Philipp Flockermann

Philipp Flockermann is a senior leader in risk and capital management with more than 20 years of experience across global systemically important banks (“G-SIBs”), where he has served roles in risk and finance leadership, senior risk advisory and prudential rule-setting, including at the Swiss regulator. He brings a proven ability to synthesize complex risk insights across disciplines into holistic views of capital adequacy, financial performance, business viability and strategic decision-making.

Philipp joined FTI Consulting from UBS, where he was a Managing Director responsible for holistic risk oversight of Credit Suisse’s noncore wind-down portfolio following its merger, comprising more than USD100 billion of assets at inception. He led the holistic second-line-of-defense risk oversight, risk appetite ownership, targeted portfolio deep dives and regular C-suite engagement on de-risking progress and capital redeployment to ongoing businesses.

Philipp’s earlier industry roles include legal entity risk management, leadership of credit stress testing and analytics, and direct involvement in adapting an investment bank’s strategy to changing market conditions and evolving regulatory expectations during the 2008 financial crisis.

Philipp combines deep technical expertise with strong senior-level credibility, built through senior industry roles and his tenure as a Risk Advisory Partner at a global consulting firm. He engages confidently with executive management in complex, high-stakes environments.

Relevant Experience:

• Managed holistic risk oversight for a more than USD100 billion noncore wind-down portfolio following a major G-SIB merger; directed strategic de-risking and capital redeployment
• Led targeted portfolio deep dives and regular C-suite engagement on de-risking progress, focusing on the efficient exit of noncore assets
• Owned divisional and legal entity risk processes, including risk identification, risk coverage assessments, stress testing, scenario analysis, risk appetite setting, limit monitoring and breach escalation
• Established a centralized credit portfolio management function at a G-SIB; defined mandate, target operating model and policies
• Drove an initiative to rationalize a suite of stress-testing scenarios and simplify governance frameworks and reporting
• Contributed to financial planning, capital allocation and various internal capital adequacy assessment process (“ICAAP”) sub-processes in various leadership roles, as well as senior-level ICAAP review, challenge and sign-off