David Peregrine-Jones

David Peregrine-JonesDavid Peregrine-JonesÔÇÖ lifelong interest in science and philosophy led him to win a scholarship to read Natural Sciences at Cambridge University and subsequently to maintain an ongoing interest in many of the subsequent advances in theoretical physics. Through later work at London Business School, he developed it into related areas such as ¤Éinancial economics, statistical arbitrage, complexity theory and business modelling.

During his IBM career, he held a range of sales and marketing positions, mainly in the ¤Éinance sector. On leaving IBM, he founded the Torus Business Web Ltd to bring together the best international teams needed to the speci¤Éic needs of each client engagement. They range from improving the performance of international sales teams to responding to the threats and opportunities arising from the digital disruption of existing sectors such as health. This has led to the emergence of a world-class capability for rapid delivery of powerful business models that provide answers to some of the big questions these changes pose.

David works with a wide range of consultants and business partners across the US, the UK and Asia. He is the chairman of the Richmond Group of Management Consultants, and Master of the Worshipful Company of Management Consultants. He is a trustee of FutureVersity (a charity focused on encouraging children in and around Tower Hamlets to become more employable) and of EISCA (which rescued and then took forward the contents of the former Exeter Boat Museum).

David lives with his partner Caroline in an old Georgian house, close to the River Thames and Hampton Court, conveniently situated for his two favourite sports of Real Tennis and dinghy sailing.

Email: davidpj@torusbw.com

Davids’s Website: www.torusbw.com

It was a delight to read a management book which reflects the true complexity of organisational leadership. This book challenges directors to systematically test their knowledge of how well an organisation is working and their contribution to the organisation by working through 99 questions. The process helps to force innovative thinking into the organisational culture. Every non-executive director should buy a copy. Dr. Dougal Goodman

Chief Executive, The Foundation for Science and Technology



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