In this episode of Risk Is Our Business, Captain Michael Rasmussen connects over a slightly long-distance subspace channel (also known as a video call) with Alex Dali, President of the G31000 Risk Institute, to explore the evolution of one of the most widely recognized frameworks in modern risk management.

Alex walks through the story of ISO 31000, where the standard came from, how it has evolved since its original release, and what the next phase of its development may look like as organizations confront an increasingly complex risk landscape.

Along the way, they unpack the difference between bad risk management (overly procedural, disconnected from decisions, and driven by checklists and heat maps) and good risk management, which aligns with organizational objectives and supports leadership in navigating uncertainty.

The conversation also turns to the current state of risk technology, including the ongoing search for tools that genuinely support the principles of ISO 31000 rather than forcing risk management into rigid compliance workflows. From there, they explore how AI may reshape the discipline, the role technology should play in enabling better decision-making, and how the Chief Risk Officer role itself may evolve as risk becomes more integrated with strategy and business operations.

The discussion offers a thoughtful look at how risk management standards, technology, and leadership must evolve together if organizations are to navigate uncertainty with clarity rather than simply documenting it.

In this episode of Risk Is Our Business, Captain Michael Rasmussen is joined by Geoff Trickey, founder of Psychological Consultancy and creator of the Risk Type Compass™, alongside Elliot Phillips, Principal Risk Psychologist, for a conversation that shifts the focus of risk management from systems to psychology.

They begin by unpacking psychometrics—what it is, how it works, and why measuring personality traits can provide powerful insight into how individuals and teams perceive and respond to uncertainty. From there, they explore the concept of risk psychology and how risk-taking is not simply situational or financial, but deeply rooted in personality.

Geoff explains the origins of the Risk Type Compass™ and walks through its eight distinct risk types and how individuals are categorized, what differentiates them, and how those differences shape decision-making and risk culture within organizations. The discussion highlights an often-overlooked dimension of diversity—diversity of risk disposition. When leaders understand the varied ways people approach uncertainty, they can build more balanced teams, improve governance conversations, and avoid collective blind spots.

The episode also examines how organizations use this approach in practice, not as a personality exercise, but as a measurable way to strengthen risk management, enhance communication, and align decision-making with strategic objectives.

If every enterprise is a starship navigating uncertainty, this conversation reminds us that understanding the temperament of the crew may be just as important as the strength of the shields.

In this return episode of Risk Is Our Business, Captain Michael Rasmussen welcomes back Amir Ramezanpour to unpack the thinking behind his new book, Beyond Controls: Reshaping Risk Into Intelligent Advantage.

The conversation begins with a direct challenge to risk managers: too much of risk management is still focused on controls. Controls that validate compliance. Controls that document activity. Controls that comfort regulators. But in an AI-driven, high-velocity environment, are controls alone enough?

Amir explains why the title Beyond Controls is intentionally provocative and why some initially resist it while agreeing with the substance. The core argument is not about removing controls, but about elevating risk into something more powerful: risk intelligence. That means turning fragmented risk data into meaningful insight that helps leaders make better decisions amid uncertainty.

They explore how good risk intelligence supports business objectives, how it enables clarity rather than bureaucracy, and how organizations can move from static oversight to more adaptive, learning-oriented models. The discussion also touches on the role of AI, agentic AI, and digital twins, not as hype, but as tools that can help organizations anticipate rather than simply react.

Finally, Amir shares practical advice for leaders who want to begin building this vision today—start with mindset, anchor to objectives, and design systems that support decisions, not just documentation.

If traditional risk management built stronger guardrails, this episode asks how we build something smarter, an engine that helps the enterprise move forward with confidence.