“In a world that’s changing really quickly, the only strategy that is guaranteed to fail is not taking risks.” — Mark Zuckerburg
Stephen John Tunstall – MSc (Project Management), BSc, MBCI, MRICS, MIRM, MACostE, MAPM, General Secretary of PARIMA.
A risk, insurance and resilience expert with over thirty years experience (15 years P&L responsibility) in owning, managing and advising companies to adapt and change. Held the post of Managing Director or equivalent in five companies in four countries. With experience in over 100 countries globally brings a broad based approach to dumping the risks and seizing the opportunities – fast.
Steve’s previous corporate positions included:
Head of Risk and Insurance for Genting Singapore
Led risk and insurance management functions and advised extensively on resilience. Genting Singapore is a leisure and gaming company that owns and operates Singapore’s biggest Integrated Resort, a 49-hectare development called Resorts World Sentosa. Located on Singapore’s holiday island of Sentosa the destination includes Universal Studios Singapore, six hotels, Resorts World Casino, a maritime museum and the largest aquarium in the world. Reporting to both Board and Audit Committee.
Head of Risk, Insurance, Legal and Compliance, Cathay Pacific Airways, Hong Kong.
Delivering on complex insurance, change management, risk and strategy project improvements at the world’s most valuable airline brand and the world’s largest cargo carrier. Design and implementation of governance cost saving initiatives. Act as ‘Non-Practicing Managing Partner’ running the internal legal and compliance department and managing down external legal spend programmes. Extensive advisory support to Swire Pacific (Properties, Hotels, Beverages, Offshore, Trading etc) with roll out of full enterprise risk management programme from scratch over two year period. Reporting to Audit Committee & Board Safety Committee.
Managing Director, Jardine Schindler Lifts Singapore
One of a number of key positions for Jardine Matheson Group as an employee and consultant. Tasked to turnaround Singapore unit from major loss maker (around 20%) to profitability (around 7%). Managed the merger of two Singapore company units into a single entity with minimal disruption. Headcount reduction from 467 to 362. Reporting to regional CEO and parent company shareholders.