Amir Ghani in

Amir Ghani

Energizer · DISC type I
Executive Director at J.P. Morgan
📍 London, England, United Kingdom

Professional overview including current role context, leadership scope, domain focus, and career trajectory to help you understand background relevance before outreach.

Key behavioral and communication insights including interaction style, decision-making tendencies, and motivation drivers to tailor messaging and personalize conversations.

Business priorities, areas of interest, and practical outreach recommendations that can improve conversion quality for this professional.

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Experience
19 Years
Current Role
Executive Director
Job Level
Senior
Location
London, England, United Kingdom
Personality Overview

How Amir shows up

Relationship Oriented
Informal
Believer

They are not always early adopters but can be pursuaded by leveraging strong relationships. Unlike C or D types, they are vocal with their opinions but not so much with their questions. They excel at seeing the bigger picture, and the long-term impact of their decisions.

Priorities

Topics Amir cares about

Strategic Priorities
Topic insights and context to help personalize outreach and discovery conversations.
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Career

Work history

2-2016
Executive Director
J.P. Morgan
12-2011
Vice President
J.P. Morgan
10-2010 - 12-2011
Senior Associate - Conduct Policy
Financial Services Authority
11-2007 - 12-2008
Senior Policy Adviser - Climate Change: Adaptation Programme
Defra
5-2006 - 11-2007
Senior Policy Adviser - Enterprise and Productivity
HM Treasury
In the press

Media appearances

Media appearances and press coverage highlighting public visibility and thought leadership.
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Education
1997 - 2000
LLB
UCL
2006 - 2006
PRINCE2
National School of Government
Social presence
in
Behavioral profile

DISC profile (public)

I

Influence (I)

Influence (I) reflects the degree to which a person prefers to work by influencing or persuading others. Those scoring high tend to be people oriented, motivated by social recognition and building relationships.

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