In this episode of Risk Is Our Business, Captain Michael Rasmussen welcomes Rookie Nagtalon, technology executive, strategist, and AI advocate, for a conversation about how governance, risk, and compliance are evolving in one of Asia's fastest-changing digital economies.

The discussion begins with the realities keeping Philippine organizations awake at night. From increasingly complex regulatory requirements to the rapid adoption of artificial intelligence, Rookie explains how organizations are balancing innovation with governance while strengthening the people, processes, and technologies that underpin effective risk management.

Michael and Rookie explore what makes the Philippine approach to risk and compliance distinctive, where organizations continue to mature, and why developing AI capabilities, improving workflows, and investing in the right skills have become strategic priorities. They also examine the remarkable diversity of the Asia-Pacific region, arguing that there is no single APAC model for GRC and discussing how the Philippines is helping shape regional thinking around digital transformation and modern governance.

Artificial intelligence remains a central theme throughout the conversation. Rookie shares his perspective on AI governance, AI risk, and why successful AI initiatives depend less on sophisticated models than on trustworthy, well-governed data. The discussion also explores the current state of AI regulation in the Philippines and how organizations can prepare for a regulatory landscape that continues to evolve alongside the technology itself.

The episode concludes by looking toward 2030, considering how governance, risk, and compliance may change over the coming years and what organizations can do today to build the capabilities they'll need for tomorrow. It's a thoughtful discussion about leadership, technology, and why the future of GRC will belong to organizations that combine innovation with disciplined governance.

In this episode of Risk Is Our Business, Captain Michael Rasmussen welcomes Ellen Holder, Managing Director and Sustainability & ESG Lead EMEA at Protiviti, for a conversation that asks a deceptively simple question. Is sustainability really about reporting, or is it something much bigger?

Together they explore how the conversation has evolved from sustainability to ESG, and why many organizations are now shifting back again. Ellen explains that sustainability was never just about the environment. It has always encompassed environmental, social, and governance considerations, but without some of the political baggage the term ESG has accumulated in recent years.

The discussion draws on an unexpected lesson from Ted Lasso, where the idea that "doing the right thing is never the wrong thing" becomes a useful way of thinking about sustainability. Rather than treating it as another compliance requirement, Ellen argues that sustainability should be understood as a long-term strategic capability that helps organizations create value not only for today, but for future generations.

Michael and Ellen also examine the relationship between sustainability and enterprise risk, the role of double materiality assessments, and the practical challenges organizations face when trying to integrate sustainability into existing governance and risk management programs. They discuss where technology, and particularly AI, is beginning to make a meaningful contribution, and how approaches to sustainability differ between Germany, the rest of Europe, and other regions around the world.

At its heart, this episode is about looking beyond quarterly reporting cycles and asking a more fundamental question. How do organizations build resilience and create lasting value by making decisions that remain the right ones tomorrow as well as today?

Recorded live at Corporate Risk Minds 2026 in Berlin, this episode of the Risk Is Our Business Podcast features returning guest Benjamin Lüders, Partner and Risk Consulting Service Leader for Europe West and Germany at EY, for a conversation on how enterprise risk management is being reimagined for an increasingly unpredictable world.

Drawing on EY's recent research into risk transformation, Benjamin and Captain Michael Rasmussen explore why traditional models of risk management are reaching their limits. As organizations contend with accelerating change, geopolitical uncertainty, AI, and growing interconnectedness, risk functions must evolve from monitoring the business to helping shape its future.

The discussion centers on what it means to operate at the speed of trust, where risk becomes an enabler of confident decision-making rather than a governance checkpoint. Benjamin shares how technology is supporting this transformation, not simply through automation, but by creating connected capabilities that improve visibility, coordination, and action across the enterprise.

A significant part of the conversation focuses on agentic AI and how organizations should think about it within three complementary layers: systems of orchestration, systems of intelligence, and systems of action. Rather than viewing AI as another tool, they discuss its potential to reshape how organizations sense, interpret, and respond to uncertainty.

They also explore EY's work recognizing organizations leading this transformation, highlighting the practical innovations and leadership approaches that are redefining modern risk management. Check out the links for the EY Risk Transformation papers . . .

EY Risk Transformation Series for the show notes.

In this episode of Risk Is Our Business, Captain Michael Rasmussen sits down with leaders from Norway’s Institute of Internal Auditors for a conversation about how culture shapes governance, risk, compliance, and assurance.

The discussion begins with Norwegian business culture and one of its defining characteristics: trust. They explore how trust influences decision-making, accountability, and assurance practices, and how that foundation differs from more rules-driven environments. The conversation also examines the maturity of risk management and assurance in Norway, where strong practices coexist with significant opportunities for growth as organizations confront increasingly complex and fast-moving risks.

The group discusses the challenges facing assurance professionals today, including the accelerating pace of change, emerging risks, and the need for organizations to adapt without losing sight of business value. They compare Nordic and U.S. approaches to risk management, highlighting the more pragmatic, business-oriented perspective often found across Scandinavia.

A particularly interesting part of the conversation focuses on the evolution of Norway’s IIA chapter itself. Unlike many national chapters, the Norwegian organization has expanded beyond a traditional audit focus to serve a broader community of GRC professionals. They share how that transformation occurred, what it has meant for members, and how they see the organization evolving toward 2030.

The episode closes with practical advice for organizations seeking to strengthen assurance and risk management capabilities in an environment where trust remains essential, but trust alone is no longer enough.

Recorded live at Risk-!n Conference 2026, this episode of Risk Is Our Business features Bruno Parnet, Manager of Risk Management at Audemars Piguet, for a conversation on the human side of risk management and what it takes to build a program that genuinely supports the business.

Captain Michael Rasmussen begins by asking a familiar question to any listener—what keeps risk leaders awake at night? For Bruno, the answer lies not only in specific threats facing a company that manufactures some of the world's most prestigious timepieces, but also in the challenge of understanding risks well enough to act before they become problems.

The discussion explores what bad risk management looks like, including approaches that are disconnected from the business or focused more on process than outcomes. In contrast, Bruno argues that good risk management starts with listening. Risk professionals must acknowledge that they do not have all the answers, engage stakeholders across the organization, and act as facilitators who help the business understand and navigate uncertainty.

They also discuss whether Switzerland has its own approach to risk management and how culture influences the way organizations think about governance, decision-making, and accountability. From there, the conversation turns to the future, exploring how Bruno sees his risk management program evolving by 2030 and the role technology may play in supporting that journey.

The episode closes with practical advice for organizations seeking to strengthen their risk capabilities, emphasizing that effective risk management is often less about imposing frameworks and more about building trust, creating dialogue, and helping people make better decisions.

Recorded live at Risk-!n Conference 2026, this episode of Risk Is Our Business features Aurore Chatard in a conversation about what it truly takes to build resilience in an increasingly complex and interconnected world.

Captain Michael Rasmussen and Aurore begin by discussing what keeps resilience leaders awake at night and why many organizations still struggle to move beyond a compliance-driven view of continuity and resilience. They unpack what bad resilience looks like, including programs that exist primarily to satisfy regulatory requirements, before exploring the characteristics of organizations that are genuinely prepared to adapt, respond, and recover.

A central theme of the discussion is orchestration. Michael and Aurore compare resilience to a symphony orchestra, where success depends not on individual performers but on how well people, processes, technologies, and leadership work together. Without coordination, even the most capable functions can fail when disruption strikes.

The conversation also explores the growing influence of regulations such as NIST and DORA, examining whether they help organizations become more resilient or risk turning resilience into another compliance exercise. Along the way, Aurore shares lessons learned from years spent leading security, continuity, and crisis management programs, offering practical insights for professionals looking to strengthen resilience capabilities within their own organizations.

They close by reflecting on Risk-!n Conference 2026 itself, discussing the growth of the event, the conversations shaping the future of the profession, and the increasing recognition that resilience is becoming a core business capability rather than a specialist discipline.

Recorded live at Risk-!n Conference 2026, this episode of Risk Is Our Business begins with a warning from Adrian Clements. Before agreeing to come aboard, he made it clear that he intended to "shake the tree." Captain Michael Rasmussen's response was simple: engage.

What follows is a conversation that challenges some of the profession's most deeply held assumptions. Adrian argues that many organizations are still navigating with outdated star charts, relying on inherited frameworks and conventional wisdom that no longer match the realities of today's environment. Rather than tweaking existing approaches, he makes the case for stepping back, questioning first principles, and rebuilding from the ground up.

They explore what that looks like in practice. How do organizations break free from legacy thinking? How do leaders create the conditions for better decision-making? And what practical steps can be taken to transform risk from a compliance exercise into a driver of performance and value creation?

The discussion also examines the role of technology. Not as the destination, but as an enabler that helps organizations operationalize better thinking, improve visibility, and support more intelligent decisions.

Along the way, Adrian and Michael reflect on their key takeaways from Risk-!n Conference 2026, discussing the ideas and trends that suggest the profession may be entering a new phase of evolution.

Recorded live at the Risk-!n Conference 2026, this episode of Risk Is Our Business features Hermann Suter, Head of Group Enterprise Risk Management at Barry Callebaut Group, in a conversation on how risk management must evolve in an environment where the speed of change is accelerating faster than many organizations can absorb.

Hermann and Captain Michael Rasmussen begin with a deceptively simple question. If organizations claim to have an enterprise-wide view of risk, shouldn’t they also have an enterprise-wide view of controls? From there, the discussion turns to what actually keeps risk leaders awake at night. Not just specific threats, but the sheer pace and velocity of risk itself.

They unpack what bad risk and control management looks like. In contrast, they argue that effective risk management starts with understanding that every meaningful decision already contains a form of risk analysis, whether organizations recognize it or not.

The conversation also explores how to align risk with business culture rather than impose it from the outside, how Swiss and broader European perspectives influence approaches to governance and controls, and where technology is genuinely helping modern ERM programs.

They close by discussing what excited them most at the conference itself, including the growing focus on interconnected risk, operational resilience, and the future direction of enterprise risk management.

In this episode of Risk Is Our Business, Captain Michael Rasmussen welcomes Darren Smith for a deep dive into third-party risk management in the age of the extended enterprise.

The conversation explores how modern organizations now operate through vast and increasingly interconnected networks of suppliers, partners, outsourcers, and service providers, creating a web of dependencies that stretches far beyond traditional organizational boundaries. Darren explains why TPRM can no longer sit within a single function, and how procurement, security, compliance, legal, operations, sustainability, and business leadership all play critical roles in managing third-party exposure.

They also unpack what separates bad TPRM (fragmented, compliance-driven, reactive) from good TPRM that is integrated, collaborative, and aligned with business objectives. They also examine how organizations define “critical suppliers,” why that definition is often more complex than it appears, and how businesses can better coordinate across departments to create a unified view of third-party risk.

The discussion then turns to technology and AI. Darren shares his perspective on where current TPRM tooling adds value, where maturity is still lacking, and how organizations can move beyond treating TPRM as a checkbox exercise toward something more strategic and forward-looking.

This episode is about managing risk in a world where the enterprise no longer ends at the company boundary and where resilience depends on understanding the entire ecosystem connected to the ship.

In this return episode of Risk Is Our Business, Captain Michael Rasmussen welcomes Kristina Wiese Tranberg back to the bridge, joined by Karoline Corfitz and Morten Bjerregaard, for a practical deep dive into internal controls and their role in modern GRC.

Building on Kristina’s previous appearance, the conversation shifts from operating models and transformation to a core question of what is the real value of controls? The group explores how organizations can move beyond checkbox compliance toward control optimization that supports business outcomes rather than slowing them down.

They also challenge a common disconnect. Many organizations aim for an enterprise-wide view of risk, but lack an enterprise view of controls. Without understanding how controls operate across processes and functions, can risk truly be understood at scale?

The discussion then examines the relationship between risk owners and control owners, and when they should be the same, when they should be different, and how that choice affects accountability and effectiveness. They also unpack the 1-10-100 rule, illustrating how the cost of fixing issues escalates the later they are detected, and why embedding controls early in processes is critical.

This episode offers a grounded, experience-led perspective on aligning risk, controls, and ownership across the enterprise.