International Tax Specialist
About the job
- A solid proven track record of having worked in a similar M&A tax role in commerce with a Big Four accounting firm or a law firm.
- Wider knowledge of the United Kingdom tax system and a good working knowledge of the United Kingdom tax regime as it relates to transactions, financing, and treasury activities.
- Knowledge of transfer pricing in relation to loan relationships is advantageous.
- A good working knowledge of international tax principles and tax residence is advantageous.
- Ability to influence people, manage change, and effectively communicate ideas and solutions to senior management.
- Ability to undertake presentations to senior management.
- Efficient work practices.
- Strong commercial acumen.
- Ability to analyze a wide range of information, extract pertinent facts, and make sound tax analyses.
- Ability to analyze complex and wide-ranging issues, design strategies to manage those issues, and develop ideas into practical solutions.
- Well-developed analytical, planning, and problem-solving skills.
- Ability to manage multiple tasks concurrently and work to deadlines.
- High-level skills in using spreadsheets and other computer applications for analysis.
- Ability to communicate key tax issues appropriately and adapt tax advice to the audience.
- Either Chartered Accountant qualification or an equivalent accounting or legal degree.
- Work with the Senior Tax Manager – M&A to deliver best-practice tax advice for transactions and provide tax advice to Group Tax Business Partner teams associated with transactions.
- Assist with tax due diligence, including preparing virtual data rooms, reviewing diligence reports, and providing input and responses during purchaser question-and-answer processes.
- Identify structure alternatives, inform commercial decisions, and prepare tax structuring reports.
- Work with the Business Development team to assess idea development and business cases and add value to transactional possibilities through commercially appropriate tax advice.
- Work with external providers and relevant in-house teams to deliver commercially appropriate tax advice.
- Work with the Senior Tax Manager – M&A on legal entity reorganization, rationalization, and restructuring projects.
- Work with Group Tax Country Tax leads to implement proposed restructures and provide input on United Kingdom tax considerations.
- Work with Group Finance, Group Treasury, and business unit teams to optimize commercially sound capital allocation, including cash repatriation, across the group.
- Help design and support financing structures for projects at various stages of their lifecycles.
- Provide and support tax advice to Country Tax Leads on financing, capital structure, and cash repatriation strategies.
- Advise on United Kingdom treasury tax matters, including loan relationships, foreign exchange, loan restructures, and simplifications.
- Support strategic tax initiatives, assess value generated, and consider options and adjustments required for the plan.
- Drive and implement strategic initiatives, including communication required at different organizational levels.
- Prepare and plan stakeholder engagement to influence stakeholders and obtain buy-in.
- Support and lead ad hoc projects and initiatives.
- Identify and develop process-enhancement opportunities and consider how risk affects the organization.
- Develop working relationships with key personnel across the Group Tax team and business operations.
- Engage with and manage external professional service providers on tax matters when required.
- Set health, safety, and environmental expectations for the team and monitor behavior against required standards.
- Participate in relevant safety audits, inspections, and observations and address issues as part of safety leadership.
- Develop a clear and aligned work plan and foster a constructive and productive working environment.
- Drive delivery of objectives and remain accountable for assigned work.
- Collaborate with leaders, peers, and relevant stakeholders to achieve business goals.
- Contribute to broader business results by working across teams.
- Identify opportunities for improved cost management and address or escalate them as appropriate.
- Assist in managing consulting spend and delivering efficiencies relative to value received.
- Understand applicable policies, processes, and systems.
- Identify process issues that interfere with completing work or meeting the plan or strategy.
- Make required changes within delegated authority, escalate other issues, and seek alternative solutions.
- Wider knowledge of the United Kingdom tax regime as it relates to transactions, financing, and treasury activities.
- Transfer pricing experience in relation to loan relationships.
- A good working knowledge of international tax principles and tax residence.
About the company
Anglo American / De Beers Group is a global mining and resources company that extracts and processes minerals such as gold, diamonds (via De Beers), copper, and platinum. Its products come from mining and processing operations, with De Beers controlling diamond mining and the diamond supply chain from production to distribution. The company differentiates itself through its large, diversified mineral portfolio and integrated operations across multiple commodities and markets, including ownership of a leading diamond brand. Its goal is to be a leading global resources company that responsibly discovers, extracts, and supplies essential minerals that underpin economies and industries.
Company Size
10,001+
Company Stage
IPO
Headquarters
London, United Kingdom
Founded
1917
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Simplify's Take
What believers are saying
- 2026 first-half continuing-operations EBITDA rose 35% to $4.0 billion, driven by copper.
- Copper guidance stayed at 700,000-760,000 tonnes, while unit costs fell to 145 cents.
- Net debt fell to $11.6 billion, giving Anglo Teck more balance-sheet flexibility.
What critics are saying
- De Beers remains a cash drag; 2026 first-half revenue fell to $1.6 billion.
- China approval still gates the Teck merger, leaving execution risk through March 2027.
- Venetia pauses for two years, and sustained diamond weakness threatens De Beers divestiture value.
What makes Anglo American / De Beers Group unique
- Anglo Teck creates a top-five copper platform with Teck, pending China approval in 2026.
- Quellaveco anchors a long-life Peruvian copper system; 2026 payback strengthens project economics.
- Envusa Energy’s 520MW renewables cut mine power dependence and lower South African operating costs.
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Benefits
Health Insurance
Dental Insurance
Vision Insurance
Unlimited Paid Time Off
Flexible Work Hours
Hybrid Work Options
Remote Work Options
Paid Vacation
Paid Holidays
Wellness Program
Mental Health Support
Conference Attendance Budget
Professional Development Budget
Stock Options
Company Equity
Family Planning Benefits
Fertility Treatment Support
Phone/Internet Stipend
Home Office Stipend
Relocation Assistance
Adoption Assistance
Parental Leave
G
Growth & Insights and Company News
6 month growth
2%1 year growth
2%2 year growth
3%Exploration decline threatens the future of South Africa's mining. Policy uncertainty and regulatory delays hamper new project investment. Senior Reporter Story audio is generated using AI South Africa's 130-year-old mining industry may be printing money following the latest commodity bull market, but policy challenges and the lack of exploration expenditure to unlock projects continue to undermine its mineral endowment. Mining was South Africa's largest source of export earnings in 2025, generating R814bn, but the country attracted just 1% of global exploration spending. The Joburg Indaba, hosted by Resources4Africa, heard that exploration was the missing link in attracting investment to unlock South Africa's mineral wealth. South Africa not only requires a step up in regulation that will see the improvement of its permitting regime but also the rolling out of the long-awaited modern cadastral system for displaying the country's mineral wealth, which is set to improve transparency. Newmont CEO Natascha Viljoen told the indaba that investment in exploration was a lever for mining growth in South Africa. "We talk about mineral endowment in South Africa; the question is: are we continuing to build on that mineral endowment? Are we spending and investing in the mineral endowments that is in South Africa?" Viljoen said while South Africa had overcome challenges, including load-shedding, to attract investors, it would take time to rebuild trust. "The reality is capital is mobile. The moment capital has left to rebuild trust to get capital back into the country is one of the biggest challenges," she said. However, investors will be keen to watch capital allocation, particularly in the gold sector, where prices have hit record highs following the war in the Middle East. Viljoen said the biggest mistake a mining company can make at the top of the cycle is capital allocation. "It's easy to lose focus and then when the cycle turns we make really bad decisions," she said. Also speaking at the indaba, Anglo American CEO Duncan Wanblad said that, despite the challenges, South Africa remains one of the world's premier mining jurisdictions. He pointed to Anglo American's R11.2bn investment going into establishing a separation plant, a beneficiating technology, at Kumba Iron Ore's Sishen mine in the Northern Cape. He said while South Africa's mineral endowment remains one of "the greatest strengths", attracting investment depends on broader conditions that support competitiveness. South Africa has the skills and solid capital markets. "We have to continue to address administrative complexity that too often delays investment decisions or creates unpredictability as far as investors are concerned. These need an efficient regulatory environment, not only permitting, a crucial part is the successful implementation of our long-awaited cadastral system. That should improve transparency and improve investor confidence." While mega deals are dominating, the Minerals Council SA president Paul Dunne said despite South Africa's "extraordinary" endowment, production levels are less than those achieved more than 20 years ago. He said exploration expenditure has declined by 80% over the past two decades, and South Africa attracts less than 1% of global exploration capital despite possessing one of the most attractive geological opportunities anywhere in the world. "These realities carry implications far beyond the mining sector because they represent deferred investment, unrealised production, forgone economic activity and employment opportunities that never materialised," he said. Dunne said specialist mining investors know South Africa and its mining methods; however, the policies remain a cause for concern. "They are not anti-South Africa, but we need legislation that is acceptable to the needs of the country in terms of economic transformation and also acceptable to the investment community," he said. These realities carry implications far beyond the mining sector because they represent deferred investment, unrealised production, forgone economic activity and employment opportunities that never materialised - Paul Dunne, Minerals Council SA president The department of mineral resources & energy said it was pushing to have a single licensing platform. The mining industry previously flagged "inconsistent" requirements from government departments after the department of trade industry & competition's (dtic) new industrial development strategy was published in June. The dtic strategy proposed an overhaul of mining legislation so the state can link beneficiation conditions on mining right allocations in the interest of transformation, which has irked the industry. In response, Ntokozo Nzimande, deputy director general at the dtic, said they worked with the water & sanitation and forestry, fisheries & the environment to align the timelines for mining licences. She said she recently delivered a presentation to the director general, saying the ultimate goal was to see one licensing platform across the various departments. "We acknowledge that there is a fragmentation, but we are working towards pulling all of us together," Nzimande said. DA shadow minister for mineral resources James Lorimer told the indaba about South Africa's "bad policies", citing the lack accountability and "too much" ministerial discretion that undermined project development. "We have a succession of anti-investment laws," he said. However, Nzimande said there has been progress since 2018, when mineral & petroleum resources minister Gwede Mantashe. She cited the dtic exploration strategy in 2022 that led to the establishment of the R100m exploration fund to help aid projects for junior companies and the establishment of a critical metals strategy in which tariffs to support the smelters from Eskom were negotiated to save jobs and support economies around smelters. Speaking on policy, she said that timing was everything. "We are the second generation of law drafters in South Africa. The first-generation authors had a different X they were solving for opening the economy. The X we are solving for today, much as transformation remains critical, has evolved. That does not mean you have to discard the transformation objective and BBBE". Business Times
The community of Kabwe, Zambia, still awaits justice. Kabwe is a stark reminder of what happens when responsibility ends with the closure of a mine and the company's departure 7 OCT 2026, 17:39 It is almost a full year since the South African Supreme Court held a hearing as to whether the 140,000 class action against Anglo American should go ahead. The community of Kabwe, Zambia, location of the former Broken Hill Mine, owned by Anglo American, still waits for justice. The case, filed by Johannesburg and London law firms, Mbuyisa Moleele and Leigh Day, alleges that Anglo American was negligent in allowing uncontrolled lead contamination, and not ensuring that lead in the environment was cleaned up even after research showing widespread serious lead poisoning and deaths of local children. The mine operated from 1906 until 1994. When it closed and the mining giant exited, the town was left with 6.4 million tonnes of lead waste. That 'black mountain' looms 30 metres high in the city. Dust from the toxic slag heap blows through the streets, polluting the community and devastating the environment. A total 95% of children in Kabwe have elevated levels of lead in their blood. Over three decades since the mine closed, the people of Kabwe are waiting for justice. There have been no reparations. No city wide analysis of the scale of the ongoing disaster, no medical testing and treatment programme, no compensation and no effort to make the soil safe to grow food. The fight for justice has been left to social justice lawyers, non-profit organisations and victims of the disaster. UN Guiding Principles of Human Rights are clear that business must, i) Identify and assess human rights risks associated with their operations and supply chains, ii) Prevent and mitigate adverse impacts through policies, operational controls, and stakeholder engagement, iii) Provide remediation when harm occurs, either directly or through collaboration with other actors. If these principles were truly embedded into the business model of extractive industries, like those of Anglo American, the people of Kabwe would not be still suffering. The gulf between glossy corporate, sustainability and community engagement policies and the lived reality of citizens living in the shadow of these mines is huge. The disconnect perpetuates a recurring cycle of extraction, corporate greed and devastation. Baroness Young's Private Members bill, Commercial Organisations and Public Authorities Duty (Human Rights and Environment) Bill, set for second reading in this parliamentary cycle, seeks to 'place a duty on commercial organisations and public authorities to prevent human rights and environmental harms, including an obligation to conduct human rights and environmental due diligence, in their own operations, subsidiaries, and value chains in line with international standards; to make provision for civil liability, access to justice for victims, an enforcement body, penalties, and a criminal offence for failures to comply with the duty; and for connected purposes'. With similar legislation passed in France and Germany, the direction of travel is clear: companies operating across borders are facing growing expectations to identify, prevent and remedy human rights and environmental harms throughout their operations and value chains. For global mining and extractive companies, this has particular significance. Their projects can span jurisdictions, communities and complex corporate structures, and the consequences of poor practice can endure for decades after a mine has closed. The responsible course is therefore to act before the law compels companies to do so. Mining companies should be asking now whether their human rights and environmental due diligence is genuinely capable of preventing harm; whether communities and rights-holders have a meaningful voice; whether risks are properly identified and addressed across subsidiaries, contractors and supply chains; and whether there is a credible commitment to remediation when things go wrong. Responsible extraction should not depend on the threat of litigation, regulation or criminal sanction. Kabwe is a stark reminder of what happens when responsibility ends with the closure of a mine and the company's departure. The emerging legal framework offers an opportunity to change that model: to make prevention, accountability and remedy part of the way extractive companies do business, rather than something communities have to fight for years later. The industry should embrace that responsibility now, not wait until it is compelled to.
Kavango appoints Zimbabwean mining veteran James Musadaidzwa as CEO. Published: September 8, 2026 Reading time: 3 min. Zimbabwean mining executive James Musadaidzwa has returned home to take charge of Kavango Resources plc as the London- and VFEX-listed company advances its ambition of building a sustainable, cash-generative gold mining business in Zimbabwe. Victoria Falls Stock Exchange-listed mining and exploration junior Kavango Resources plc has appointed Musadaidzwa as Chief Executive Officer and Executive Director with immediate effect, bringing more than 27 years of mining experience to the Southern Africa-focused exploration and mining company, Mining Zimbabwe can report. By Rudairo Mapuranga Musadaidzwa spent 17 years with AngloGold Ashanti, holding senior operational and executive leadership positions across several of Africa's major gold-producing jurisdictions. His appointment comes at a critical stage for Kavango as the company builds its operational platform in Zimbabwe and progresses towards gold production. Most recently, Musadaidzwa served as Senior Vice President of AngloGold Ashanti's Guinea Business Unit, where Kavango said he led a significant operational and financial turnaround. During his tenure, the operation's life of mine was extended from 2026 to 2034, its net present value doubled and the business returned to sustainable cash generation. Before that, he served as Senior Vice President of Operations for AngloGold Ashanti's Africa Region, with responsibility for four mines across Ghana, Tanzania, Mali and Guinea. The operations collectively produced approximately 1.1 million ounces of gold annually, generated around US$2 billion in revenue and employed more than 14,000 people. His previous roles also included Managing Director and General Manager of the Iduapriem Gold Mine in Ghana, Operations Manager at the Siguiri Gold Mine in Guinea, and senior technical and operational positions at the Geita Gold Mine in Tanzania. Before joining AngloGold Ashanti, Musadaidzwa worked for Anglo American at the Skorpion Zinc Mine in Namibia. Musadaidzwa returns to Zimbabwe. For Musadaidzwa, the appointment represents a return to the country where his mining career began nearly three decades ago. "Joining Kavango is an opportunity that carries particular significance for me. I began my mining career in Zimbabwe nearly three decades ago, and I am extremely excited to be returning to help build a mining company with the ambition to create lasting value in the country and across Southern Africa," he said. Discover more Download Interactive Maps Stream History Documentaries Invest In Gold Musadaidzwa said his immediate focus would be working with Kavango's team in Zimbabwe to strengthen the company's operational capability and build on the foundation already established. "Kavango has already established an exciting platform in Zimbabwe. My immediate priority will be to work with the team to build on that foundation, strengthen our operational capability and progress the Company towards becoming a sustainable, cash-generative mining business," he said. Leadership transition. Following Musadaidzwa's appointment, Donald McAlister has relinquished his role as Interim Chief Executive Officer and moved from Non-Executive Chairman to Executive Chairman of the company. McAlister said Musadaidzwa's appointment marked an important step in Kavango's development. "Jasper is an outstanding mining executive with a proven record of building, improving and leading major operations across Africa, and I am delighted that he has agreed to join Kavango as our new Chief Executive Officer," McAlister said. "Kavango has reached an important stage of its development. We have established a growing operational platform in Zimbabwe, and our ambition is to build this into a substantial and sustainable mining business, while continuing to advance the exploration potential across our wider portfolio." Kavango is listed in London and on the Victoria Falls Stock Exchange, where it completed a secondary listing in September 2025. The company is currently developing its operational capacity in Zimbabwe, including at its Hillside Gold Project, where it has been commissioning a 50-tonne-per-day gold processing plant as part of its transition from exploration and development towards production. Musadaidzwa's appointment gives Kavango an experienced African mining executive at the helm as the company seeks to convert its growing Zimbabwean operational platform into a sustainable, cash-generating mining business. NEWS September 8, 2026
With US$1.649bn, Anglo American would fine-tune Quellaveco operation in peru. Bnamericas Published: Wednesday, September 02, 2026 Anglo American plans to invest around US$1.649 billion (bn) in modifications to its Peruvian copper and molybdenum mine Quellaveco, to adjust operations to new technical conditions. Senace, the Peruvian environmental certification agency, is currently evaluating the request submitted by the company as part of the fifth modification of the operation's environmental impact study (MEIA). The request includes changes in the Mine Operations Area, adjacent to the Plant Operations Area. This area is located on the Acumulación Quellaveco mining concession. The proposed changes are limited to what is described in the modification: they do not involve extending Quellaveco's useful life, increasing reserves, or increasing the approved production capacity of 150,000 tonnes per day (t/d). Nor do they alter the activities, components, or useful life of the other operational and support areas of the mine, other than those indicated. In the Mine Operations Area, it is proposed to reconfigure the design of the Quellaveco pit, which includes updating the mining plan; reconfiguring the design of the waste rock dump and the ore stockpile (Temporary Ore Storage Pile); and adding auxiliary components that support the operation, such as multipurpose platforms and the Asana surplus material dump. Additionally, it is proposed to modify auxiliary support components: the realignment of the plant-mine access, the realignment of the C2 channel, the implementation of the contact water channel of the waste rock deposit, and the water management associated with the proposed changes in the main and auxiliary components. In the document submitted to Senace, it is also proposed to incorporate an additional route, as well as four alternate routes for the transport of concentrates, the latter as a contingency measure in the event of incidents - including those of human origin - that prevent transit along the approved concentrate transport route. The proposed modifications seek, among other objectives, to optimize the continuity of pit operations until year 25, maintaining drilling, blasting, loading and hauling activities, as well as the disposal and storage of materials in accordance with the updated mining plan. Likewise, optimization of the water handling and dewatering system associated with the reconfiguration of the main components is contemplated, maintaining the approved zero-discharge philosophy of the operation. Regarding the Quellaveco pit, Anglo American proposes to expand its footprint from approximately 420 ha to 580 ha, to mine it up to an elevation of 2,970 meters above sea level, with a useful life up to the 25th year of operation. The proposed changes are located outside protected natural areas and their buffer zones, the company said. Quellaveco is an open-pit mine that began operations in 2022 and processes the ore at the Papujune Concentrator Plant for its subsequent transport of concentrates for export. In 2025, Quellaveco produced 310,200 tonnes of copper. For 2026, Anglo American projects the mine will produce between 310,000 and 340,000 tonnes of copper and that the operation will reach full capital payback that year, just four years after starting commercial production. The operation has complementary infrastructure, such as the Waste Rock Storage Facility, the Ore Stockpile, the Cortadera Tailings Storage Facility, the Vizcachas Dam, and various auxiliary facilities. The Closure and Post-closure Stage includes the activities following the cessation of operations and is planned to take place between years 35 and 40, while post-closure will extend until year 72. For the Quellaveco pit, post-closure will take place approximately from year 40 to year 72, and for the other components an approximate period of five years after their final closure has been considered. (The original version of this content was written in Spanish) Subscribe to the leading business intelligence platform in Latin America with different tools for Providers, Contractors, Operators, Government, Legal, Financial and Insurance industries.
South Africa's miners are turning to renewables to escape Eskom's costly grid. South African mining companies are accelerating investment in renewable energy to diversify power supplies, lower electricity costs and meet decarbonisation targets, reducing their reliance on state utility Eskom after decades of dependence on its coal-fired grid. Companies including Anglo American (AAL.L) and Sibanye Stillwater (SSWJ.J) are investing in wind and solar projects or securing renewable power through supply agreements as Eskom's ageing coal fleet struggles to meet demand. Mining executives, however, expect Eskom to remain an important source of baseload power for years as renewable generation expands. South Africa generates more than 80% of its electricity from coal, while renewables account for about 10%. Anglo American has partnered with independent power producers to develop renewable energy for its operations. In 2022, it established a 50-50 joint venture with EDF power solutions, a unit of France's EDF, to supply renewable energy to its Kumba Iron Ore (KIOJ.J), De Beers and former subsidiary Valterra Platinum (VALJ.J). The joint venture, Envusa Energy, currently generates 520 megawatts of power, comprising 280 MW of wind and 240 MW of solar. That represents about 30% of the energy consumption of Anglo's mines. Envusa has a project pipeline of 1,500 MW and aims to generate 3,000 MW by 2030 for Anglo's operations and other industrial customers. "You're looking at somewhere between 20% and 30% cheaper on the renewable side if you're just looking at wind and solar," Envusa CEO Nicole Mason said. "The next projects that we are focusing on are a couple of really strong wind projects as well as a number of behind-the-meter solar plus battery projects." Sibanye, which sourced about 99% of the electricity needed for its platinum group metals operations and 88% of its gold operations from Eskom last year, has chosen to secure renewable power through short- and long-term supply agreements rather than own generation assets. The company has contracted 835 MW of renewable energy capacity, of which 164 MW is currently operational. By the end of 2028, about 64% of total energy demand at Sibanye's South African operations is expected to come from renewable sources, CEO Richard Stewart said, sharply reducing its reliance on Eskom. "Our secured renewable energy portfolio is not only about reducing carbon emissions and enhancing energy security; it is also a business imperative that is expected to deliver meaningful cost benefits," Stewart said. Stewart said renewable electricity was expected to cost 20% to 30% less than forecast Eskom tariffs. However, he said Eskom would remain important because of the limitations of renewable generation and battery storage. "Renewables are intermittent by nature, battery storage technology is still developing, and Eskom supplies essential baseload power," he said. Coal producers are also increasing their use of renewable energy as they seek to lower emissions and diversify their businesses. Exxaro Resources (EXXJ.J) is expanding its renewable energy subsidiary Cennergi, which currently operates 297 MW of capacity and has a near-term pipeline of 593 MW. The company is targeting 1,600 MW of net installed capacity by 2030 as part of plans to cut Scope 1 and Scope 2 emissions by 40% by 2030 and 70% by 2040, and reach carbon neutrality by 2050. Exxaro said a 68 MW solar plant had reduced its flagship Grootegeluk coal mine's reliance on the national grid by 30%, saving about 100 million rand, or $6.25 million, a year in electricity costs and cutting Scope 2 emissions by 22%. Cennergi also sells electricity to Eskom and other industrial customers. "Our intention as part of decarbonization is that our mines could actually all go on to solar and wind energy, but obviously you still need a baseload of coal when you don't have wind or solar," CEO Ben Magara said. Thungela Resources (TGAJ.J) is pursuing coal-bed methane as another way to diversify its energy supply. Its Lephalale project is designed to extract methane from coal seams in the Waterberg coalfield in Limpopo province, with the longer-term goal of developing a commercial liquefied natural gas business. About 19 wells have been drilled at Lephalale, and gas production has begun to fuel a generator at one of Thungela's sites, Chief Financial Officer Deon Smith said. "For the 19 holes we are able to save 30, 40 odd million rand on the Eskom utility bill per annum if those holes are fully functional," Smith said, representing "around 6% to 7% of our total utility cost per year that we could reduce." The projected saving is equivalent to roughly $1.9 million to $2.5 million a year based on the exchange rate provided in the original report. Stay ahead of the Stories shaping its world. Subscribe to Impact Newswire and join its WhatsApp Channel for updates on global tech, business, and innovation - all in one place. Dive deeper into the future with the Cause Effect 4.0 Podcast, where Impact Newswire explore the ideas, trends, and technologies driving the global AI conversation. Got a story to share? Contact Us to reach a global audience with Impact Newswire. Faustine Ngila is the AI Editor at Impact Newswire, based in Nairobi, Kenya. He is an award-winning journalist specializing in artificial intelligence, blockchain, and emerging technologies. He previously worked as a global technology reporter at Quartz in New York and Digital Frontier in London, where he covered innovation, startups, and the global digital economy. With years of experience reporting on cutting-edge technologies, Faustine focuses on AI developments, industry trends, and the impact of technology on society. Loading...