Enterprise risk management

Yeah, we have

several of our strategic and enterprise risk management council members have written on or spoken on scenario planning and strategic risk management in this context.

So it sounds like your ideas are going to resonate with them.

And they may agree or disagree.

Yeah.

So we got that and...

So now we've got this idea of – this broader idea of interconnectedness in risk management, in enterprise risk management.

This is also something that the Strategic and Enterprise Risk Management Council has written on.

That's the credit unions decision.

So it goes back to Steve's thing when Examiner says, improve your risk management program, hire a chief risk officer, develop an ERM program.

I don't think examiners quite understand that those asks are potentially millions of dollars.

They're not something you can do in the normal course of business, like an exam finding.

It's a failure of corporate governance that got them into trouble most of the time.

Not all the time, but most of the time.

It was never in writing and CUA said, hey, credit unions don't need ERM programs when I was the director of special actions.

for a billion-dollar credit union if they got a Code 4 rating, came into special actions.

That's the credit unions decision.

So it goes back to Steve's thing when Examiner says improve your risk management program, hire a cheap risk officer, develop an ERM program.

I don't think examiners quite understand that those asks are potentially millions of dollars asks.

They're not something you can do in the normal course of business like an exam finding.

It's a failure of corporate governance that got them into trouble most of the time.

Not all the time, but most of the time.

It was never in writing and CUA said, hey, credit unions don't need ERM programs when I was the director of special actions.

for a billion dollar credit even if they got the code for rating came into special actions i wasn't letting them out until they were well down the path with a fully established erm program because those are the things to make sure they don't ever come back into special actions again and i found over my career over the 2000s like even you go through the last recession in 2008 and stuff's The credit unions in California and on the West Coast, Washington, Oregon, that had ERM programs in place before that recession, none of those guys ended up as Code 4s or troubled credit unions.

That will create difficult privacy questions.

Let's translate this into enterprise risk.

Muse can enter a company through the front door or the side door.

The front door is as a model provider.

Hello everyone, this is Kripa Anand and welcome to the Canadian SME Small Business Podcast.

Today we break down commercial credit underwriting, enterprise risk modelling and the strategic financial parameters required to unlock debt capital in Canada.

In 2026, protecting a growing firm from tightening bank regulations and credit rejections requires moving past basic banking requests to implement rigorous risk mitigation modeling and a master data approach to commercial adjudication.

Joining us today is Tonia Omenyi, Manager of Commercial Credit and Enterprise Risk at Alterna Savings.

and also she is the co-founder of WOM Economics organization.

Tonia is an economist and risk professional who has driven operational impact across international central banking, commercial lending, and economic development consultancies.

So thanks a lot for, you know, reminding us about the importance of that.

Now, let's transition into the career development landscape and analyze the structural roadblocks keeping diverse professionals out of risk analytics.

Thanks, Hannah.

John Celona leads SDG's risk management initiative and is an instructor in the Stanford Center for Professional Development's Enterprise Risk Management course and our new course in strategic decision-making to manage risk in healthcare organizations.

John has a law degree and more than twenty-five years of experience in consulting.

Welcome, John.

The question is how one actually does that.

Board-level involvement and sponsorship, plus integration with business planning, uh, processes are certainly important, but suppose your organ-- organization actually has these.

The question is, what would the ERM staff actually be doing to create value? This chart illustrates the journey of enterprise risk management from purely transactional defensive risk management to the more common advanced management of risks deployed in modern risk management programs today.

The holy grail in enterprise risk management is to, is to move towards strategic risk management that holistically deals with not only the downside of risk, but of at least equal importance, the upside of risk.

And yet somewhere in that clean, frictionless surface, something is quietly wrong, and the only thing standing between a small anomaly and a serious problem is a human being who knows what questions to ask.

Today, we're digging into five areas where human skills are becoming the real competitive edge in always-on commerce: treasury, enterprise risk, B2B payments, regulatory technology, and market infrastructure.

By the end of this episode, you'll understand what those skills actually look like in practice, why they're becoming harder to find, and what it means for anyone building a career in finance right now.

I've got someone here who has been deep in this material, and I wanna start with a question that I think cuts right to the heart of it.

That kind of end-to-end literacy is what separates a treasury analyst from someone who just reads outputs.

Okay, so treasury is about interpretation and skepticism.

Let's move to enterprise risk management because that feels like a different kind of challenge.

It is, and in some ways it's the most urgent one.