Chris Byne

Partner, Rewards and Career Advisory, North America. Partnering with North American headquartered enterprise clients by leading substantial projects across a range of disciplines. These include job architecture, compensation structures, organisational structures, market comparisons, benefits and retirement plan assessments, pay transparency, and change and communication initiatives. Pay transparency has become particularly prominent and is a recurring theme in all projects. Whilst my experience covers all industries, I have made a notable impact within the manufacturing sector, where I lead Aon's advisory support.

Global Head Compensation, responsible for all compensation matters, focusing on advising the business leaders, developing governance and controls whilst adopting best market practice, in terms of both cash and non-cash compensation that create a link between performance and reward.

A key advisor to the senior leadership team to ensure the companies strategies, including acquisitions and divestitures are supported by well-designed, contemporary plans and programs.

Alternative Product Development Lead, Deutsche Asset Management, (2017-2018)
- Led development of Real Estate and Hedge Fund products, completing approval for 3 funds (~US$4B investment) and 1 carried interest plan, with end-to-end product approval process only taking 12-18 months. Also rescued a fund whose approval process had stalled.

HR Reward Specialist, Deutsche Bank, (2016-2017)
- Project led 15 carried interest plans that had stalled in the internal approval process. Gained approvals in 6 months, resolved technical issues, and bedded-down draft KOP’s.

Senior Reward Analyst, Barclays Bank, (2014–2016)
- Supported the Head of Reward in justifying the bonus pool size in the context of financial performance and regulatory reform.
- Led Group Reward Analytics Team, improving insights that underpinned review and approval of fixed and variable pay across business divisions.

I built a highly-functional relationship between Reward and Finance, offered expertise in a cost reduction program that was a sub-set of a global headcount rationalisation program and led a large on-shore and off-shore staff complement.

Provided inspiring coaching and mentoring to senior leaders involved with project sponsorship, augmenting sponsor engagement during the rationalisation process and contributing directly to a €1.7B reduction in compensation costs.

Instigated an Impairment Forfeiture Committee, improving governance and transparency and assumed a key role in a number of Senior Management Boards and Committees.

2009 to 2010 - Managed a team of 20 staff located in London, Zurich, and Hyderabad, and recruited additional talent to ensure the provision of market-leading analysis. Enhanced reporting, enabling the COO to set both cost and revenue targets. Negotiated cost allocations, delivering an expense reduction of US$300M subsequent to a decision to consolidate the back office into Group functions.

2007 to 2009 - Reported directly to the Investment Bank COO as a member of a recently formed Strategic Cost Management Team, focused on managing the investment cost base, primarily on staff costs.

1995 to 2007 - held various non-officer to director roles within UBS Group COO, IB COO, Corporate Services, and Finance in London, New York, Singapore, and Zurich.