In this transmission of Risk Is Our Business, host Michael Rasmussen connects over comms with Tim Leech, pioneer of Objective Centric Risk and Uncertainty Management (#OCRUM), longtime board advisor, and someone who’s spent decades trying to rescue enterprise risk from the black hole of checkbox compliance.

Recorded over a long-distance call (no transporters this time), this episode dives straight into the uncomfortable truth of modern ERM often being more about optics than outcomes. Tim and Michael dismantle the illusion of risk registers and heat maps, exposing how many programs are built to pacify boards and regulators rather than support real decision-making.

But Tim doesn’t stop at critique. He offers a new model, one where risk starts with the people who actually run the business, where strategy sets the coordinates, and where the board isn’t kept in the dark behind colored charts but engaged with objective-driven insight.

Together, they explore how to overcome resistance across the enterprise, align the crew, and finally bring risk back to the bridge—not as an afterthought, but as a core navigational system.

If your program is still flying blind on outdated frameworks, it’s time to recalibrate.

In this starlog entry of Risk Is Our Business, recorded live at the Risk-In Conference in Zurich, Captain Michael Rasmussen sits down with Pascal Busch, Global Head of ERM & BCM at Acino and creator of VirtueSpark, for a deep-space transmission on the future of enterprise risk.

What keeps a seasoned risk commander up at night? Pascal opens up about the unknown anomalies in the system, such as inefficiencies, blind spots, and missed signals that still plague too many GRC programs. But he’s not just scanning for threats, he’s building the future. From digital twins to decision intelligence, Pascal charts a course toward a risk program that’s faster, smarter, and fully integrated into the mission of value creation.

Together, they explore where his tech journey is today, where he wants it to be in two years, and how risk professionals can move from compliance copilots to strategic navigators, guiding organizations through the turbulence of uncertainty with precision and purpose.

If your risk program feels stuck in the past, it’s time to reroute power to the engines. Because as Pascal makes clear, the future of GRC isn’t about avoiding risk, it’s about managing it at warp speed.

In this episode of Risk Is Our Business, Michael Rasmussen welcomes Stefan Gershater, Head of Risk and Governance at the Co-op, for a bold and unflinching conversation that challenges the very foundations of modern risk management.

Broadcasting from the front lines of strategic uncertainty, Stefan shares insights from his forthcoming book, a deep critique of the risk orthodoxy shaped by accounting firms, software vendors, and low expectations. He argues that what passes for risk management in many boardrooms is little more than a comforting illusion—one that fails to serve strategy, enable decisions, or engage with the complexity of the real world.

Together, they explore the good, the bad, and the ugly of today’s risk practices, from the myth of “risk appetite” to the misuse of assurance resources and the danger of chasing frameworks over outcomes. But this isn’t just a teardown, it’s a mission briefing. Stefan lays out how risk can be reimagined as a cognitive, analytical, and strategic asset that improves decision velocity and organizational intelligence.

For risk professionals ready to break orbit and leave behind the gravitational pull of mediocrity, this episode is both roadmap and rallying cry.

Recorded live at Corporate Risk Minds 2025 in Berlin, this episode of Risk Is Our Business features a conversation with Florian Worm—risk technologist, modeling expert, and one of the sharpest minds charting the next frontier in enterprise risk.

Florian joins Michael Rasmussen on the bridge to explore the processes and paradigms reshaping risk management in a world where volatility is no longer an anomaly, it’s the environment. Together, they examine the limitations of legacy frameworks, the regulatory gravity of IDW PS 340, and why good risk quantification requires more than Monte Carlo curves and dashboards. In a galaxy of noise, it’s about decision-useful insight, grounded in rigor and relevance.

At the heart of the episode is a deep dive into digital twins, not as sci-fi theory, but as a real-world capability to simulate risk environments, explore alternate futures, and make better decisions in real time. Whether you're scanning for weak signals, stress-testing for resilience, or mapping out mission-critical paths, digital twins are fast becoming the warp core of forward-looking risk.

For those ready to chart a new course, this episode offers a shift from static risk logs to living systems, where uncertainty is mapped, modeled, and understood.

In this episode of Risk Is Our Business, Michael Rasmussen charts a course with Klaus Jaeck and Daniel Cassel of Horváth to explore the next frontier in enterprise risk management, where resilience is just the baseline, and business confidence is the true objective.

Recorded at Corporate Risk Minds 2025 in Berlin, Klaus and Daniel offer a sharp perspective on how risk management is evolving across the region, moving beyond regulatory routines and static controls into dynamic systems that align risk with strategy, trust, and decision-making agility. They unpack why trust and resilience, while critical, aren’t enough on their own, and why organizations need something more to thrive in the vast unknowns of modern business.

They also take us deep into the heart of GRC transformation in Germany—what’s working, what’s lagging, and how digitalization, ESG, and a growing risk consciousness are reshaping expectations. The conversation explores how risk leaders can act less like tactical responders and more like bridge officers, guiding the ship, not just guarding the hull.

And yes, they have fun along the way. As Klaus and Daniel say, “no risk, no fun”, but with the right GRC model, it’s a mission worth taking.

In this episode of Risk Is Our Business, Michael Rasmussen beams into EY Germany to speak with Patrick Risch and Benjamin Lüders, two senior officers on the frontier of governance, risk, and compliance transformation. Together, they explore how to navigate the multidimensional challenges of orchestrating GRC across systems, silos, and starships, otherwise known as modern enterprises.

Their mission is to create a unified command structure where GRC isn't just a regulatory afterthought, but an enterprise-wide operating model aligned with strategy, resilience, and purpose. From aligning core processes to enabling agility with cutting-edge technology, Patrick and Benjamin map out how successful organizations are shifting from fragmented control systems to integrated, mission-ready frameworks.

They also introduce the concept of digital twins, not as a sci-fi abstraction, but as real-time simulations of organizational ecosystems that help leaders monitor, adapt, and course-correct with greater precision. It’s a new model of GRC that reflects the living, breathing dynamics of business.

Finally, they reflect on the unique risks and opportunities facing German companies as they transition from traditional governance models to more dynamic, tech-enabled approaches. It's a sector where regulations are strict, expectations high, and the path to transformation requires both cultural alignment and technological firepower.

If your enterprise is preparing for deep space exploration, or simply the next compliance cycle, this episode offers a navigational chart for GRC leaders ready to break free of orbit.

In this episode of Risk Is Our Business, Michael Rasmussen beams up Graeme Keith, mathematician, strategist, and CEO of Stochastic ApS, for a charged discussion on the fundamental divide between Risk Management 1 and Risk Management 2. Spoiler alert: most organizations are stuck in RM1, clinging to risk registers, risk appetite statements, and heatmaps that do little more than appease auditors. But as Graeme explains, like the Kobayashi Maru, those are unwinnable exercises that distract from supporting decisions with logic, evidence, and quantitative clarity.

Together, they dissect the common symptoms of bad risk management: using the wrong method in the wrong context, misunderstanding what “quantification” really means, and misapplying Monte Carlo simulations in a sea of poorly designed software tools. Graeme expands on his recent GRC Report article The Misery of Risk Matrices, pushing back on the false sense of security these subjective tools create. He argues that the real R in GRC should stand for risk-informed decision-making, not retroactive compliance filler.

The episode also unpacks why the growing push toward quantification often defaults to Monte Carlo analysis. Graeme offers a breakdown of where Monte Carlo simulations shine, where they fail, and what risk leaders should be asking when evaluating quantification tools and methodologies.

At warp core, this conversation is about upgrading risk from visual comfort to strategic relevance, from vague heatmaps to models that support action under uncertainty. If you’re ready to move beyond the checkbox galaxy and into the decision-making nebula, The Wrath of Math is required listening.

In this episode of Risk Is Our Business, Michael Rasmussen beams aboard Kristina Wiese Tranberg, ESG compliance leader, AI ambassador, and creator of the GRC board game GRC Master, for a lively discussion on making governance, risk, and compliance not only effective, but engaging.

With more than two decades of experience steering internal control transformations and operationalizing ESG strategy, Kristina brings a rare blend of strategic rigor and creative energy to the command deck. Together, they explore the human side of GRC, why success isn’t just about tools or frameworks, but about building cultures that do GRC, not just buy it.

Kristina shares how she developed GRC Master to make training more accessible, memorable, and yes, fun. From cross-functional collaboration to AI integration, she explains how gamification can build real fluency in GRC while strengthening control environments across the enterprise.

As they chart the path toward adaptive, people-centered operating models, it becomes clear that in the future of GRC, the technology may power the ship, but it’s the crew that makes the mission possible.