Author archives: Ian Moorhouse

The workplace feels different today. Whether it is “forced” return-to-office mandates, restructuring, increasing regulatory pressure, economic uncertainty, or evolving expectations around work-life balance, organizations are navigating an environment filled with tension and change. For Compliance and Risk leaders, this creates a unique challenge. Our role often requires difficult conversations, uncomfortable decisions, escalation of issues, and …

Continue reading “Psychological Safety in Compliance and Risk Leadership”

Change is inevitable has been the corporate mantra for years, and is often framed as a strategy exercise, a technology upgrade, or an operational improvement initiative. But for risk managers, change represents something deeper which is uncertainty introduced into systems, people, culture, and decision-making processes. In my view, now more that ever with the advances …

Continue reading “Change is inevitable, How about Risk Management?”

A recent conversation reminded me of something uncomfortable—but important. Experience, which we often wear as a badge of credibility and honour, can quietly become a barrier to new thinking. Which got me thinking. In risk management, experience is invaluable. It sharpens judgment, builds pattern recognition, and helps us anticipate issues before they materialize. But it …

Continue reading “Preconceived Notions and Risk Management”

Recently, I received notice of a registrant that admitted to supervision failures and paid a significant regulatory fine. It prompted me to revisit an experience from a few years ago — an interview process that, in hindsight, reinforced one of the most important lessons for any compliance or risk professional: we do not just take …

Continue reading “Lending Your Reputation as a Compliance Officer”