Harry Broadman | Former US Assistant Trade Representative; Chief of Staff, President’s Council of Economic Advisers; Senior Managing Director, PricewaterhouseCoopers; Private Equity Executive; World Bank Official, and Harvard Professor.

Harry Broadman

Former US Assistant Trade Representative; Chief of Staff, President’s Council of Economic Advisers; Senior Managing Director, PricewaterhouseCoopers; Private Equity Executive; World Bank Official, and Harvard Professor.

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Harry Broadman
Biography

NAVIGATING GLOBAL MARKETS TO CAPITALIZE ON GROWTH OPPORTUNITIES AND FEND OFF RISKS

Former: United States Assistant Trade Representative; Chief of Staff, President's Council of Economic Advisers; Member of CFIUS; OPIC Board of Directors; International Private Equity Investor; Founder and Leader of PwC's Global Business Growth Strategy Management Consulting Practice; World Bank Senior Official in China, Russia/the Former Soviet Union, The Balkans, and Africa; PwC Chief Economist; Harvard Professor; RAND Corporation; U.S. Senate Committee Senior Professional Staff and Chief Economist; Managing Director, Albright Stonebridge

Current: Partner and Chair, Emerging Markets Practice, Berkeley Research Group LLC (Global Litigation Expert Witness Consulting Firm on Trade/Investment Disputes and Arbitration, Antitrust, CFIUS, Corporate Governance, FCPA, Regulation, and Damages); CEO and Managing Partner, Proa Global Partners LLC (Global Transaction Advisory Firm); Johns Hopkins Faculty; Corporate Board Director; Monthly Columnist for Forbes, Newsweek, and Gulf News

Author of Three Best-Selling Books: Africa's Silk Road: China and India's New Economic Frontier; From Disintegration to Reintegration: Russia and the Former Soviet Union in the Global Economy; and The State As Shareholder: China's Management of Enterprise Assets"

Harry G. Broadman is a globally renowned international finance executive, private equity investor, trade negotiator, and authority on business growth, risk-mitigation, corporate governance, and innovation. Over the course of his 35+ year career, he's re-invented himself more than a handful of times--not only in an interdisciplinary fashion but also across greatly differentiated senior roles in the private sector, interspersed with stints as a high-level public official, professor, and journalist.

Soon after receiving his doctorate in economics in his mid-20s, he emerged as a thought-leader on the unforeseen dynamics that have changed the underlying structure and character of world markets long before the term "globalization" was commonplace. These insights shaped Broadman's focus on operational strategies that propel firms' competitiveness, especially in emerging markets, the parts of the world toward which he has always had a strong predisposition. He has worked in more than 80 such countries across 5 continents, including throughout China, India and much of the rest of Asia; most of Latin America; Russia and almost every other Former Soviet Union state; the Balkans and Turkey; much of Africa; and parts of the Middle East.

A strategic advisor to C-suites and boards, Broadman has counseled companies and investment institutions as diverse as IBM, GE, Coca-Cola, Canon, Exxon-Mobil, Valmet, Johns Manville, Corning, Heineken, Emerging Capital Partners, Temasek, Australia Future Fund, Pepsi, Merck, Walmart, Deere, Mars, Avon, Intel, McCormick, Aditya Birla, Kuwait Investment Authority, Apollo, 57 Stars, ICANN, McCormick, SunEdison, ITW, Westinghouse, Siemens, Standard Chartered, Microsoft, Weatherford, Canadian Pension Investment Board, Abraaj, Blackstone, PPG, Heineken, Tyco, Caterpillar, Hilton, Dow, Manitowoc, Berkshire Hathaway, Carlyle, ADIA, Mahindra, TPG.

As a keynote speaker, Harry brings to audiences a unique combination of both fundamentally insightful as well as pragmatic views about how commercial, financial and policy changes driving international markets are altering enterprises' opportunity-risk tradeoffs in ways few ever could have predicted or understood. Rather than using a rear-view mirror approach, he entices listeners to think through a prospective prism to frame critical business decision-making opportunities and challenges they will likely face. He draws out lessons punctuated by the ways markets intrinsically tend to operate in 'non-linear' patterns.

In addition to leaving audiences with concrete, practical takeaways--he often gets comments such as "unlike other speakers, you're compelling because it's clear you know firsthand what's really 'going down' and what to do"--his speeches are also entertaining and infused with his infectious sense of humor.

Broadman has been interviewed numerous times on television and radio and been widely quoted in the electronic/print media, including The New York Times, The Wall Street Journal, The Financial Times, BBC, CNN, NPR, CNBC, CCTV, Fortune, CBC, The People's Daily, Time, Kommersant, Australia Broadcasting Corporation, Business Africa, El Pais, Le Monde, Nihon Keizai Shinbun, and The Washington Post.

Presently, Harry is a Partner and Chair of the Emerging Markets Practice at the Berkeley Research Group LLC, a global litigation expert witness and business strategy consulting firm. His practice focuses on complex international trade and investment disputes and arbitration; antitrust and regulatory cases; corporate governance and corruption investigations and compliance; and matters before the Committee on Foreign Investment in the US (CFIUS). Concurrently, he is a faculty member at Johns Hopkins University; a monthly columnist for Forbes, Newsweek, and Gulf News; and engaged by the National Association of Corporate Directors (NACD) as a Master Workshop Faculty Member.

He serves or has recently served on the Boards of Directors or Advisors of: ArmorText, a cybersecurity intra-enterprise communications software firm; Strategic Ratings, a UK-based credit ratings agency; PartnersGlobal, an international alternative dispute resolution (ADR) entity operating in 22 countries; The Lake Tanganyika Floating Health Clinic, a healthcare and telecom services provider across 4 African countries; The Global Business School Network; The Russian-American Chamber of Commerce; and The Corporate Council on Africa. He is an NACD Board Leadership Fellow.

In 2015, Broadman stepped down PricewaterhouseCoopers (PwC), where he founded and led PwC's Global Business Growth Strategy Management Consulting Practice and also served as PwC's Chief Economist. Before joining PwC, he was Managing Director and a member of the Investment Committee at Albright Capital Management, an international private equity and alternative strategy investment fund chaired by Madeleine Albright. He was also Managing Director of The Albright Group (now Albright Stonebridge), a business diplomacy consultancy.
Prior to that, Harry was a senior official at the World Bank, where he oversaw the Bank's largest sovereign finance operations and enterprise restructuring investments, as well as advisory programs on trade and investment policy, corporate governance, and antitrust and regulation in China; Russia and the Former Soviet Union states; and the Balkans. He also served as Economic Advisor for the entire Africa Region.

Earlier, Broadman worked in the White House as Chief of Staff of the President's Council of Economic Advisers during the first Gulf War and the Savings and Loan Crisis. He was then appointed as United States Assistant Trade Representative. In this position, he led the U.S. negotiations on international trade and investment across all services industries as part of the establishment of both NAFTA and the WTO. He also managed all negotiations of U.S. Bilateral Investment Treaties (BITs) with other sovereigns. He was a Board Member of the Overseas Private Investment Corporation (OPIC) and served on CFIUS, which assesses national security impacts of inbound investment. Broadman came to the Executive Branch after serving as a Senior Professional Staff Member of the U.S. Senate Committee on Governmental Affairs, then chaired by John Glenn, during which time Harry was a core drafter of the Omnibus Trade and Competitiveness Act of 1988.

Prior to his government service, Harry was on the Harvard University faculty; staff member at the RAND Corporation; Assistant Director, Center for Energy Policy at Resources for the Future, Inc.; and fellow at the Brookings Institution.

He has authored several books and numerous professional articles published in a wide array of peer-reviewed finance, economics, law, and foreign policy journals. His most recent books are: Africa's Silk Road: China and India's New Economic Frontier; From Disintegration to Reintegration: Russia and the Former Soviet Union in the Global Economy; and The State As Shareholder: China's Management of Enterprise Assets.

Broadman is a lifetime member of the Council on Foreign Relations and a member of The Bretton Woods Committee. He received an A.B. in economics and history, magna cum laude, from Brown University, where he was elected to Phi Beta Kappa, and an A.M. and Ph.D. in economics from the University of Michigan.

Harry Broadman
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Harry Broadman
Featured Keynote Programs

Where is The Growth in the World Economy?

The recent global financial crisis and the on-going softness in much of the advanced countries--the EU, Japan and the US--have shaken businesses', investors' and policy-makers' perceptions and confidence of a return to historic levels of stable growth. The fact that many emerging markets have been growing at annual rates 2- to 3-times those of the industrialized economies over the past two decades appears to confirm that the world marketplace is actually undergoing a structural transformation. What are the fundamental sources of these phenomena? Is this a one-time change, owning to a longer than normal business cycle that has yet to run its full course, or is it part of a long-term secular change? What new risks and opportunities are presented? Broadman's on-the-ground insights about the genesis and implications of these shifts--and his surprising bullish view--will alter how audiences think about the future of the US and the world economies and will most likely shape the prospective decisions they make.

Are You Ready for the New Global Corporate Rivals?

The traditional international business landscape characterized by firms headquartered in the advanced countries facing the most intense competition from rivals from other advanced countries is quickly becoming a historical artifact. As these businesses scour the global for high growth market opportunities, they are being drawn to the emerging markets, where economies, on average, have been expanding twice or three times as fast as the advanced countries. But it's not just advanced country businesses who are pondering investment in emerging markets. Multinationals out of Brazil, China, India, and South Africa--among many others--are themselves setting up operations across their own geographies. They, too, recognize growth opportunities when they see them. This is only intensifying the competition advanced country businesses are already facing in these markets. Worse still, at the same time, multinational firms based in emerging markets are increasingly becoming bona fide contenders for market share in developed markets--posing a whole new set of competitive threats in the home markets of advanced country firms. These two changes are taking place at an accelerated pace, far more than the most sophisticated investors and businesses realize. What does this transformation of competition in the global marketplace mean for business strategy and operations of advanced country multinationals? How should they best confront a host of new risks and opportunities as they aim to compete not only with their longtime rivals from developed countries but also with increasingly world-class emerging market firms? Broadman has enormous on-the-ground expertise on these issues, both as a multinational business executive as well as an advisor to the c-suite of many such businesses, not only in advanced countries but also in numerous emerging markets. He has also counseled many governments on innovative approaches to enhancing their inbound and outbound foreign investment policy regimes, reforming corporate governance regulations and incentives, and designing and executing competition and antitrust laws. Drawing on this wealth of practitioner knowledge, Broadman provides a lively tour of the most critical, emergent factors that will shape the competitive landscape of the world's marketplace in the coming decade, including new patterns of consumer behavior, changes in the locus of entrepreneurship and innovation, modification of the role of the state in the economy, and the impact of network trade and on the organization of the multinational corporate form. Broadman's insights will alter the way audiences think about the future of international business competition and likely make market-related decisions as globalization continues to intensify.

Understanding US Trade Policy
Past, Present and Future

To most Americans negotiating and implementing international trade policy agreements is an enigma, which often breeds suspicion if not contempt for the process. The recent standoff in Washington over President Obama's effort to obtain legislative authorization from Capitol Hill for the Executive Branch to finalize negotiations with 11 countries under the Trans-Pacific Partnership (TPP) is just the most recent case in point. Yet much is at stake for millions of US businesses, workers and consumers now that international trade accounts for 30% of the US economy, in contrast to 20% in 1990. Demystifying the policy-making process, the institutions, the politics, and the interrelationships among the stakeholders, both within the US and our trading partners abroad, is essential to gain a better understanding of what are the benefits as well as the costs of various trade initiatives--past, present, and perspective. With the overwhelming majority of the world's customers located outside the U.S.--if not outside most advanced countries--trade is hardly only important to large businesses: small and medium-sized companies need to develop a strong understanding of international trade rules and opportunities in order to succeed in a global marketplace. How is trade policy actually developed in the U.S.? Who are the key parties that influence how those decisions are crafted? How likely will a change in presidential administration engender a shift in the stance of U.S. trade policy in such a way that there could be profound impacts on companies, workers, and consumers--not just in the US but throughout the world. What are the indicators to look for when trying to determine which direction trade policy is headed--particularly with a change of administrations in 2017? As a former senior-level trade negotiator in both the Bush (41) and Clinton White Houses, as well as a drafter of key trade legislation while a senior staff member in the Senate, Broadman shares, in a lively and illustrative manner, a ring-side seat overview of the decision-making process in Washington behind recent trade policy initiatives, including the negotiation of the NAFTA and the WTO. He also highlights likely trade challenges in the future, for example, with respect to China and other major trading powers. Broadman offers his insights on effective ways to take advantage (and avoid the pitfalls) of trade agreements as businesses operate abroad. In addition, he shares lessons he's learned about how to negotiate with foreign parties, especially those with significantly different cultural norms than ours.

Do Corporate Social Responsibility Programs Payoff?

The Corporate Social Responsibility (CSR) fabric is fraying. It is not surprising. Increasingly, the intended beneficiaries of traditional CSR programs, especially those in developing countries, are finding the deeds are not matching the words. To be sure, many of the targeted groups are made better off; unfortunately, however, some CSR initiatives have unwittingly ratified status quo ante in-country socio-economic imbalances. Worse still, some programs have actually introduced new distortions, pitting one community against another because of an inequitable allocation of activities and resources. At the same time, major CSR sponsors--often large corporates, banks, and private equity funds investing or operating in these markets--have begun to question the net benefits of such programs to their bottom lines. In fact, as a result of ill-thought out CSR project designs and poor quality of execution, sponsors are facing heightened corruption risks--if not criminal charges owing to (sometimes unknowingly) violations of anti-corruption laws, such as the US Foreign Corrupt Practices Act (FCPA)--as well as reputational risks for showing little, if any return, for the money they've spent. In the final analysis, is there just a fundamental incompatibility between the 'profit motive' and CSR objectives? Or can they, in fact, be reconciled? If in the past, traditional CSR initiatives delivered what was intended, what has changed in recent years to upset the balance? Broadman presents a lively diagnosis of the sources of these tensions, punctuated with several real-life examples of what has worked and what has not. He digs down deeply into both the sponsor and beneficiary sides, drawing concrete insights on ways to better align expectations, revamp organizational decision-making and infuse CSR programs with innovative approaches to ensure robust checks and balances and mitigate corruption risks. Sketching out a 'CSR 2.0' paradigm, Broadman will leave an audience energized and with the confidence that 'doing well by doing good' is indeed an attainable goal, now more than ever.

Harry Broadman
Featured Book

Africa's Silk ROadby Harry Broadman

Africa's Silk ROad

by Harry Broadman

Harry Broadman
Featured Reviews

Harry Broadman
Featured Articles & Resources

While Advanced Countries Intensify Protectionism, Africa Embraces Free Trade

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U.S. Foreign Investment Policy Gets A Tougher But More Transparent CFIUS

Throughout much of the past century the U.S. was a forceful, if not incessant voice in global fora of the belief that the more liberalized a country’s regulatory regime...
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Corporate Boards' Oversight Of Cyber Risks Is Too Passive

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