Marcus Beard

Partner

Marcus is an experienced adviser in strategic safety and risk in the transport and other sectors, with key areas of expertise in safety development, leadership, governance and independent review.

Areas of Focus

Education

University of Bath
Bachelor of Engineering (BEng), Chemical and Bio Process Engineering, First Class with Honors

Past Experience

BP Chemicals
Undergraduate Engineer

Marcus is a Partner at Arthur D. Little, based in our Cambridge office in the United Kingdom.

Marcus has 21 years of experience in safety and risk consulting, serving clients in the rail and metro industries, but has also worked in road transport, oil and gas, energy, and construction. 

His core areas of expertise include strategic safety risk management, corporate safety development programs, leadership, risk assessment, culture, safety validation, and decision-making. 

Marcus has acted as a board adviser on wide-ranging issues associated with risks from growth, start-up, and assurance. 

He has worked internationally, including across Africa and Europe, and in Hong Kong, Japan, and the US. 

Marcus is a highly experienced trainer, having delivered many learning programs to senior managers across the UK, North America, and Hong Kong. He has served as an expert witness to court in a number of high-profile legal proceedings.

Outside of work, Marcus is a passionate photographer (www.genkiphotographer.com)

Recent Publications

Toward sustainable, efficient & resilient mobility systems
Toward sustainable, efficient & resilient mobility systems
Most transportation systems and companies have defined elements of their sustainability strategy and launched initiatives related to improving efficiency and strengthening resilience. However, we believe these concepts — sustainability, efficiency, and resilience (SER) — should be considered not in isolation but with a holistic and integrated view.
AVOIDING SURPRISES – A CASE FOR NEXT-GENERATION RISK ASSURANCE
A more proactive approach is to systematically consider how assurance arrangements can be upgraded to minimize the chance of such events materializing. In recent years, the Three Lines Model from the Institute of Internal Auditors (IIA) has evolved to become a potentially valuable, overarching guide for assurance and governance, although many organizations struggle to practically integrate its key principles into their business operations and decision-making processes.One challenge is balancing the extent of separation and collaboration between the three lines.
Risk: Strengthening business resilience after COVID-19
Despite that they had invested in comprehensive crisis management planning, the spread of COVID-19 found many companies ill-prepared, even though it was a known risk with extreme consequences and a reasonable likelihood of occurring. Looking at the evidence, the authors consider the underlying causes of this poor preparedness and set out the key elements of a new business resilience approach suitable for the post- COVID-19 world.

Marcus is a Partner at Arthur D. Little, based in our Cambridge office in the United Kingdom.

Marcus has 21 years of experience in safety and risk consulting, serving clients in the rail and metro industries, but has also worked in road transport, oil and gas, energy, and construction. 

His core areas of expertise include strategic safety risk management, corporate safety development programs, leadership, risk assessment, culture, safety validation, and decision-making. 

Marcus has acted as a board adviser on wide-ranging issues associated with risks from growth, start-up, and assurance. 

He has worked internationally, including across Africa and Europe, and in Hong Kong, Japan, and the US. 

Marcus is a highly experienced trainer, having delivered many learning programs to senior managers across the UK, North America, and Hong Kong. He has served as an expert witness to court in a number of high-profile legal proceedings.

Outside of work, Marcus is a passionate photographer (www.genkiphotographer.com)

Recent Publications

Toward sustainable, efficient & resilient mobility systems
Toward sustainable, efficient & resilient mobility systems
Most transportation systems and companies have defined elements of their sustainability strategy and launched initiatives related to improving efficiency and strengthening resilience. However, we believe these concepts — sustainability, efficiency, and resilience (SER) — should be considered not in isolation but with a holistic and integrated view.
AVOIDING SURPRISES – A CASE FOR NEXT-GENERATION RISK ASSURANCE
A more proactive approach is to systematically consider how assurance arrangements can be upgraded to minimize the chance of such events materializing. In recent years, the Three Lines Model from the Institute of Internal Auditors (IIA) has evolved to become a potentially valuable, overarching guide for assurance and governance, although many organizations struggle to practically integrate its key principles into their business operations and decision-making processes.One challenge is balancing the extent of separation and collaboration between the three lines.
Risk: Strengthening business resilience after COVID-19
Despite that they had invested in comprehensive crisis management planning, the spread of COVID-19 found many companies ill-prepared, even though it was a known risk with extreme consequences and a reasonable likelihood of occurring. Looking at the evidence, the authors consider the underlying causes of this poor preparedness and set out the key elements of a new business resilience approach suitable for the post- COVID-19 world.

More About Marcus
  • University of Bath
    Bachelor of Engineering (BEng), Chemical and Bio Process Engineering, First Class with Honors
  • BP Chemicals
    Undergraduate Engineer