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Keynote Speaker Peter Hacker

Peter Hacker: International Risk Advisor, Speaker, Consultant, and Author

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Peter Hacker - Cybercrime & Cybersecurity: At the Beginning of the New Era.

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Biography

Basic information about Peter Hacker

 

A warm and globally recognized advisor to boards, risk committees and organizations.

 

Peter Hacker: “The battle for abilities, talents, inputs, and administration is becoming radically different. The creativity, foreknowledge, examination, and application of the new business return a unique value.

 

Peter Hacker’s talks:

 

Over the past six years, Peter Hacker, with more than 250 performances in more than 80 countries, has been acknowledged as a leader in financial services- both consulting and innovation.

 

As a multilingual expert (E, G, SP, F, P), he has approached many international and regional organizations as a keynote speaker, such as IIS, FERMA, AIRMIC, PLUS, SIRM, DWIC, SIRC, ABGR and BCP Asia. With his energetic and insightful style, he talks about cybersecurity, cybercrime and crypto technologies, mainly by quoting the risks and opportunities resulting from the 4th Industrial Revolution.

 

Peter aspires his audience to understand and explore the context of “The Other Half of the Chessboard” in real terms, with first-hand models and video scripts. For him, it is not only the image that transforms but also the complete company framework.

 

Topics of Peter Hacker’s speeches

 

Digitization and operational disruption

Disruptions are rapidly spreading beyond the technology sector, with severe consequences for management, workers, consumers, regulators, and stakeholders. This mixture creates the conditions for a new formation of business models with unique risks and opportunities. The Internet of Things, big data, deep learning, and artificial intelligence (AI) will cause necessary changes for the future.

 

By 2030, up to 20% of the world’s workforce could have their positions automated. Will corporations be willing to pay for retraining and for what cost? What about rapidly emerging privacy risks/violations or changes in the competitive scene as digitization expands? Preparing for the moment is vital.

 

Cybersecurity

By 2021, the global cost of cybercrime will reach £4.9 billion. This challenge is an essential subject for the Board of Directors. Cybersecurity and crime is a field that is growing at high speed, moving from an abstract risk relevant to some industries to a real threat to almost all entities in the private and public sectors. The anticipation of such a transition can no longer be left to an organization’s risk management, legal affairs and IT security teams alone. Read more about Peter Hacker and cybersecurity here

 

All board members, supervisors and, sequentially, all employees, must understand the concept of digitization and the emerging risks of cybersecurity and crime if their company is to prosper, not bleed. There is no golden panacea, but there are distinct ways to prepare for or proactively react to security breaches at the board level.

 

Crypto-Technology

Approaches in disruptive technologies such as Internet Of Things (IoT), the Blockchain, Artificial Intelligence (AI) – and the speed with which they progress – present increasing challenges for businesses, regulators, legal systems, stakeholders and risk takers.

 

As these disruptive technologies improve faster than governments and governors can predict and respond, a whole new ecosystem is developing that generates an alternative way of doing business and building networks in distribution.

 

Business and interpersonal skills have been remodeled.

 

Big data, robotics, deep learning stimulate models to achieve financial, technological and even social inclusion of both women and men. Some executives will be fired – those who do not advance early to ensure that they maintain their company’s competitive advantage will get stuck. The business model of an interconnected corporation will not be constrained by regulatory uncertainties, potential liabilities, privacy risks or commercial boundaries. The positive side is simply too reasonable.

 

FinTech & InsurTech

IoT, Blockchain (Big Data) or Artificial Intelligence (Robotics/Deep Learning) can sink market leaders, who concentrate on their present and most lucrative markets and do not see warnings coming from below. In the financial services sector (including insurance), it is essential to care about the future. Because we do not invest in what has already happened, we invest or transfer in what would happen.

 

Staying prepared

The pace at which everything is changing is alarming. Changes are suitable for everyone, only if they don’t catch us off guard. New business models will emerge in the near future, as the boundaries between them fade while interconnectivity increases within and outside the banking and insurance division. Any company that is reluctant to accept this fast evolution of technology will see its expansion slowed down.

 

Adapting to change

The world itself is very skilled at adjusting to change, and for us to stay relevant, we must keep pace. The business model will shift from insight to foresight with an apparent interest in computational reasoning skills to give practical meaning to a large amount of data. Adapting to this situation will expect new risk management strategies and, in many cases, a deep-rooted change of perspective.

 

Disruption and change of the digital world – The other half of the chessboard

We are now planning to enter the “other half of the chessboard” – the power of exponential increase which, in technological terms, is synonymous with Moore’s law. Things only go absurd in the second half of the spectrum where technology and society are turning at a rate that humans and companies naturally cannot hold the pace.

 

The immense growth in data mining and analysis is expected. The digital disturbance is not only a theory. Many other opportunities beyond disruptive technologies will arise if we find a way to form them, attract outside capability and offer an organizational environment that understands failure and change.

 

4th Industrial Revolution

Digitization and online patterns are disrupting traditional business principles. Four significant courses are running this revolution: the rapid increase of mobile devices, the expanding popularity of social media, the broader acceptance of online commerce and the shift from material to intangible values. Most of the current areas will not be relevant, while some industries will be in high demand and will aim to achieve their objectives. The use of artificial intelligence in retail trade is an excellent illustration of how to successfully reshape and drive industry. Artificial Intelligence, Blockchain, the Internet of Things with its extensive data, machine learning, and robotics, will have a significant impact on uncertainty and corporate policies. Companies must become more proactive, smarter and leaner while most of them become automated and digitized. More likely, in the coming years, any skill or job that cannot be automated will be of extraordinary value.

 

The race to emerging markets

Until ten years ago, no one would have correctly prognosticated the level of the technological shift we are experiencing globally, especially in the competition for emerging markets. Distance barriers are reduced; almost everyone has their fair part. Also, now technology is the other half of the chessboard where digitization and automation will rise exponentially, and people will have to adjust quickly. The whole world has developed and not only its image.

 

The ‘Want’ vs. ‘Fang’

The competition has just begun where billions of people are connected to the Web and disruptions will occur in unique waves. In many areas, we are now at a grade where digitization and online patterns are obstructing traditional business models. The rise of mobile devices, social media, social media networks, and e-commerce has expanded in a simple way and accelerated disruptions rather than completely replacing traditional methods.

 

Changes in the global economy

The key question we are asking ourselves is not only whether it could be disruptive technologies such as artificial intelligence, quantum computing or an alternative business model theory that will move the global economy, but more importantly our capacity to acquire the right instruments, models and abilities to remain relevant in a new expert and business environment.

 

Peter Hacker’s career

 

Peter Hacker, an external entrepreneur, thinker and international consultant with a passion for digitization, cybersecurity, and cryptographic technology.

 

Experience in innovation, risk and technology management

Peter Hacker has twenty years of experience in innovation, risk and technology management in the broader commercial services (corporate and personal) and communications, interactions, and technology areas. For many years, his effort and investigation have focused on the highest levels of management of the world’s largest companies, on niche players in the middle market and the risk shareholders of financial institutions (venture capital or private equity).

 

Peter Hacker’s clients

Over the past five years, Peter Hacker has successfully consulted B2C and/ or B2B clients worldwide. His clients come from Asia Pacific (China, Hong Kong, Japan, South Korea, Singapore, Australia, and New Zealand), the European Union (including Switzerland and Israel), North America (USA, Canada and Mexico), Latin America (Argentina, Brazil, Chile), South Africa as well as the Middle East (UAE, Oman, Bahrain, KSA, Kuwait).

 

Before the founding of Distinction:

Peter Hacker is a global, independent and undetectable observatory of cybersecurity and innovation, responsible for the management of advising, insurance, and risk brokerage firms in Zurich, London, New York, and Singapore. In this regard, he focused on communications, media and technology companies, financial services companies and their own emerging needs for risk management, technology, and capital advice.

 

Consulting work

In 2018, his main consulting work focuses on both innovation mandates and requirements (global distribution, risk aggregation and restructuring challenges), regulation (GDPR requirements) and broker/insurance associations (process and training) for cyber threats (“Cyber Security”), Blockchain and InsurTech/FinTech at the board or investment committee level.

 

Peter Hacker has developed a reputation as a business that has gone even further by investigating new risk areas and distribution models, successfully leading and implementing change, customer-oriented, innovative and profitable solutions and introducing international industry practices.

 

In 2017, he acted as a specialist to senior management (banks, insurers, brokers and venture capital firms) who needed impartial guidance on cyber threat awareness, risk aggregation, incidents (WannaCry/ NotPetya Ransomware) and marketing strategy (InsurTech).

 

Education

Peter has a degree in economics from Zurich University of Applied Sciences, a double MBA from London Business School (Distinction) and Columbia Business School (Honors) and was appointed by Columbia Business School to the International Honorary Academic Society Beta, Gamma, Sigma (in the year 2004).

Latest videos and talks by Peter Hacker

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