Posted on Dec. 2020 at 7:10
He is one of the voices behind the announcements on Monday by Bruno Lemaire of a freeze on insurance premiums for companies in sectors bruised by the Covid. Since July, Oliver Wild has been dividing his time between his office in Aubervilliers and behind the scenes at Bercy. Alongside Afep, Medef, CPME, this forty-something also pleaded not to make pandemic insurance compulsory.
Because the man, director of risks and insurance of Veolia in the city, also became, last summer, the president of Amrae, this Association for the management of risks and insurance of the company. Spreading the culture of risk is now its fight. “The Covid crisis has highlighted our flaws. This is an opportunity to rebuild our economy in the face of unprecedented threats. When risks are managed, the business is sustainable ”, considers this bon vivant, emerald eyes and beard à la Edouard Philippe, in places more salt than pepper.
Nothing seems to stop Oliver Wild, hardworking, capable of giving body and soul to a cause if he believes in it. After the International School of Business Administration, this globetrotter, the only son of British citizens, has he not, since 1998, exchanged France for the southern lands, the time to drop out, at the Macquarie University in Sydney, a master’s degree in sustainable development ahead of its time? “He is whole, sensitive and diehard. He could not get involved in an activity against his nature, like working in oil, for example ”, says Marwan Rizk, his childhood friend who became a restaurateur.
His first employer, an Australian start-up, sends Oliver Wild door-to-door. It was up to him to collect funds for associations for the benefit of the forests of Tasmania, refugees … In Sydney, he was then a consultant at KPMG, taking the path of his father, a figure, in Paris, of Peat Marwick, ancestor of cabinet. “He taught me to surpass myself”says Oliver Wild, who as a child spoke English at home and French in boarding school.
KPMG Australia entrusts him with its audit and consulting branch in sustainable development. This is an opportunity for him to deal with marine biologists as well as with town planners … And above all to raise awareness among financial people who are still insensitive to environmental injuries. “I wanted to integrate ecology into an economic development equation”says Oliver Wild, who has seen his local team grow from two to forty people in nine years. “I was lucky to be able to move the lines, he enthuses. I worked with banks, mining companies, and I helped KPMG see things differently, resonating with their clients. It’s the butterfly effect! “
Youngest risk manager of the CAC 40
The time to return to Paris with his French wife rings in 2009, shortly after the birth of their son. The return is a little brutal for this seasoned surfer, crazy about skiing, fine cook and gourmet to the point of prolonging his stays abroad to discover improbable places to eat.
With a terribly British phlegm, this jazz lover, keen on innovation, essays but also manga, whispers that things, in France, are “A little frozen”. “ I never saw him get angry or stressed. At the same time, when he gets excited, he’s a turbo! “, observes Christine Rodwell, a former colleague with whom he built, in New Orleans, Veolia’s strategy for resilient cities. It would also be “solid “,” user-friendly ” and “Benevolent”, undoubtedly more passionate than political and not very inclined to put himself forward. “Its strength is to demonstrate. With him, the figures are there, the results are there ”, continues Marwan Rizk.
In 2009, Veolia welcomed him to Paris as mission director. Four years later, he took charge of risks and insurance, which had until then been separate. “Going from sustainable development to understanding risks was logical”, considers Oliver Wild, who will thus be one of the youngest risk managers of the CAC 40, becoming a member of Amrae in the process.
At the head of this association of 1,500 members, he intends to follow in the footsteps of former president Brigitte Bouquot. But also get closer to SMEs, regions … The butterfly effect, again.