenging.
• The third line – internal audit – provides independent and objective assurance, linking the different parts of the organisation.

Each line plays a vital role, but accountability for value always remains with management and the board.

Internal auditors, by focusing on value rather than solely on compliance, can genuinely elevate their role — f𝗿𝗼𝗺 𝗰𝗼𝗻𝘁𝗿𝗼𝗹 𝗲𝘅𝗽𝗲𝗿𝘁𝘀 𝘁𝗼 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀.

To become more strategic, we must think and speak the language of value, aligning our work with the real purpose of our profession: 𝗩𝗮𝗹𝘂𝗲 𝗔𝘀𝘀𝘂𝗿𝗮𝗻𝗰𝗲.

"𝗜𝗳 𝘆𝗼𝘂 𝘁𝗮𝗹𝗸 𝘁𝗼 𝗮 𝗺𝗮𝗻 𝗶𝗻 𝗮 𝗹𝗮𝗻𝗴𝘂𝗮𝗴𝗲 𝗵𝗲 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝘀, 𝘁𝗵𝗮𝘁 𝗴𝗼𝗲𝘀 𝘁𝗼 𝗵𝗶𝘀 𝗵𝗲𝗮𝗱. 𝗜𝗳 𝘆𝗼𝘂 𝘁𝗮𝗹𝗸 𝘁𝗼 𝗵𝗶𝗺 𝗶𝗻 𝗵𝗶𝘀 𝗹𝗮𝗻𝗴𝘂𝗮𝗴𝗲, 𝘁𝗵𝗮𝘁 𝗴𝗼𝗲𝘀 𝘁𝗼 𝗵𝗶𝘀 𝗵𝗲𝗮𝗿𝘁." -Nelson Mandela

𝙒𝙝𝙖𝙩 𝙡𝙖𝙣𝙜𝙪𝙖𝙜𝙚 𝙖𝙧𝙚 𝙮𝙤𝙪 𝙨𝙥𝙚𝙖𝙠𝙞𝙣𝙜 𝙩𝙤 𝙮𝙤𝙪𝙧 𝙘𝙡𝙞𝙚𝙣𝙩𝙨?

Nicki Allitt

World Economic Forum

The World Economic Forum brings business, political, academia and other leaders together to solve the world's biggest challenges.

Develop and implement a global communications strategy to build and protect the reputation of the Forum. Oversee stakeholder management and communications for the Forum's 10 thematic centres, as well as the social media and website strategy for the Forum.

Lead executive communications and brand positioning to build the organization's reputation. Lead data and analytics for all communications to track performance across all communication channels, including overall reputation, reach and sentiment analysis.

Key Skills: Crisis & Issue Management, Managing Messaging During Rapid Change, Business Change & Transformation, Strategy & New Business Alignment, Social Media / Networking

Head of Strategic Communications | Member of Executive Committee 

ISS A/S

Facility management company with 350,000 employees in 40+ countries and a revenue of $10.8 billion p.a.

As the Chief Communications Officer, established the first Group Communications function, developed and implemented an annual communications strategy, aligned to business and transformation objectives.  Managed issues, crises and brand positioning to protect the corporate reputation. Transformed internal communications to a strategic business partnering function and led the transition from independent country communications teams to a globally aligned function.

Key Achievements:
◼️ Drove business transformation required to deliver the business strategy across the company, resulting in enhanced strategic alignment, increased employee engagement, and restored credibility in the market.
◼️ Led the communications for turnaround and divestment programme in collaboration with M&A, with the target of accumulated net proceeds of DKK2 billion in 2 years before moving into M&A opportunities.
◼️ Restored market credibility through positioning quarterly financial results communication and media activity in collaboration with Investor Relations.
◼️ Delivered a 400% increase in global tier 1 media coverage, moved ISS's reputation from orange to green rating (+70%), and won the European SABRE media award for best CEO on LinkedIn.

Chief Communications Officer

Syngenta

Leading global agribusiness company with 50,000+ employees in 100+ countries with $32 billion+ revenue p.a.

Promoted through 5 Global Head of Comms roles. Collaborated with Executive Committee members to curate and deliver impactful leadership messages, speeches, and quarterly townhalls. Established a globally dispersed team of professional communicators, ensuring consistency and cohesion across matrixed organisations. Led critical communication strategies for multiple large-scale change programmes, fostering cultural, social and behavioural shifts. 

Key Achievements:
◼️ Led the communications and reputation management of Syngenta's $43B acquisition by ChemChina - the biggest-ever foreign takeover by China, as well as the communications management of delisting Syngenta from the New York and Swiss stock exchanges.
◼️ Led the development and mobilisation of a global community engagement framework within Syngenta's manufacturing sites and supply chain to enhance social impact and maintain license to operate.

Global Head of Communications - Group Functions

Led communications for Syngenta Digital, IT, Finance, Legal and HR, as well as the Syngenta Editorial team, and drive the communications digital and channel strategy.  Responsibilities included executive leadership communications for CFO, CIO and other executive committee members, oversaw the development of the global content strategy, employee advocacy, and led the digital transformation for the Communications function. Led large-scale change and transformation programs across a highly matrixed organization. Also, set up a Shared Communications Service Center in India, as well as introduced artificial intelligence (AI) solutions and platforms for the Communications function.

Global Head of Communications - Corporate Functions & Communications Digital Strategy

Led a team of 12 communications business partners across the globe, covering both internal and external communications. The Global Operations division includes Production & Supply, Syngenta Business Services, Operational Excellence, Quality, HSE and Finance.  Responsibilities include strategic planning, leadership communication, change and transformation, community engagement, issue management, thought leadership, LTO, digital communications strategy, global content and channel strategy, measurement, internal communication functional excellence and best practice.

Global Head of Communications - Global Operations

Led a team of 8 communications business partners across the globe responsible for corporate affaris. Responsibilities included:
- Mobilisation of our community engagement framework across our chemical manufacturing and seeds production sites
- Thought leadership in the area of sustainable operations
- LTO and reputation management around HSE and repositioning of the division and its reputation across the organization 
- Leveraging our  Good Growth Plan (sustainable agriculture program) across our sustainable operations framework
- Roll-out of company wide cultural program
- Other areas include:  issues management,  leadership communications,  change and transformation communications, employee engagement, social media, media relations, coaching leaders, brand and agency management.

Global Head of Corporate Affairs - Production & Supply Chain

Led the global communications of a large scale change and transformation program across the division:
- Developed engagement programs that transformed the global supply chain and built the culture, brand and reputation of the division.
- Coached leaders to build their communications engagement capability
- Developed and implemented the key transformation initiatives and interventions that enabled the cultural and behavioral transformation 
- Drove the implementation of programs and processes that helped leaders engage their stakeholder groups and build two-way dialogue
- Engaged employees with Syngenta's purpose, values, brand and provided transparency around business priorities and created understanding of how employees contribute to Syngenta's performance
- Led a team of 3 communications business partners across the globe.

Global Head of Communications - Production & Supply Chain

World LPG Association

Media relations, online and social media, issues management, public affairs, internal communications, channel management.

Director of Global Communications 

Shell

Leadership communications, leader and line manager communications training, executive speech writing, internal communications, online and social media, change and transformation, channel management, issues management.

Global Communications Manager - Group Communications

Internal communications, executive speech writing, issues management, leadership communications, online, change and transformation, channel management, brand and reputation management, agency management experience, event management.

Global Communications Manager - Exploration & Production

Jumeirah Group / Jumeirah Hotels & Resorts

Media relations, PR, advertising, media buy, marketing communications, events management, sponsorship and partnerships, corporate communications, internal communications, external communications, issues and reputation management.

Communications Manager

Seven Network

Sponsorship, publicist, marketing communications, internal communications, media relations, event management, advertising, partnerships.

Communications Manager - Sydney 2000 Olympic Games

Tourism and Events Queensland

Media relations, events, internal communications, community engagement, speech writing, issues management, campaign management, online.

Communications Coordinator

An accomplished Chief Communications Officer and Non-Executive Director with extensive experience across 6 countries and diverse industries. I have successfully managed reputational and issues management, governance, strategic oversight, leadership and transformation across Executive, Non-Executive, and Advisory roles. My expertise lies in shaping corporate strategy and guiding organisations through reputational challenges, crisis situations, and complex transformations such as M&A, turnarounds, and divestments. With a strong focus on ESG, stakeholder dynamics & engagement across government, media, investors, and NGOs, I help businesses navigate change and drive sustainable growth. As an Advisory Board member, I guide SMEs through funding rounds, provide investor insights & connections, and bring fresh perspectives to decision-making, ensuring resilience and impact.

My many strengths include forging strong connections with partners, corporations, NGOs, and educational institutions to collaboratively tackle shared issues. I also have experience in financial results disclosure and communication across international stock markets.

I am a skilled leader and matrix-manager with experience in developing international teams of up to 85 FTE via strategies that add value and overcome challenges.

My success include, as Chief Communications Officer for ISS Facility Services, I drove the business transformation required to deliver business strategy across the company, resulting in enhanced strategic alignment, increased employee engagement and restoring credibility in the market. As Global Head of Communications, Corporate Functions, I was part of the team who led the communications and reputation management of Syngenta's $43B acquisition by ChemChina, the biggest-ever foreign takeover in China.

I am an experienced executive, expert advisor and committed NED. I utilise my knowledge and many attributes to provide exceptional service to my employers, clients and advisory partners, consistently delivering first class results and adding value, directly or through leading high-performing teams.

My key skills: Crisis & Issue Management ✔️ Managing Projects During Rapid Change ✔️ Business Change & Transformation ✔️ Strategy & New Business Alignment ✔️ Media Relations / Networking ✔️ ESG ✔️ Digital Communication ✔️ Corporate Reputation & Brand Management ✔️ Diversity & Inclusion ✔️ Strategic Leadership & Team Development ✔️ Strategic Counsel / Executive Coaching ✔️ Financial Results Disclosure / Communication✔️ Developing / Implementing Strategy ✔️ Corporate Governance

Vice President, Group Communications

Set up and established the Group Communications function from the ground up with a focus across 4 areas: Executive Thought Leadership, Global Media and PR, Internal Strategic Business Partnering and Content, Channels and Functional Excellence. Partner with Group CEO and other Executive Group Management members to shape impactful communications for all stakeholders, internally and externally.

Nicki Allitt 

🎥 𝗕𝗲𝗵𝗶𝗻𝗱 𝘁𝗵𝗲 𝘀𝗰𝗲𝗻𝗲𝘀 𝗮𝘁 𝘁𝗵𝗲 𝗪𝗼𝗿𝗹𝗱 𝗘𝗰𝗼𝗻𝗼𝗺𝗶𝗰 𝗙𝗼𝗿𝘂𝗺'𝘀 𝗦𝘁𝘂𝗱𝗶𝗼


Every broadcast from the Studio — whether to our partners or public audiences — is more than just a production. It’s where the World Economic Forum’s mission truly comes to life.

The Studio bridges in-room and online audiences, as well as satellite locations with groups of participants around the world — creating inclusive, well-produced, and engaging dialogues that connect people across the globe. It’s a vital platform for showcasing the Forum’s brand — clearly, consistently, and powerfully — while fostering meaningful two-way engagement.

By creating space for empathy and dialogue, the Studio helps deepen understanding and connection with our brand, bringing the Forum experience closer to everyone who joins us.

A huge thank you to the incredible team whose creativity, dedication, and professionalism make this possible every day. 👏

#WEF #BehindTheScenes #Engagement #Broadcasting

🌍 𝟱𝟬𝟬+ 𝗚𝗹𝗼𝗯𝗮𝗹 𝗟𝗲𝗮𝗱𝗲𝗿𝘀. 𝗢𝗻𝗲 𝗠𝗶𝘀𝘀𝗶𝗼𝗻: 𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗧𝗿𝘂𝘀𝘁 𝗶𝗻 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆.

Kicking off today in Dubai, the World Economic Forum’s 𝗔𝗻𝗻𝘂𝗮𝗹 𝗠𝗲𝗲𝘁𝗶𝗻𝗴 𝗼𝗳 𝘁𝗵𝗲 𝗚𝗹𝗼𝗯𝗮𝗹 𝗙𝘂𝘁𝘂𝗿𝗲 𝗖𝗼𝘂𝗻𝗰𝗶𝗹𝘀 𝗮𝗻𝗱 𝗖𝘆𝗯𝗲𝗿𝘀𝗲𝗰𝘂𝗿𝗶𝘁𝘆 𝟮𝟬𝟮𝟱 bring together more than 500 global experts from business, government, civil society, academia, and media — including 150 of the world’s foremost cybersecurity leaders.

As the world changes faster than ever, every breakthrough brings new complexity. Amid major geo-economic and geopolitical shifts — and rapid advances in AI and other frontier technologies — the need for agile, collaborative, and cross-disciplinary thinking has never been greater.

Together, we’re exploring how to advance cybersecurity, resilience, and 𝘁𝗿𝘂𝘀𝘁 𝗶𝗻 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗮𝗰𝗿𝗼𝘀𝘀 𝗮𝗹𝗹 𝘀𝗲𝗰𝘁𝗼𝗿𝘀 — because building a safer digital future isn’t just a challenge, it’s a shared responsibility.

👉 Find out more and tune into live sessions: https://lnkd.in/ddyksKSj

#AMGFCC25 #Cybersecurity2025 #WEF

🌍 𝗣𝗲𝗼𝗽𝗹𝗲. 𝗣𝗹𝗮𝗻𝗲𝘁. 𝗣𝗿𝗼𝗴𝗿𝗲𝘀𝘀. 🌍

The World Economic Forum has launched People. Planet. Progress. — an integrated communications campaign running from now until the end of November, showcasing how 𝘀𝗰𝗶𝗲𝗻𝗰𝗲, 𝗽𝗼𝗹𝗶𝗰𝘆 𝗮𝗻𝗱 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝘀𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀 can drive real progress toward a more sustainable and equitable future.

People. Planet. Progress. highlights the Forum’s unique 𝗺𝘂𝗹𝘁𝗶-𝘀𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 to advancing 𝗰𝗹𝗶𝗺𝗮𝘁𝗲 𝗮𝗻𝗱 𝗻𝗮𝘁𝘂𝗿𝗲 𝗮𝗰𝘁𝗶𝗼𝗻 — unlocking pathways for economic, societal, and planetary prosperity.

Spanning content and initiatives from across 𝘀𝗶𝘅 𝗙𝗼𝗿𝘂𝗺 𝗖𝗲𝗻𝘁𝗿𝗲𝘀, the campaign demonstrates the power of collaboration and innovation in addressing our most pressing global challenges.

A huge thank you to everyone across the Global Communications Group, the Centre for Nature and Climate, and all Forum teams whose creativity, partnership and dedication have brought this campaign to life.

Together, we are turning ideas into action — for 𝗽𝗲𝗼𝗽𝗹𝗲, for the 𝗽𝗹𝗮𝗻𝗲𝘁, and for shared 𝗽𝗿𝗼𝗴𝗿𝗲𝘀𝘀. 💡🌿

👉 Find out more here: https://lnkd.in/dZJ4UMP2

https://lnkd.in/dx4JHCc7

#PeoplePlanetProgress #GreenGrowth #ClimateResilience #NaturePositive #WEF

🧭 𝗔 𝗳𝗮𝗿𝗺𝗲𝗿, 𝗮 𝗻𝘂𝗿𝘀𝗲, 𝗮𝗻𝗱 𝗮 𝗹𝗼𝗴𝗶𝘀𝘁𝗶𝗰𝘀 𝗺𝗮𝗻𝗮𝗴𝗲𝗿 𝘄𝗮𝗹𝗸 𝗶𝗻𝘁𝗼 𝘁𝗵𝗲 𝗳𝘂𝘁𝘂𝗿𝗲.
They may not work in the same place — or even the same country — but they share one thing: technology is changing what they do and how they do it.

The World Economic Forum’s new report, 𝗝𝗼𝗯𝘀 𝗼𝗳 𝗧𝗼𝗺𝗼𝗿𝗿𝗼𝘄: 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗙𝘂𝘁𝘂𝗿𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗪𝗼𝗿𝗹𝗱’𝘀 𝗟𝗮𝗿𝗴𝗲𝘀𝘁 𝗪𝗼𝗿𝗸𝗳𝗼𝗿𝗰𝗲𝘀, explores how AI, robotics, energy and network technologies are transforming the work of 𝟴𝟬% 𝗼𝗳 𝘁𝗵𝗲 𝘄𝗼𝗿𝗹𝗱’𝘀 𝘄𝗼𝗿𝗸𝗲𝗿𝘀 𝗮𝗰𝗿𝗼𝘀𝘀 𝘀𝗲𝘃𝗲𝗻 𝗸𝗲𝘆 𝘀𝗲𝗰𝘁𝗼𝗿𝘀 — from agriculture and construction to healthcare and business services.

The findings show that these advances bring both 𝗻𝗲𝘄 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝗶𝗲𝘀 𝗳𝗼𝗿 𝗽𝗿𝗼𝗱𝘂𝗰𝘁𝗶𝘃𝗶𝘁𝘆 𝗮𝗻𝗱 𝗶𝗻𝗰𝗹𝘂𝘀𝗶𝗼𝗻 and 𝘀𝗶𝗴𝗻𝗶𝗳𝗶𝗰𝗮𝗻𝘁 𝗿𝗶𝘀𝗸𝘀 𝗼𝗳 𝗱𝗶𝘀𝗿𝘂𝗽𝘁𝗶𝗼𝗻. The future of work will depend on how governments, employers and technology leaders prepare people and systems for this shift.

It’s a call to action — to shape a future where technology empowers people, rather than replaces them. This is a pivotal moment to shape a future of work that works for everyone.

🔗 Read the report: https://lnkd.in/dZfdfVHk

#JobsOfTomorrow #Technology #WEF

𝗪𝗵𝗮𝘁 𝗶𝗳 𝗰𝗹𝗶𝗺𝗮𝘁𝗲 𝗿𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 𝘄𝗮𝘀𝗻’𝘁 𝗮 𝗰𝗼𝘀𝘁 — 𝗯𝘂𝘁 𝗮 𝗰𝗮𝘁𝗮𝗹𝘆𝘀𝘁 𝗳𝗼𝗿 𝗴𝗿𝗼𝘄𝘁𝗵?

As the world looks ahead to 𝗖𝗢𝗣𝟯𝟬 𝗶𝗻 𝗕𝗲𝗹𝗲𝗺, 𝗕𝗿𝗮𝘇𝗶𝗹 (𝟭𝟬–𝟮𝟭 𝗡𝗼𝘃𝗲𝗺𝗯𝗲𝗿), one thing is becoming clear: 𝗮 𝗻𝗲𝘄 𝗺𝗶𝗻𝗱𝘀𝗲𝘁 𝗶𝘀 𝘁𝗮𝗸𝗶𝗻𝗴 𝗵𝗼𝗹𝗱.

For decades, climate action was framed as a trade-off — between protecting the planet and pursuing prosperity. But that narrative is shifting.

Today, we’re seeing how 𝗰𝗹𝗶𝗺𝗮𝘁𝗲 𝗮𝗱𝗮𝗽𝘁𝗮𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗿𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 𝗰𝗮𝗻 𝗯𝗼𝗼𝘀𝘁 𝗴𝗿𝗼𝘄𝘁𝗵, 𝗱𝗿𝗶𝘃𝗲 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻, 𝗮𝗻𝗱 𝘀𝘁𝗿𝗲𝗻𝗴𝘁𝗵𝗲𝗻 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝘁𝗶𝗲𝘀.

✅Businesses are discovering that sustainable models are also more competitive.
✅Governments are recognizing that resilience investments pay back through stability and jobs.
✅Emerging technologies are making climate solutions faster, cheaper, and more scalable than ever before.

The climate crisis demands not just new policies, but a 𝗳𝘂𝗻𝗱𝗮𝗺𝗲𝗻𝘁𝗮𝗹 𝘀𝗵𝗶𝗳𝘁 𝗶𝗻 𝗵𝗼𝘄 𝘄𝗲 𝘁𝗵𝗶𝗻𝗸 𝗮𝗯𝗼𝘂𝘁 𝗽𝗿𝗼𝗴𝗿𝗲𝘀𝘀.

COP30 offers a moment to accelerate that shift — from cost to opportunity, from response to renewal.

Read more on how new mindsets and solutions are changing climate and nature action:
🔗 https://shorturl.at/lY5yD

#PeoplePlanetProgress #COP30 #WEF

🌳𝗪𝗵𝗲𝗻 𝗻𝗮𝘁𝘂𝗿𝗲 𝘀𝗲𝗻𝗱𝘀 𝗮 𝘄𝗮𝗿𝗻𝗶𝗻𝗴, 𝘀𝗰𝗶𝗲𝗻𝗰𝗲 𝗿𝗲𝘀𝗽𝗼𝗻𝗱𝘀. 🔬

From droughts to rising seas, the signals are impossible to ignore. Yet innovation is quietly rewriting the narrative — turning climate urgency into climate action.

A new World Economic Forum report, “𝟭𝟬 𝗘𝗺𝗲𝗿𝗴𝗶𝗻𝗴 𝗧𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗦𝗼𝗹𝘂𝘁𝗶𝗼𝗻𝘀 𝗳𝗼𝗿 𝗣𝗹𝗮𝗻𝗲𝘁𝗮𝗿𝘆 𝗛𝗲𝗮𝗹𝘁𝗵,” developed with Frontiers, spotlights breakthroughs with real potential: 

✅Imagine concrete that locks away carbon instead of emitting it.
✅Cars that don’t just consume energy, but feed it back into the grid.
✅Desalination systems that bring sustainable water to arid regions.

These technologies can help stabilize the systems our planet depends on — 𝗳𝗼𝗼𝗱, 𝘄𝗮𝘁𝗲𝗿, 𝗲𝗻𝗲𝗿𝗴𝘆 𝗮𝗻𝗱 𝗺𝗮𝘁𝗲𝗿𝗶𝗮𝗹𝘀 — if we act now to scale them.

2024 was the first full year above 1.5°C. The world is on track for 3°C. The window for action is narrow, but leadership can widen it.

🔗 Read the report: 10 Emerging Technology Solutions for Planetary Health https://lnkd.in/diYVyWeP 

#AMGFCC25 #PeoplePlanetProgress

💻𝗡𝗼𝘁 𝗹𝗼𝗻𝗴 𝗮𝗴𝗼, 𝗰𝘆𝗯𝗲𝗿𝘀𝗲𝗰𝘂𝗿𝗶𝘁𝘆 𝗺𝗲𝗮𝗻𝘁 𝗸𝗲𝗲𝗽𝗶𝗻𝗴 𝗵𝗮𝗰𝗸𝗲𝗿𝘀 𝗼𝘂𝘁.
Today, it means keeping up with machines that learn faster than we do.

This week, hundreds of global experts have gathered in 𝗗𝘂𝗯𝗮𝗶 for the World Economic Forum's 𝗔𝗻𝗻𝘂𝗮𝗹 𝗠𝗲𝗲𝘁𝗶𝗻𝗴𝘀 𝗼𝗳 𝘁𝗵𝗲 𝗚𝗹𝗼𝗯𝗮𝗹 𝗙𝘂𝘁𝘂𝗿𝗲 𝗖𝗼𝘂𝗻𝗰𝗶𝗹𝘀 𝗮𝗻𝗱 𝗖𝘆𝗯𝗲𝗿𝘀𝗲𝗰𝘂𝗿𝗶𝘁𝘆 𝟮𝟬𝟮𝟱 — a reminder that our digital future depends on how wisely we navigate the promises and perils of emerging technology.

In a public session, UAE Head of Cybersecurity, Mohamed Al Kuwaiti, described how artificial intelligence is transforming the very nature of cyber threats — and the tools we use to defend against them.

It’s a powerful example of how 𝗔𝗜’𝘀 𝗱𝘂𝗮𝗹 𝗻𝗮𝘁𝘂𝗿𝗲 continues to challenge and inspire us:

 • It can make our systems smarter, faster and more resilient.
 • But it can also make our vulnerabilities more sophisticated — and harder to predict.

As leaders, how do we ensure that progress in AI doesn’t outpace our ability to protect what matters most?

👉 Read more here: https://lnkd.in/di42XS6t

#Cybersecurity #AMGFCC25 #DigitalTrust #WEF

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The Battle

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