George Hosking

Founded and have driven this successful international violence reduction charity which now advises the UK Prime Minister's office, London Mayor, London Metropolitan Police and Scottish Violence Reduction Unit. Its work has been commended by the World Health Organisation, and is part of its Global Violence Prevention Alliance. The size does not reflect our volunteer force

International strategy consultancy, specialising in profit improvement (added more than €50m p.a. to the profit of European businesses such as BP, Premier Foods (RHM) and Unilever) and providing coaching to Chief Executives and Boards of Directors. Clients include Air Products, Basell, Booker, Boots, BP, RR Donnelly, Du Pont, Exxon, Guinness, Johnson & Johnson, Lever Brothers, 3M, Marks & Spencer, Monsanto, Nampak, National Starch, Premier Foods, Procter & Gamble, Toshiba, Unilever & Whitbread

Responsible for strategic planning and financial control of subsidiaries in Japan, Thailand, Malaysia, Morocco, Nigeria, Zaire, El Salvador, Guatemala, Costa Rica, Colombia and Brazil. My analysis led to a fundamental change in the Unilever strategy for Japan.

Managed finance, IT, accounting, strategic & operational planning, purchasing, distribution. Converted purchasing from routine to strategic, increasing security of supply, Created major improvement in company profitability. Responsible for post-acquisition integration of Unilever and National Starch strategic purchasing in Europe. One of 4 international specialists seconded to manage major corporate turnaround programme of 6 Unilever companies throughout Europe. Directed team of 30 consultants

Running department of 200 people at 3 locations. Took over accounting system in collapse, established financial controls over all aspects (audit, material yields, distribution, management reporting, capital planning, capital expenditure, etc.) Built up strong financial team. Responsible for annual and strategic planning. At the time one of the youngest ever Unilever senior managers.

Appraising, challenging and improving international operations and strategies; creating international strategic plans. Analysed strategies from 5 years previously, for dozens of Unilever subsidiaries, identifying those which succeeded, those which failed and why. This grounding in effective strategic planning underpinned my subsequent career as a strategy consultant and presenter of programmes on strategic planning. My analyses led directly to a change in Unilever's global detergent strategy.

Management Trainee; then promoted four times in three years, to: Assistant Marketing Accountant; Marketing Accountant; Distribution Accountant; Sales & Distribution Accountant. Identified the potential for and drove savings in costs which paid for more than my salary over the 17 years I subsequently spent with Unilever

Violence and child abuse

International Trade and Economic Development