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PETER OAKES
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    Peter Oakes is an experienced anti-financial crime, fintech and board director professional.

    He has served in senior roles at central banks (Ireland & Saudi Arabia) and financial regulators (UK and Australia).

    Peter is an experienced board director of regulated finserv & fintech firms and advisor to regtech firms.

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The best board advice? Don’t rush in.  Inside the boardroom for fintech directors

20/2/2025

 

Inside the boardroom: Peter Oakes on due diligence, diversity and the power of a continuous learning (published 20 February 2025)

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Many thanks Caroline Kinsella of the Institute of Directors Ireland for the opportunity to provide some personal insights on the role of an Independent Non-Executive Director in the Irish Times. And thanks to Caroline Spillane for her kind words in her post yesterday when Caroline circulated the article.
Experienced fintech and financial services board director Peter Oakes advises non-executive directors (NEDs) to be selective when considering board appointments. “Quite an amount of due diligence needs to be done on the company first,” he says. “If you think you are just joining a club, you’re better off not doing it. If you take on risks you don’t understand you can end up in the papers for all the wrong reasons. You must make sure it’s the right fit for you and that you have something to offer the company or the market it operates in, something they don’t already have on the board. You should add to the diversity of experience and thought on the board.”

A long-time member of the Institute of Directors (IoD) Ireland and founder of industry representative body Fintech Ireland, Oakes is currently a non-executive director of several regulated fintech and financial services firms while also providing expert advice regulatory compliance to clients in those industries. “IoD membership has been invaluable throughout my career,” Oakes shares. “It provides access to crucial resources, networks, and educational programmes that keep me at the top of my game, especially when it comes to governance and regulatory knowledge. Before accepting any board position, I always ensure that I am equipped with the right skills and insights to add meaningful value.”
​

He recalls one of the first offers he received to join a board. “I was about to join it, but I couldn’t get my head around some important aspects of its business model and what the duties and function of an independent non-executive director (INED) on its board would be, so I turned down the opportunity. A couple of years later, the company ended up in trouble with the regulator. The best advice is not to rush into it. If you find you have accepted every directorship offered, that should be a warning bell.”

And I highly recommend joining the Institute of Directors in Ireland if you are serious about joining a board.


Continue reading at the sources below. 

Sources:

​Irish Times - https://www.irishtimes.com/advertising-feature/2025/02/19/the-best-board-advice-dont-rush-in/

Institute of Directors Members' Profiles - https://www.iodireland.ie/membership/member-profiles/peter-oakes-member-profile
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Do boards of central banks understand monetary policy?

4/10/2020

 
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"Decision makers seem hostile to a consideration of evidence or research".

This post relates to the Reserve Bank of Australia board, which has been lashed by a former researcher for failing to understand monetary policy in an email made public. 

Many of the points raised could be levied at other central banks too. As central banks continue to claim immunity from scrutiny under a misguided cloak of a widely misunderstood principle of 'central bank independence', which applies to some but not each and every aspect of a central bank's remit, we should expect to see more criticism of them particularly:

  • their ability to read the economic data to formulate effective policy in the current #covid pandemic climate;
  • their ability to navigate a wider policy debate over decentralised #digitalcurrencies;
  • where a central bank has both a central bank and financial regulation mandate,
  • mistakenly read tenets of independence of central banking to that of financial
  • regulation; and
  • failure to issue clear, simple and concise information. (see link below to a post by a former central bank deputy governor on his 'lonesome battle against the incantations')

On the 2nd last point, it is welcome reading that in the case of the Australian central bank the damning email was released by the bank following a freedom of information request. This is not something one could expect from many European central banks.

The email also criticised the central bank for:

  • its reluctance to be open and honest, 
  • making claims contradicted by evidence including about the effectiveness of policy, likelihood of dropping interest rates to zero and the effect of #negativeinterestrates, 
  • a Board that does not understand monetary policy or statistical research,
  • opposing views are not taken into account, 
  • decision makers seem hostile to a consideration of evidence or research, and
  • an environment makes the organisation dysfunctional. 

Here's a link to the Australia article on Reserve Bank  

Here's the link to Stefan Gerlach's (former Central Bank of Ireland deputy governor) post on his 'lonesome battle against the incantations' 

Both are worth a read.  And when you do, think about any relevance to your central bank and although there is always two sides to every story, in the absence of comment by the Australian central bank, the reports of Dr Peter Tulip's comments make for compelling reading and thinking. 

​This article is reference in my post on Linkedin.

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