Specialist depth in finance, investment, risk and corporate disciplines for professionals accountable for technical judgement.
32
programmes, 25 of them scheduled in the 2027 open calendar
Grounds participants in the objectives, asset classes and risk-return relationships that portfolio decisions rest on.
2 – 3 MarchPart 1 of 2
Moves from allocation to active management: tilts, optimisation, attribution and the behavioural traps that erode returns.
6 – 8 AprilPart 2 of 2
Covers the treasury function as an operating discipline: what it is accountable for, how cash is forecast and how liquidity is kept under control.
23 – 24 AprilPart 1 of 2
Extends into balance sheet management, currency exposure and the policy framework that keeps treasury risk within board appetite.
18 – 20 MayPart 2 of 2
Orients participants to what investment banks do, how they earn, and the analytical work that sits underneath every mandate.
1 – 2 JunePart 1 of 2
Deepens the valuation toolkit and puts participants through the execution work of a live transaction, ending in a pitch to a panel.
29 June – 1 JulyPart 2 of 2
Introduces risk as a discipline: the vocabulary, the cycle and the accountabilities. Suited to staff who own risks in their work but have never studied risk formally.
22 – 23 JunePart 1 of 3
Moves into measurement and control: how each major risk type is assessed, what indicators give early warning and how risk is reported upward.
20 – 21 JulyPart 2 of 3
Integrates the risk types into a single enterprise view and tests it under stress. Participants produce and defend a board-level risk report.
17 – 19 AugustPart 3 of 3
Examines the business and craft of managing pooled and segregated funds on behalf of clients. Coverage spans product design and investment process.
19 – 20 October
A hands-on start in building spreadsheet models that others can follow and trust. Participants build a simple driver-based forecast from a blank sheet.
6 – 7 JulyPart 1 of 3
Builds the fully integrated three-statement model, including the schedules and circularity that defeat most self-taught modellers.
3 – 4 AugustPart 2 of 3
Extends the integrated model into valuation, scenario engines and presentation-ready output, then puts it through a formal audit.
31 August – 2 SeptemberPart 3 of 3
Explains how limited-recourse financing works, who the parties are and why the contract structure carries the credit.
10 – 11 AugustPart 1 of 2
Concentrates on the protections lenders rely on and the disciplines of getting a project to financial close and through delivery.
7 – 9 SeptemberPart 2 of 2
Covers why acquisitions are made, how targets are found and what the transaction process looks like from first contact to signing.
24 – 25 AugustPart 1 of 2
Focuses on where value is actually created or destroyed: synergy assumptions, deal terms, negotiation and integration.
21 – 23 SeptemberPart 2 of 2
Builds working knowledge of how cross-border trade is documented, financed and settled, and where each party's risk sits.
5 – 6 OctoberPart 1 of 2
Moves into structured solutions and the compliance scrutiny that trade transactions now attract.
2 – 4 NovemberPart 2 of 2
Establishes what ESG factors are, why they have become investable considerations and what the disclosure landscape now requires.
12 – 13 OctoberPart 1 of 2
Applies ESG across asset classes and stewardship activity, and confronts the credibility risk that surrounds the field.
9 – 11 NovemberPart 2 of 2
Focuses on serving small and medium enterprises profitably despite information gaps and collateral constraints.
11 – 13 May
Clarifies the duties, structures and behaviours that make boards effective stewards of an organisation.
23 – 24 February
Takes participants through strategic analysis and the drafting of clear objectives, so that a plan starts from evidence rather than aspiration.
26 – 27 OctoberPart 1 of 2
Concentrates on the part organisations get wrong: converting a plan into resourced, monitored, adjusted action.
23 – 25 NovemberPart 2 of 2
Prepares advisers to serve high net worth clients across the full spectrum of financial needs.
Available on request
Explores how brands are built, positioned and defended in competitive markets. Participants develop a brand strategy for their own organisation.
Available on request
Examines how development finance institutions mobilise and deploy capital to achieve economic and social outcomes.
Available on request
Addresses the instruments and institutions channelling capital toward mitigation and adaptation. Participants learn to appraise climate projects.
Available on request
A complete view of running a profitable, well-controlled and customer-focused branch.
Available on request
Covers the products, economics and customer dynamics of the retail banking business. Emphasis falls on digital migration and customer lifetime value.
Available on request
Demystifies financial statements and budgets for managers whose decisions carry financial consequences.
Available on request
