Team

Jon
Garvie

Practice Lead, International Policy
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Jon_Garvie

Jon is Practice Lead for International Policy at Global Counsel. He has more than fifteen years of government experience working across UK, EU and multilateral policy development and negotiations.

He has advised senior politicians and policymakers in the Northern Ireland Office, Foreign Commonwealth and Development Office and the Cabinet Office on a broad range of economic, foreign and security policy issues, both in the UK and overseas. He has also worked extensively on organisational strategy and delivery in line departments, embassies and across Government.

At Global Counsel, he advises clients on international politics, the policymaking process and the design and delivery of training programmes. 

Latest Insights by Jon Garvie

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The geopolitics of development spending

General Policy

Jon Garvie, Miranda Lutz, Stephen Adams and Jens Presthus take a deep-dive into the growing prominence of infrastructure spending, exploring how and why it is becoming a geopolitical fault-line between the West and China.

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General Politics

Reviewing the UK’s G7 Presidency: building back better?

General Politics

G7 foreign and development ministers will meet this weekend in Liverpool, alongside their ASEAN counterparts. It may be the UK presidency’s final opportunity to draw together the many initiatives which have sprouted under the banner of “build back better”.  The foreign secretary Liz Truss framed the meeting in characteristically ambitious terms, declaring that “I…

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General Politics

The opportunities of smarter government

General Politics

A report published this week suggested that the UK government would only meet the challenges of covid recovery if it could fix strategy, reform the civil service, embrace digital technology and strengthen accountability. These recommendations could have been made at any point in the last 25 years. But the blandishments do not reflect the appetite for radical change,…

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The G7 Summit: Building Back Better

General Policy

Summits are high-stakes affairs, particularly for their hosts. The format of relatively free and unsupported interaction between leaders leaves more to chance than the final, carefully drafted communiques suggest. The strength or weakness of relationships comes to the fore. The ability of the chair to forge a path through the competing egos and interests matters. 

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