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.

In this episode of Risk Is Our Business, Captain Michael Rasmussen is joined by Chyono Flynn, Head of Enterprise Risk Management at Rolls-Royce, for a candid conversation about the realities of running risk management inside one of the world’s most complex engineering organizations.

They begin with what really keeps risk leaders awake at 2 a.m., which is not abstract frameworks, but execution risk, governance expectations, and whether the organization truly understands its most critical exposures. From there, the discussion moves into the UK Corporate Governance Code, with particular focus on Provision 29, and what it means in practice for boards, executives, and risk teams responsible for viability and long-term resilience.

Chyono and Michael draw clear distinctions between bad risk management (compliance-driven, disconnected, and report-heavy) and good risk management that engages the business, informs decisions, and earns trust at the executive and board level. They explore how to communicate the value of risk in a way that resonates, how to build and sustain a healthy risk culture, and why partnership matters more than policing.

They also discuss the role of technology as an enabler rather than a solution in itself, and how tools must support judgement, insight, and dialogue rather than replace them.

This episode offers a grounded look at what enterprise risk management looks like when governance expectations are high, stakes are real, and risk must help the organization stay on course, even when the pressure is on and sleep is in short supply.

In this episode of Risk Is Our Business, Captain Michael Rasmussen is joined by Fayadh Alenezi, strategic risk leadership architect and presilience advisor, for a candid discussion on where risk management stands today and where it needs to go next.

They begin by unpacking the current state of practice and what works, what doesn’t, and why too much risk management still feels like process without purpose. From there, the conversation moves into risk intelligence and the importance of good information, meaningful insight, and decision-relevant signals rather than noise.

Fayadh introduces the concept of presilience, shifting the focus from reacting to disruption toward building the foresight and decision capability to stay ahead of it. This naturally leads into a deeper discussion on risk leadership and what distinguishes strong risk leaders from framework managers, and why mindset, judgment, and clarity matter as much as models and data.

They also explore risk culture, with particular attention to the Middle East and Saudi Arabia, where cultural context, leadership norms, and rapid transformation shape how risk is perceived and practiced. The discussion connects these themes to Vision 2030, and how it is acting as a catalyst for more mature, strategic, and leadership-driven approaches to risk management across the Kingdom.

Rather than treating risk as a compliance obligation, this episode reframes it as a leadership discipline—one rooted in intelligence, culture, and the ability to act with confidence before the alarm sounds.

Recorded live at the GPRC Summit in Riyadh, this episode of Risk Is Our Business features Thamer Al Hamed, Executive General Manager of GRC and Data Management, in a timely conversation on how risk management and resilience are converging as strategic capabilities in Saudi Arabia.

Michael and Thamer explore the relationship between risk and resilience, asking whether they truly belong together and how that relationship changes at national and organizational scale. The discussion then turns to the Saudi context, examining both the challenges and the opportunities shaping the evolution of GRC across the Kingdom.

A central theme is Vision 2030, and the role GRC plays in enabling it. Thamer explains how Vision 2030 has become a powerful catalyst for the growth and maturity of governance, risk, and compliance practices—shifting GRC from a supporting function into a strategic enabler of transformation, accountability, and long-term value creation.

They also discuss how GRC is being received across organizations, how mindsets are changing, and what it takes for risk management to move beyond formality and into real decision support. The conversation closes with Thamer reflecting on his own career journey and how he sees both his role, and the broader GRC landscape in Saudi Arabia, evolving as 2030 approaches.

This episode offers a clear window into how risk, resilience, and governance are being redefined in one of the world’s fastest-moving transformation agendas.

In this return voyage of Risk Is Our Business, Captain Michael Rasmussen reconnects with Stefan Gershater for a candid, occasionally interrupted conversation from opposite ends of a video call—a fitting setup for a discussion about signal, noise, and what actually matters in modern risk management.

The episode centers on the real value of risk and GRC software, and how leaders should measure it. Stefan brings a healthy skepticism to the conversation, challenging an industry that too often sells efficiency for efficiency’s sake. Over dinner in London, he recalls receiving a message from a vendor promising to save him 80% of his time. His reaction was blunt: No one cares how hard risk teams work, they care about outcomes, decisions, and results.

From there, the discussion explores what risk leaders should actually evaluate in risk technology. Rather than control-heavy platforms built primarily for compliance, Stefan argues for solutions designed to support value creation, decision-making, and the achievement of objectives. They unpack what “good” looks like when it comes to risk data, data strategy, and visualization, and why many tools still struggle to present risk in ways the business can act on.

As the conversation turns to how risk technology should evolve, reality intervenes. A call from Stefan’s CEO pulls him away from the bridge mid-discussion, an unscripted reminder that risk management doesn’t live in dashboards or demos, but in the real-time demands of leadership.

This episode is a sharp look at why not all risk software deserves a place on the bridge, and why separating meaningful intelligence from false alerts has never mattered more.

In this episode of Risk Is Our Business, Captain Michael Rasmussen is joined by Christopher Hetner, Senior Cyber Risk Advisor serving the boardroom community and former senior cybersecurity advisor to the Chair of the U.S. Securities and Exchange Commission.

The conversation opens by tackling a deceptively simple question: what do we even call this space anymore? Information security, IT security, cybersecurity, cyber risk, digital risk, digital resilience — are these distinct disciplines with meaningful nuance, or different labels for the same underlying reality? Christopher and Michael unpack how language shapes expectations, accountability, and how risk is understood across the enterprise.

From there, they dive into Michael’s widely discussed essay, “The CISO Is Dead: A Eulogy and a Resurrection,”exploring why the title provoked resistance while the substance resonated. The discussion reframes the modern CISO not as a narrow security operator, but as a steward of digital risk and resilience in a world where every function, product, and decision carries a digital footprint.

They explore the dangers of cybersecurity leaders operating in isolation, the limits of traditional security-centric models, and why cyber risk can no longer live on its own island. The conversation then turns to the boardroom, what directors tend to understand about cyber and digital risk, where gaps remain, and how risk leaders can engage boards more effectively by shifting from technical reporting to strategic navigation.

Rather than treating cyber risk as a technical problem to be delegated, this episode makes the case for digital risk and resilience as a bridge-level responsibility, one that requires shared ownership, clearer language, and leadership capable of steering the enterprise through an increasingly interconnected and uncertain risk universe.