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

Tabby

Serving both Tabby.ai U.A.E subsidiaries as Audit Committee Chair

Audit Committee Chair - Tabby L.L.C - FZ & Audit Committee Chair - Tabby Payments L.L.C - FZ

Fakeeh Care Group

•	Strategic Leadership: Spearhead board directives, influencing key organizational outcomes through strategic governance and leadership. Drive comprehensive strategic planning efforts, enhancing organizational performance and stakeholder value.
•	Audit and Risk Management Oversight: Lead the Audit and Risk Committee, ensuring rigorous compliance with financial reporting standards, internal controls, and risk management frameworks. Proactively identify financial and operational risks, developing and implementing robust mitigation strategies.
•	Financial Governance: Champion financial integrity and transparency across the organization. Guide critical assessments of financial reports and processes, optimizing the year-end close process and financial accuracy.
•	Regulatory Compliance and Ethics: Initiate and lead enhancements in corporate governance and ethical practices, ensuring alignment with industry standards and regulatory requirements. Strengthen frameworks for compliance and ethical business conduct.
•	Stakeholder Engagement and Communication: Facilitate effective communication channels among board members, management, and external auditors, ensuring alignment and transparency in executive decisions and financial disclosures.
•	Continuous Organizational Improvement: Implement initiatives aimed at enhancing operational efficiency, particularly in financial and risk management processes, leveraging insights from IPO preparations and budgeting expertise.

Member of the Board of Directors and Chair of the Audit Committee

Torben Hilbertz

Service Offering:
•	Interim Executive Management: Serve as an interim executive such as CFO, Head of Controlling, Head of Accounting, Risk Manager or Head of Internal Audit, managing finance and accounting projects across various levels of the organization, including group, division, business unit, or legal entity.
•	Strategic Project Implementation: Lead the implementation and optimization of key financial projects, including Balanced Scorecard, management reporting systems, process mining software, shared service centers, and internal control systems. Focus on enhancing financial strategy, budgeting, forecasting, and overall business process design to improve operating working capital and post-merger financial integration.
•	Leadership in Financial Management and Compliance: Provide expert guidance in managing post-merger integrations, supporting M&A transactions, and leading strategic financial projects. Specialize in finance business process optimization, financial due diligence, and conducting financial audits and reviews.
•	Expertise in Governance and Cross-Cultural Management: Recognized for leadership in governance, compliance, audit, and internal control systems. Offer profound cross-cultural competencies, effectively managing and consulting across diverse regions including DACH, France, Middle East, India, and the US.
Recent Interim Management Project History:
•	Group Chief Audit Executive of an international portfolio of companies in different industries.
•	Risk & Controls Manager, German Medium Sized Subsidiary of a Japanese Multinational
•	Head of Internal Audit, Germany Based Stock listed Family-Owned Group
•	Corporate Governance Consultant, Europe Based Multinational
•	Internal Audit and Business Process Expert, High-Tech Multinational in Asia Pacific

Associate Partner @ FS Partners

Partner & Interim Manager

flyadeal

•	Financial Oversight and Integrity: Ensure the integrity of financial statements and the effectiveness of the financial reporting processes. Oversee comprehensive audits and the implementation of International Financial Reporting Standards (IFRS), safeguarding the accuracy of reported financial results.
•	Regulatory Compliance and Ethical Standards: Monitor compliance with legal, regulatory, and ethical standards, ensuring that the company adheres to both local and international compliance requirements. Oversee the company's systems of disclosure controls and internal controls over financial reporting.
•	Audit and Risk Management: Direct the annual audit plan, Internal Audit budget, and strategic audit initiatives. Supervise the independent auditors' qualifications and independence, along with the performance of the company’s statutory auditor and internal audit functions.
•	Strategic Recruitment and Team Building: Lead the recruitment of the Chief Audit Executive and several key members of the Internal Audit team, reinforcing the organization's audit capabilities.
•	Aviation Industry Expertise: Provide aviation-specific risk assessment and strategic insights, enhancing the board's understanding of industry-specific challenges and opportunities.
•	Active Governance Role: Participate actively in Audit Committee meetings, contributing to major decisions on internal audit, statutory audits, and financial reporting processes.

Board Audit Committee Member

Abu Dhabi Health Services Company- SEHA - شركة أبوظبي للخدمات الصحية - صحة

I managed a department of eleven positions occupied by professionals with six different nationalities. I acted as active advisor to the Management Board regarding the group-wide transformation. The group-wide function is overseeing 13 hospitals, several dozens of clinics and major projects. I developed and delivered reports to the Chairman of the Audit Committee for informed decision-making.

Selected Achievements: 
•	Headed Internal Audit transformation process towards a leading, high performing and technology savvy Internal Audit function that focuses on the bigger picture. 
•	Implemented a state-of-the-art Internal Audit vision, mission and strategy. 
•	Accomplished several process-mining projects and promotion of big data analytics based continuous auditing that paid-off after the first project. 
•	Revised the Audit Risk Universe, Risk Assessment and Audit Plan that integrates corporate culture. 
•	Reduced reporting cycle time by over 80% by spearheading an agile Internal Audit reporting that is stakeholder focused, readable, appealing and concisely written to the point.
•	Lowered consultancy costs by 75% in less than a year by delivering strategic leadership and guidance to staff.

Group Internal Audit Director

Abu Dhabi Airports

I directed a cross-cultural team of nine professionals spread across five different airports and several subsidiaries major capital projects. I coached and developed the team to ensure they are delivering against key business metrics. I provided regular communications to Chairman of the Audit Committee for informed decision-making.

Selected Achievements: 
•	Enhanced performance of Internal Audit during the first year (from 13 to 45 reports). 
•	Implemented a Whistleblowing Mechanism and promotion of a Compliance Culture. 
•	Completed forensic/ fraud investigations in Abu Dhabi and in the UK. 
•	Employed effective Internal Audit performance management measures to improve the effectiveness of risk management, control, and governance processes.
•	Improved processes and contributed to governance framework and risk management of a major construction project. 
•	Identified the need for skills development and delivered effective training and mentoring to multi-cultural teams, aimed at improving overall staff performance and efficiency.
•	Earned Excellence Award as Distinguished Executive Director.

Senior Vice President Internal Audit

Swiss International Air Lines

I led the SWISS Internal Audit team to oversee the SWISS group with its subsidiaries and over 40 outstations. I planned, managed and executed all audit and risk management activities worldwide and delivered reports to the Chairman of the Board of Directors. 

Selected Achievements: 
•	Quadrupled Internal Audit productivity (from 7 to 30 audits). 
•	Increased the quality and quantity of audit reports. One-page executive summaries are perceived as best practice. 
•	Improved the risk management and risk assessment within SWISS. 
•	Enabled process improvements for financial accounting matters and revenue recognition. 
•	Reduced catering inventories (from CHF13M to CHF8M) and improved key logistics and supply chain processes by executing strategic action plans.
•	Defined a process improvement that increased utilization of supplier discounts by CHF700k per year.

Head of Internal Audit, Senior Director 

Oerlikon Textile GmbH & Co. KG

I acted as deputy head of internal audit in a team with six team members based in different locations across Europe and Asia. I recruited two talented and experienced internal auditors to achieve performance goals. I responded to questions and coordinated audit projects teams’ efforts to ensure project success. I managed several worldwide projects from conception to completion within scheduled time and budgetary constraints. 
Selected achievements: 

•	Ad-interim lead of the Saurer Group Internal Audit team (prior to OC Oerlikon takeover). 
•	Expanded operational audit activities to new fields as R&D, M&A reviews, etc. Rolled-out Swiss-SOX (Swiss OR) to several entities in Europe and Northern America.
•	Provided hands-on international auditing and audit supervision with approx. 80% global travelling. 
•	General control reviews of the internal control system (ICS).
•	Project to implement an ICS according to Swiss OR in Europe and in the United Stated.
•	Financial audits (accounting, balancing, budgeting, controlling and treasury).
•	Audits of the purchasing, production, research & development and sales processes as well as human resources and the after-sales area.
•	Audits in the SAP R/3 environment.
•	Definition and implementation of a best-practice internal audit follow-up process.
•	Hands-on international internal auditing work and audit supervision with around 80% global travel.

Deputy Head of Internal Audit

IVG Immobilien AG

I reported to the Director Organisation and Audit. Manage and supervised a team of four professionnels. Coordinated and planned all audit activities with the Director Organisation and Audit. The audit function was outsourced to BDO in late 2006.
•	Preparation of the annual audit plan for approval by the Board of Directors.
•	Audit planning and management of projects in Germany, Belgium and the UK.
•	Significant reduction of audit cycle times and improvement of audit productivity.
•	Notable improvements of SAP R/3 related controls and user access triggered.

Head of Audit

Horváth

Management Consultant in the Competence Centre Controlling. 
•	Successful definition and redesign of a management board reporting for a leading German energy supply group.
•	Supported developing a Controlling Vision for a major insurance company.
•	Successful customer training on value management (investment controlling) and financial analysis.
•	Technical enhancement of the topic "Finance Excellence" with regard to specific approaches to the harmonization of accounting and reporting and further developments in the field of corporate governance.

Managing Consultant

Board Member | Chair of Audit and Committee | Head of Internal Audit | Finance Professional | Interim Manager

I am a seasoned professional in internal audit and risk management, now serving as a Member of the Board of Directors and Chair of the Audit and Risk Committee.

Key Expertise:
- Leadership at the Board Level: I hold a pivotal role as a Member of the Board of Directors, providing strategic governance and oversight to drive the success of the organization.
- Audit and Risk Management and Oversight: As Chair of the Audit and Risk Committee, I focus my attention on initiatives in financial reporting, internal controls, and risk management, ensuring compliance with regulations and contributing to the company's overall governance.
- Global Experience: With 25+ years of experience, I've worked in Germany, Switzerland, the Middle East, France, and various other countries, gaining a comprehensive understanding of international business practices.
- Transformation: As Chief Audit Executive, I transformed several Internal Audit functions of renowned organizations to high performing trusted advisors.
- Financial Expertise: My background includes extensive experience with Big-4 firms, budgeting, corporate finance, controlling, IFRS, and SAP R/3 & S/4HANA.
- Strategic Process Improvement: I specialize in developing and implementing strategic process improvement initiatives, establishing effective strategic plans, and driving positive change in organizational procedures.

Let us Connect:
I am enthusiastic about expanding my professional network and engaging in conversations about governance, risk management, and strategic leadership. If you have any thoughts, comments, or questions about my work or would like to explore opportunities for collaboration, feel free to contact me. Let's connect and share insights on navigating the dynamic landscape of board-level responsibilities!

The Audit Committee Chair’s Survival Toolkit

Every Audit Committee Chair knows the truth
You are not rewarded for what goes right
You are held accountable for what goes wrong.

In our current environment the role is no longer about reading reports and approving agendas
It is about navigating blind spots
Understanding behavior before numbers
And creating a governance culture that survives pressure, crisis, and politics.

Here are the five realities that shape whether an Audit Committee Chair truly thrives:

1. You cannot rely on “green” dashboards
Most failures begin long before KPIs catch them
Behavioral signals always move first

2. Internal Audit is only as strong as the questions you ask
High-performing Chairs create altitude and context
They give Internal Audit permission to challenge uncomfortable truths

3. Culture is the hardest risk to oversee
It sits between the lines
It hides in silence
And it becomes visible only when it is too late unless you know where to look

4. Management assurance is not governance
Comfort is not a control
Clarity is

5. Your greatest asset is independent thinking
The courage to ask the question no one wants to hear
The discipline to stay calm when everyone else reacts
The wisdom to understand that leadership tone is not a slogan
It is behavior under pressure

This is why I created The Audit Committee Chair’s Survival Toolkit
These reflections come from real conversations inside boards of multiple industries.
They are not theory
They are patterns that repeat across sectors whenever pressure, uncertainty, and human behavior collide.

If this resonates with you and you are working on strengthening your Audit Committee’s effectiveness.
I am always open to thoughtful dialogue or exchanging perspectives with peers who care about governance at a deeper level.

Many people spend years trying to become like someone else. But what if the real breakthrough begins the moment, we decide to become our own role model?

I have met extraordinary leaders in my career. I have learned from them, admired them and sometimes even tried to copy parts of their journey. It took me a long time to understand that the most powerful version of myself is not a replica of anyone. It is the version that accepts strengths and imperfections, owns its story and evolves with intention.

Becoming your own role model is not an act of ego. It is an act of responsibility. It means asking yourself every day: What would the person I want to become do right now? It means leading with clarity instead of comparison. It means growing from within instead of chasing the shadows of others.

If we anchor ourselves in this mindset, our decisions become cleaner, our energy becomes calmer, and our impact becomes deeper.

Maybe the most inspiring person you could ever follow is simply the person you are becoming.

#Leadership #Mindset #Growth #Integrity #Inspiration #InternalAudit #Governance #PersonalDevelopment #AuthenticLeadership #Board

🌱 ESG…But Make It Personal.

What if ESG was not just for companies… but for YOU?
When we hear ESG, we think:

Environment • Social • Governance
standards for responsible corporate behavior.

But what if this same logic could guide our personal operating system?

Let us explore… 👇

✅ E = Environment → Your Body & Lifestyle

A company protects its planet.
You protect your body, your first environment.
- What you eat
- How you move
- How you sleep
- What (and who!) you expose yourself to

Your body is your planet.
 Pollute it → you pay.
 Protect it → you thrive.

🤝 S = Social → Your People & Purpose

Companies must treat stakeholders well.
Individuals too.
- Are you building strong human relationships?
- Do you show curiosity, empathy, generosity?
- Do you help others grow?

The health of your inner circle defines your wealth more than any bank account.

Your social capital is your real capital.

🧠 G = Governance → Your Decisions & Discipline

Good companies have governance.
Good people, too.
- Do you set personal rules?
- Do you monitor your biases?
- Do you know your risk appetite?
- Do you live your values… or just post them?

Strong governance means:
You do what is right when no one is watching.

It is the art of living with intention, not default.

🔁 ESG ≠ Corporate Framework. It is a Personal Philosophy.

We wait for governments, boards, and CEOs to fix the world.

But systems transform when individuals transform.

Before demanding ESG from companies…
maybe we need ESG from ourselves:
🌱 Healthy body
 🤝 Healthy relationships
 🧠 Healthy decisions

This is not about perfection.
It is about alignment.
Between what we say, do, and believe.

🤯 Mind-bender

If every human on earth practiced personal ESG,
would corporate ESG still be needed…
or would it become a natural outcome?

✨ Closing Thought

ESG begins with one company:
You, Inc.

How is your personal ESG score today?
And what will you do to improve it tomorrow?

👇
 I would love to hear your thoughts.

#ESG #Leadership #Wellbeing #Growth #Mindset #Governance #CorporateCulture #Sustainability #HumanPotential #BehavioralRisk

We often convince ourselves that organizations fall because systems failed or models were flawed. Yet seasoned board members, executives, and auditors know that most breakdowns are born long before any number shows red. They start with silence in the meeting room, a leader who avoids uncomfortable truth, a clever analyst who edits facts to please, or a team that normalizes misalignment because it seems harmless.

We are surrounded by sophisticated frameworks, but value erosion travels through human behavior. It travels through what teams tolerate, what leaders reward, and what cultures learn to ignore. When we treat this as intangible, we miss the architecture of failure. When we recognize it as governable, we unlock a new dimension of performance, integrity, and strategic strength.

That is why I wrote this piece. Behavioral Risk Appetite is not another cultural label. It is a governance lens that asks the hardest questions of leadership. How much truth avoidance is acceptable? How much control override is shrugged off? How much discomfort are we willing to sit with to prevent drift from becoming damage?

This article explores Behavioral Risk Appetite as a practical architecture. It explains how to define it, measure it, and embed it into boardroom oversight, risk functions, and audit work. It shows how behaviors under pressure reveal risk long before KPIs do, and why governance without behavioral clarity often becomes elegant but brittle.

If you lead, audit, govern, or simply care about how organizations truly succeed, I invite you to read it. The real frontier of risk is not technical. It is human. What we reward, what we tolerate, and what we walk past determines whether frameworks protect value or merely decorate PowerPoints.

I hope you enjoy it as much as I enjoyed writing it.

#Governance #BehavioralRisk #InternalAuditLeadership #BoardEffectiveness #RiskCulture

Behavioral Risk Appetite

🌐 Governing a Family-Owned Group: The Real Test for Modern Boards

Serving on the Board of a family-controlled company is a privilege and a paradox.

When the major shareholders are family members and the Group CEO is a family representative, the role of an independent Board Member becomes more than oversight. It becomes a balancing act of loyalty, integrity, and courage.
And this is exactly where governance becomes real.

As a Board Member, I want to serve the family and honor the legacy, respect the culture and support the vision that built the company.
I want to serve the company and safeguard its long term health, resilience and ability to thrive across generations.
And I want to protect all shareholders and ensure fairness, transparency and accountability for everyone invested in the journey.

The challenge is to speak up when it matters.
 🎯 To challenge assumptions respectfully.
 🎯 To offer guidance even when the message is uncomfortable.
 🎯 To follow my inner compass, especially when silence would be easier.

Because governance is not about ticking boxes.
It is about doing what is right, consistently, and visibly, even when the room gets quiet.

Family businesses can outperform the market when governance is strong.
But they can also drift when affection replaces accountability.

My role is simple.
 ➡️Be loyal and not blind.
 ➡️Be supportive and not passive.
 ➡️Be courageous, always.

Long term prosperity is built not only on strategy but on integrity.
Good governance is the bridge that keeps a family legacy alive for generations.

#Governance #BoardLeadership #FamilyBusiness #Integrity #EthicalLeadership #RiskManagement #CorporateCulture #AuditCommittee #BoardDynamics

Why is the monkey still chasing the banana, and what does that have to do with ESG?

Because the banana was never the point.
The search is.

The monkey keeps looking because nature wired us to chase “more,” more sugar, more safety, more status.
In the corporate world, ESG asks us to pause and challenge this instinct.

E: Environment
The monkey grabs whatever is closest.
We learn to think long-term:
Am I exhausting what surrounds me, or nurturing it?

S: Social
The monkey protects its fruit from others.
We learn relationships unlock far more value than hoarding.

G: Governance
The monkey acts on impulse.
We learn to act with intention, discipline, and conscience.

So, the question is not why the monkey keeps searching.
It is whether we keep behaving like monkeys.

ESG is the evolution:
from instinct → awareness → responsibility.

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The Battle

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

Torben Hilbertz

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The Battle

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

Torben Hilbertz

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