Tom Teixeira
Partner
Tom has 23+ years of experience advising senior executives and decision makers in reducing their Total Cost of Risk (TCOR).
Areas of Focus
Education
University: University College London
MSc Systems Engineering
University: Cardiff University
BEng Mechanical Engineering and Energy Studies
Past Experience
Alvarez & Marsal
Practice Leader/ Managing Director
Willis Towers Watson
Practice Leader / Managing Director
Tom is a Partner based in our London office with the responsibility of enhancing and building the Risk practice’s service offering . He brings 20+ years risk management experience both in senior consulting and operational roles. His key areas of expertise include:
- Risk based strategic planning and forecasting,
- Risk analysis and quantification,
- Total Cost of Risk (TCOR) reduction strategies including insurance and captive management,
- Governance, risk and compliance technology platforms
Prior to joining ADL, Tom held senior positions in the professional services and insurance sectors including EMEA risk advisory partnerships at Alvarez & Marsal LLP and Willis Towers Watson where he supported FTSE250 and Fortune 500 companies improve their approach to risk management and drive business performance. Earlier in his career he held the role of Head of Risk Management at Roll-Royce plc, the technology company, where he was the recipient of the 2007 European Strategic Risk Discretionary Award for Excellence in Risk Management.
He was a key author of AIRMIC’s 2017 Risk Appetite guide, Jan 2017 report: Ensuring Corporate Viability in an Uncertain World – providing a focus on the Viability Statement, the Institute of Directors’ 2012 publication: “Business Risk, A Practical Guide For Board Members”, and contributes regularly to the Wall Street Journal, Financial Times and Commercial Risks Europe.
Other activities and affiliations include:
- Visiting lecturer at Cardiff University on risk management methodologies
- Member of British Standards Institute (BSI) committees for Risk Management and Governance
In his spare time, Tom is a keen cyclist, golfer and skier, and supports the arts, in particular opera.
Total cost of risk
There is an intrinsic need for strong risk management as a part of good overall corporate governance — a business has a duty to protect its workers, community, customers, and shareholders. As we show in this Viewpoint, the TCOR (total cost of risk) methodology recognizes this imperative while also establishing a business case for risk management based on the principle that spending money to reduce risk exposure can pay dividends in reduced costs.
DO YOU KNOW YOUR RISK APPETITE?
Today’s business environment is evolving at a fast pace, driven by rapidly emerging technologies, geopolitical upheaval, and other unpredictable events, making it increasingly difficult for leaders to navigate risks effectively. Organizations need to make risk-related decisions within a clearly defined risk appetite that is well understood across both strategic and operational levels.
Reinvigorating enterprise risk management
Enterprise risk management (ERM) has been regarded for three decades as a vital practice for navigating the broad spectrum of risk faced by an organization and ensuring the right balance is achieved between risk mitigation, transfer, and retention. Most transport and mobility companies have captured a register of enterprise risks, but few successfully embed and integrate ERM into their ways of working in a way that delivers real and sustained value.
Is AI still dumb as a rock?
While ChatGPT’s rapid rise has fascinated the world, it is in reality just the tip of a gigantic iceberg. We have entered a transformative era of artificial intelligence (AI) in which no sector will remain intact, and the speed at which this revolution is unfolding is dizzying. In this Viewpoint, we address some crucial questions about generative AIs.
ESG: Last call to take effective action
The cyber battlefield
Cyberattackers are increasingly dominating the cyber battlefield against cyber defenders. Novel multi-extortion techniques, ransomware as a service (RaaS), and unprecedented supply chain attacks have almost erased barriers to entry for hackers and expanded the cyber spoils “pie.” Cyber defenders struggle to keep up with their opponents’ advances. Cybersecurity is on board agendas but is often seen as a “hygiene” measure that is part of the IT budget.
Toward sustainable, efficient & resilient mobility systems
Most transportation systems and companies have defined elements of their sustainability strategy and launched initiatives related to improving efficiency and strengthening resilience. However, we believe these concepts — sustainability, efficiency, and resilience (SER) — should be considered not in isolation but with a holistic and integrated view.
AVOIDING SURPRISES – A CASE FOR NEXT-GENERATION RISK ASSURANCE
A more proactive approach is to systematically consider how assurance arrangements can be upgraded to minimize the chance of such events materializing. In recent years, the Three Lines Model from the Institute of Internal Auditors (IIA) has evolved to become a potentially valuable, overarching guide for assurance and governance, although many organizations struggle to practically integrate its key principles into their business operations and decision-making processes.One challenge is balancing the extent of separation and collaboration between the three lines.
Sustainability in the supply chain: The risks and the rewards
Supply chain sustainability risk management
Risk: Strengthening business resilience after COVID-19
Despite that they had invested in comprehensive crisis management planning, the spread of COVID-19 found many companies ill-prepared, even though it was a known risk with extreme consequences and a reasonable likelihood of occurring. Looking at the evidence, the authors consider the underlying causes of this poor preparedness and set out the key elements of a new business resilience approach suitable for the post- COVID-19 world.
Next-generation business resilience management
Responses from large companies to the COVID-19 crisis have brought into sharp focus serious shortcomings in current risk and business continuity management approaches, such as lack of suitable data and intelligence, inadequate appreciation of risk velocity, and not enough agility to adapt to rapidly changing situations. Well before the crisis, Arthur D. Little (ADL) pioneered and deployed a new business resilience management approach with, at its core, an innovative predictive analytics tool powered by machine-learning technology to address these shortcomings.
Managing clinical trials during COVID-19 and beyond
One of the many consequences of the COVID-19 crisis has been difficulty in continuing to enroll and run clinical trials, which typically involve large numbers of people interacting in multiple geographies. Arthur D. Little (ADL) has pioneered and deployed a new, risk-based predictive analytical approach, powered by machine-learning technology. It enables pharma companies to make much better predictions and forecasts to support decision-making around key issues, such as adapting patient targets to favor less affected and recovering geographies, program extensions, and new trials.
Leading businesses through the COVID-19 crisis
Leading businesses through the COVID-19 crisis
First learnings from Asia and Italy
Cyber-threat: Is your business prepared?
Despite the emphasis on and investment in cyber-security, traditional approaches, which tend to focus on either technology or risk, are failing to protect businesses and their customers. We explore the benefits of adopting a new, unified approach that brings together technology and risk management processes. It enables organizations to better protect themselves against cyber-threats, thus safeguarding their businesses, data and revenues.
From risk to resilience: Digital defense
There is no doubt that while the world is enjoying the benefits of the fourth industrial revolution, the risks to businesses from cyber-threats are increasing in both sophistication and frequency. What can business leaders do to strengthen their resilience to cyber-threats? Leaders must firstly recognize that the risks in the digital space present as real a threat to the success of the business as the more familiar risks in the physical world do.
Cyber-threat: Is your business prepared for an attack?
Despite the emphasis on and investment in cyber-security, traditional approaches, which tend to focus on either technology or risk, are failing to protect businesses and their customers. This article explains the benefits of adopting a new, unified approach that brings together technology and risk management processes. It enables organizations to better protect themselves against cyber-threats, thus safeguarding their businesses, data and revenues.
Key risk indicators as a value driver
“The increasingly complex, interconnected and global nature of the risks we face demands greater understanding and ‘air time’ at board level and regular, in-depth discussion with relevant market-facing executive teams.”
Sir Peter Gershon, Chairman, National Grid PLC and Tate & Lyle PLC
Tom is a Partner based in our London office with the responsibility of enhancing and building the Risk practice’s service offering . He brings 20+ years risk management experience both in senior consulting and operational roles. His key areas of expertise include:
- Risk based strategic planning and forecasting,
- Risk analysis and quantification,
- Total Cost of Risk (TCOR) reduction strategies including insurance and captive management,
- Governance, risk and compliance technology platforms
Prior to joining ADL, Tom held senior positions in the professional services and insurance sectors including EMEA risk advisory partnerships at Alvarez & Marsal LLP and Willis Towers Watson where he supported FTSE250 and Fortune 500 companies improve their approach to risk management and drive business performance. Earlier in his career he held the role of Head of Risk Management at Roll-Royce plc, the technology company, where he was the recipient of the 2007 European Strategic Risk Discretionary Award for Excellence in Risk Management.
He was a key author of AIRMIC’s 2017 Risk Appetite guide, Jan 2017 report: Ensuring Corporate Viability in an Uncertain World – providing a focus on the Viability Statement, the Institute of Directors’ 2012 publication: “Business Risk, A Practical Guide For Board Members”, and contributes regularly to the Wall Street Journal, Financial Times and Commercial Risks Europe.
Other activities and affiliations include:
- Visiting lecturer at Cardiff University on risk management methodologies
- Member of British Standards Institute (BSI) committees for Risk Management and Governance
In his spare time, Tom is a keen cyclist, golfer and skier, and supports the arts, in particular opera.
Total cost of risk
There is an intrinsic need for strong risk management as a part of good overall corporate governance — a business has a duty to protect its workers, community, customers, and shareholders. As we show in this Viewpoint, the TCOR (total cost of risk) methodology recognizes this imperative while also establishing a business case for risk management based on the principle that spending money to reduce risk exposure can pay dividends in reduced costs.
DO YOU KNOW YOUR RISK APPETITE?
Today’s business environment is evolving at a fast pace, driven by rapidly emerging technologies, geopolitical upheaval, and other unpredictable events, making it increasingly difficult for leaders to navigate risks effectively. Organizations need to make risk-related decisions within a clearly defined risk appetite that is well understood across both strategic and operational levels.
Reinvigorating enterprise risk management
Enterprise risk management (ERM) has been regarded for three decades as a vital practice for navigating the broad spectrum of risk faced by an organization and ensuring the right balance is achieved between risk mitigation, transfer, and retention. Most transport and mobility companies have captured a register of enterprise risks, but few successfully embed and integrate ERM into their ways of working in a way that delivers real and sustained value.
Is AI still dumb as a rock?
While ChatGPT’s rapid rise has fascinated the world, it is in reality just the tip of a gigantic iceberg. We have entered a transformative era of artificial intelligence (AI) in which no sector will remain intact, and the speed at which this revolution is unfolding is dizzying. In this Viewpoint, we address some crucial questions about generative AIs.
ESG: Last call to take effective action
The cyber battlefield
Cyberattackers are increasingly dominating the cyber battlefield against cyber defenders. Novel multi-extortion techniques, ransomware as a service (RaaS), and unprecedented supply chain attacks have almost erased barriers to entry for hackers and expanded the cyber spoils “pie.” Cyber defenders struggle to keep up with their opponents’ advances. Cybersecurity is on board agendas but is often seen as a “hygiene” measure that is part of the IT budget.
Toward sustainable, efficient & resilient mobility systems
Most transportation systems and companies have defined elements of their sustainability strategy and launched initiatives related to improving efficiency and strengthening resilience. However, we believe these concepts — sustainability, efficiency, and resilience (SER) — should be considered not in isolation but with a holistic and integrated view.
AVOIDING SURPRISES – A CASE FOR NEXT-GENERATION RISK ASSURANCE
A more proactive approach is to systematically consider how assurance arrangements can be upgraded to minimize the chance of such events materializing. In recent years, the Three Lines Model from the Institute of Internal Auditors (IIA) has evolved to become a potentially valuable, overarching guide for assurance and governance, although many organizations struggle to practically integrate its key principles into their business operations and decision-making processes.One challenge is balancing the extent of separation and collaboration between the three lines.
Sustainability in the supply chain: The risks and the rewards
Supply chain sustainability risk management
Risk: Strengthening business resilience after COVID-19
Despite that they had invested in comprehensive crisis management planning, the spread of COVID-19 found many companies ill-prepared, even though it was a known risk with extreme consequences and a reasonable likelihood of occurring. Looking at the evidence, the authors consider the underlying causes of this poor preparedness and set out the key elements of a new business resilience approach suitable for the post- COVID-19 world.
Next-generation business resilience management
Responses from large companies to the COVID-19 crisis have brought into sharp focus serious shortcomings in current risk and business continuity management approaches, such as lack of suitable data and intelligence, inadequate appreciation of risk velocity, and not enough agility to adapt to rapidly changing situations. Well before the crisis, Arthur D. Little (ADL) pioneered and deployed a new business resilience management approach with, at its core, an innovative predictive analytics tool powered by machine-learning technology to address these shortcomings.
Managing clinical trials during COVID-19 and beyond
One of the many consequences of the COVID-19 crisis has been difficulty in continuing to enroll and run clinical trials, which typically involve large numbers of people interacting in multiple geographies. Arthur D. Little (ADL) has pioneered and deployed a new, risk-based predictive analytical approach, powered by machine-learning technology. It enables pharma companies to make much better predictions and forecasts to support decision-making around key issues, such as adapting patient targets to favor less affected and recovering geographies, program extensions, and new trials.
Leading businesses through the COVID-19 crisis
Leading businesses through the COVID-19 crisis
First learnings from Asia and Italy
Cyber-threat: Is your business prepared?
Despite the emphasis on and investment in cyber-security, traditional approaches, which tend to focus on either technology or risk, are failing to protect businesses and their customers. We explore the benefits of adopting a new, unified approach that brings together technology and risk management processes. It enables organizations to better protect themselves against cyber-threats, thus safeguarding their businesses, data and revenues.
From risk to resilience: Digital defense
There is no doubt that while the world is enjoying the benefits of the fourth industrial revolution, the risks to businesses from cyber-threats are increasing in both sophistication and frequency. What can business leaders do to strengthen their resilience to cyber-threats? Leaders must firstly recognize that the risks in the digital space present as real a threat to the success of the business as the more familiar risks in the physical world do.
Cyber-threat: Is your business prepared for an attack?
Despite the emphasis on and investment in cyber-security, traditional approaches, which tend to focus on either technology or risk, are failing to protect businesses and their customers. This article explains the benefits of adopting a new, unified approach that brings together technology and risk management processes. It enables organizations to better protect themselves against cyber-threats, thus safeguarding their businesses, data and revenues.
Key risk indicators as a value driver
“The increasingly complex, interconnected and global nature of the risks we face demands greater understanding and ‘air time’ at board level and regular, in-depth discussion with relevant market-facing executive teams.”
Sir Peter Gershon, Chairman, National Grid PLC and Tate & Lyle PLC
More About Tom
- University: University College LondonMSc Systems Engineering
- University: Cardiff UniversityBEng Mechanical Engineering and Energy Studies
- Alvarez & MarsalPractice Leader/ Managing Director
- Willis Towers WatsonPractice Leader / Managing Director