Panelists
Peter Bannister
SVP, GRC
MetricStream
Highly accomplished risk management professional with 15 years of progressive experience in various innovation and change focused roles. Proven ability to strategize and execute on critical deliverables by combining technical skills and business knowledge to produce tangible results. Able to collaborate and work cross-functionally in order to maximize output. Proven communicator at all levels in large financial services organizations.
Richard O’Brien
Head of Operational Controls & Governance AIG
Mr. O’Brien serves as Head of Operational Controls & Governance at AIG and is a member of the ERM team, based in New York. In this role he is responsible for the design, monitoring, and implementation of AIG's global risk frameworks focused on all areas of Operational Risk, encompassing traditional Operational Risk, Technology Risk, Business Continuity, Third Party Risk and Model Risk. He has additional responsibility for AIG’s risk governance framework including policy ownership, risk appetite, limit setting and risk reporting. He joined AIG in New York in 2007 in a regional capital management role, and was based in Hong Kong from 2008 until 2010. From 2011 until 2016 he was the Chief Risk Officer for AIG in the Asia Pacific region, based in Singapore.He was responsible for Enterprise Risk Management across all of AIG’s businesses in the region. Between 2016 and 2018, he was Global CFO for Property & Special Risks within Commercial Insurance. Prior to joining AIG, Richard worked for General Motors’ Treasury Department in New York, with rotations through capital management, debt capital markets, and pension funding. Additionally, he has worked for Morgan Stanley in its UK M&A group.
The increasing velocity and complexity of both existing and emerging risks have made it essential for organizations to re-assess their risk management program. Is it enabling a strong risk-aware culture across the enterprise? Is it founded on a strong risk governance framework and tone at the top? Is it well-integrated across the three lines of defense? Asking these kinds of questions is the first step towards improving risk maturity.
Ultimately, a strong risk management program is one that is agile and integrated. It helps organizations clearly understand the relationships between various risks—ranging from regulatory to reputational risks—as well as their impact on strategic objectives. It also empowers decision-makers with the insights they need to drive business performance and to protect enterprise value.
To learn how you can strengthen your organization’s risk management maturity, attend this webinar where our experts will discuss:
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