Board level global head of human resources, with 20+ years experience. Recognised for delivering high impact business led people strategies in partnership with leaders across firms. I love working on those tough organisational issues that are complex, multi-faceted and deserve real leadership. Core capabilities: - building and leading highly effective HR functions; - organisational change programmes related to IPO's, M&A, divestment, restructure and transformation; - strategic programme delivery partnering with regulators, politicians and business leaders to complete the task; - delivering a new global HR remit across multiple global business units and EMEA region; - delivering Target Operating Models that maximise value as well as reducing cost base to large banks; - partnering with global functions such as reward, talent, leadership and organisational development; - conceiving, designing, planning and executing complex change projects responding to regulatory changes in the reward framework, including governance and management of Remuneration Committees; - highly commercial and experience in C-suite roles such as COO, CMO, Corporate Affairs and Strategy. Sector experience: Asset Management; Investment Banking; Corporate Banking; Retail banking; Technology; and Media. Graduated with a first class BSc (Hons). A Fellow of the Chartered Institute of Personnel and Development.

Global Head of Organisation Development @ From June 2015 to Present (7 months) United Arab EmiratesChief Marketing Officer - EMEA Region @ Based in London, I am the face of the Global Marketing team in the EMEA region. I am responsible for aligning global functional marketing strategy and plans with the needs of the region, and provide visible and inspirational leadership to the marketing function and senior internal stakeholders across EMEA. Key Responsibilities: Develop and implement a unified marketing vision and strategy for the EMEA region, involving a deep understanding of global functional marketing strategy and the specific requirements of regional business leaders; Develop and maintain strong relationships with other Marketing leads across geographies and channels; with business and sales heads and with the key stakeholders within BlackRock and across the global organization; Provide expert opinion and guidance on regional marketing content; Lead efforts to co-ordinate marketing budget submissions across channels and divisions and align to global strategy and business priorities; Represent the Global CMO in the region with a remit to foster close relationships between the business and marketing in EMEA, whilst increasing the connectivity with the wider global marketing function; Responsibility for the welfare, motivation and direction of a department of over 100 people across the EMEA region. This includes performance, compensation, recruitment, training and career development; Represent EMEA Marketing at the Country Managers forum and EMEA Operating Committee. From March 2014 to February 2015 (1 year) London, United KingdomManaging Director, Global Head of H.R - iShares and Retail Business @ A member of the Global iShares Executive Committee and the Retail Partner Group representing AUM $1.2 trillion and 68% of the firms reviews, I rebuilt the reputation of the HR function within these business groups through inspiring leadership of the team, setting clarity of vision for how we could deliver enhanced growth for the business through talent strategies and hiring great talent into the HR Business Partner team. I led the HR team through the integration of the US Wealth Advisory with the US iShares distribution teams including harmonization of complex compensation plans and the management of the change. During my time I also partnered the business through the acquisition of Credit Suisse’s ETF business and through the team led the project management and on boarding of new employees into the firm. In addition to setting talent reviews, succession planning and performance agendas, I ensured that there was a clear link to performance and reward through the year end bonus review. This included using clear business metrics and talent flow data to substantiate a request for additional dollars that was subsequently approved. There was continuous hiring and onboarding of senior executives into the firm in key leadership positions globally and this was systematized as far as possible. I worked in partnership with the Talent and Leadership Council to develop a cohesive and business specific talent strategy which included having a globally coordinated client relationship and sales training and development activity kicked off. From September 2012 to April 2014 (1 year 8 months) Greater New York City AreaMD for EMEA Human Resources @ As a member of the EMEA Executive Committee I was the leader of the HR function for c.2,700 employees across 17 offices in the region managing AUM over $1 trillion with associated revenues c. $100 million. My team consisted of 52 HR and Talent professionals across all disciplines: Relationship Management; Reward; Talent Acquisition: Talent Development and Practices; HR Operations and HR Shared Services and were located in two main sites: London and Edinburgh. I was accountable for the setting and delivery of the HR strategic plan into the region and ensuring partnership with the Global HR functional colleagues. This took tact and a deftness of touch to ensure that the region got what it needed from the global functions. I led the compensation process across the region working with the EMEA Compensation Committee and global leadership to ensure strong governance and link to performance. As the representative of the EMEA region on the Global HR leadership team it was critical to be clear about the needs of the businesses within the region and respectful of the global nature of the firm. This required clear partnership and communication to and from the forum to my team and my business leaders. I built a world class HR talent capability through a combination of change management and talent acquisition. BlackRock's brand recognition improved to become number 1 amongst Financial Services firms as businesses to work for. I partnered the leaders of the region and was central to key hiring and on boarding of senior executives into the business including determination and construction of compensation packages. From January 2011 to August 2012 (1 year 8 months) London, United KingdomChief Operating Officer - UK @ I initially joined Anglo Irish Bank as UK HR Director and was promoted to Chief Operating Officer for the UK bank responsible for Operations, HR and Marketing with over 130 employees under my responsibility. I built the Human Resources department using a combination of new and existing HR talent. I was responsible for delivering end to end HR solutions for the London HQ and five other regional offices through rapid business growth. Through partnership with the UK CEO I developed revised organisation design for the UK resulting in a revised UK Business Board that was to promote stronger risk management for the bank. Anglo Irish Bank collapsed during the Global Financial Crisis and as a consequence I was relocated to Dublin in March 2009, initially to manage the Corporate Affairs and Communications for the bank whilst it was in crisis. This included proactive management of the relationship with the Bank’s PR agencies through the turbulent period post nationalisation and post communication of the largest corporate loss in Irish history. I was also responsible for planning and delivering all internal and external communications for the Bank’s interim financial results delivered on 29 May 2009. Subsequently, I was appointed by the Board to lead the delivery of the first Restructuring Plan to the European Commission detailing a viable five year strategy for the Bank subsequent to the receipt of €4 billion State aid. This meant creating a detailed set of restructuring actions including new organisation design (Good Bank/Bad Bank); a revised cost structure; and forecast 5 year P&L and balance sheet. I presented the proposed strategy, restructuring actions and updates to the Board, the Department of Finance, the Irish Financial Regulator and the European Commission throughout the project. Once the Restructuring Plan was submitted I provided significant quantitative and qualitative information from all business areas to the European Commission. From January 2007 to November 2010 (3 years 11 months) London, United KingdomEuropean HR Director @ As a Board Director and senior HR professional for the European investment banking business, I undertook an organisation design exercise for the HR function to transform the HR function from “personnel” to “HR”, resulting in an upskilled team and reduction in costs to deliver best in class service. I provided HR leadership and technical project management during Panmure Gordon's reverse takeover of Durlacher including: business due diligence; collective consultation and communication; managing TUPE transfers and senior redundancies. It was an historic period for Lazard as it shifted from private to public ownership. This resulted in having to manage UK contractual issues associated with Initial Public Offering (IPO) of Lazard on the New York Stock Exchange and consulting with Managing Directors regarding contractual changes. I provided leadership to the firm for the year end compensation process for all European businesses to ensure coordinated processes and accurate delivery of compensation. This was a first in Lazard's history. We were one of the first organizations to close the Defined Benefit Pension Scheme to existing members. I provided leadership to the project to cease accrual including collective consultation, stakeholder and trustee management. I outsourced graduate recruitment management to Cornell Partnership for all Analyst hires maintaining hire quality at c.30% cost savings. As part of the IPO I also had to manage the closure of a Private Equity business including all consultation and negotiation with employees and partners across Europe. From October 2004 to December 2006 (2 years 3 months) London, United KingdomVice President, Head of Human Resources @ HR leadership provided to the following business areas: Investments; Global Wealth Services; Investment Finance; Marketing; Italy; Iberia; Greece; Northern Europe, Asia Pacific, Middle East, Latin America covering global geography From November 2002 to April 2004 (1 year 6 months) HR Director @ Board Director developing and implementing 3 year HR Strategy & Plan for this global integrated marketing agency From April 2001 to November 2002 (1 year 8 months) Product Manager @ Taking the Peoplecube product from concept to production by leading the design, development, client implementation and contract management into it's first clients with GKN and Cap Gemini Ernst Young. From January 2000 to April 2001 (1 year 4 months) HR Change Manager @ Led the HR transformation for the Retail Bank to deliver new organizational design for the Human Resources function to service 35,000 employees From January 1998 to January 2000 (2 years 1 month) Management Development Programme @ Graduate training programme, undertaking the following roles: Training Manager, Corporate Banking Managed the complete training development cycle resulting a national road show for 2000 Corporate employees and implementation of a Corporate Attributes Dictionary and Self Development Templates for 4000 Corporate employees Scheme Manager Seconded to work with the Government Ministry of Culture, Media and Sport to lead the inception and successful implementation of a Government supported sports scheme Business Development Assistant – Corporate Banking Responsible for relationship building, risk assessment of financial propositions and business plans Client Services and Sales Management within the Retail Bank From September 1995 to December 1997 (2 years 4 months)

BSc (Hons), Technology and Management Science @ University of Bradford From 1991 to 1995 Gunnersbury Catholic School for Boys From 1981 to 1986 Chris Leonard is skilled in: Business Planning, Change Management, Leadership, Banking, Organizational Development, Human Resources, Strategy, Management, Talent Management, Personnel Management, Business Development, Fixed Income, Succession Planning, Restructuring, Organizational Design