Working With Us

Every client risk response and treatment plan is as unique as the threats and competitive pressures they face. Developing and executing an effectively integrated risk management program can prevent unexpected outcomes. We visualize risk as a bell curve, that can be shaped and manipulated, by making business decisions to take advantage of new opportunities or avoid unnecessary risks. Strategic risk has the most dramatic impact on a firm’s overall performance. Our methods are critical components of comprehensive strategic risk reduction initiatives

Board Risk, Enterprise Risk & Cybersecurity

Strategic goals are supported by a mission critical business process. The ability to effectively maneuver within agreed upon risk tolerances consistently is difficult to …learn more.

Traditional risk registers and risk profiles from business units are valuable tools for establishing and remaining within an organization’s risk tolerances. Designed to measure …learn more.

Effective risk management requires analyzing top threats and establishing a financial model to describe the potential operational impacts. The FAIR™ cyber risk framework is …learn more.

The latest ACFE Report to the Nation estimates the total losses annual loss to fraud is in excess of $7B. With a median loss per case of $130,000.00 and a median duration of …learn more.

Most people believe they understand the core business processes they rely on every day to complete routine tasks. Digital transformation initiatives promise to increase …learn more.

In our increasingly digitized society, many have adopted the mantra ‘Data is the new Oil.’ Like any valuable commodity that can be transported and monetized, data …learn more.

Effective use of resources and capital is everyone’s responsibility. Yet, many strategic programs, capital expenditures, and audit finding remediation activities not …learn more.

If ‘Data is the new oil,’ then applications could be compared to refineries, databases would be digital oil tankers, and the networks they use to communicate would be …learn more.

Government and industry regulators bring a unique type of risk to most organizations. Devastatingly disruptive events can be handed down by these bodies. Sanctions …learn more.

Organizational resiliency is focused on ensuring that core business functions continue to be available during a disruptive event. There are no indicators the frequency or …learn more.

There are many competing priorities for the time and attention for every organization’s senior leadership team. Diversification of experience, age, demographics …learn more.

Many risks cannot be avoided completely. Despite an ever-expanding array of threats and a steady increase in protection spending, humans continue to be the weakest …learn more.

Transferring risk via insurance is a classic method to reduce the financial impact of a disruptive event. British merchants began spreading their risk and rewards by underwriting …learn more.

Organizations prioritize risk and remediation activities to achieve an acceptable level of residual risk. For Boards of Directors and the C-Suite, there can be lingering concerns that …learn more.

As a follow-up to the Simulation and Continuity of Operations strategy development, this activity focuses on defining the actual test and organizational capabilities required to …learn more.

The goal of most organizations is to grow. There are five fundamental ways to expand a business. Organic growth requires a strong commitment to creating truly innovative …learn more.

Setting a comprehensive simulation and testing strategy is the cornerstone to establishing a genuine ‘trust but verify’ oversight capability. This strategy should be comprehensive and built …learn more.