November 4
Here is the latest edition of the agenda. As we approach the event, we will be adding speakers and sessions to enhance your experience. To stay informed, please register your interest
 | Lisa Kalscheur,Chief Marketing Officer,WeaveAI |
Key topics
- Assessing how technology, AI, cyber threats, and operational resilience are transforming risk exposure
- Understanding emerging supervisory priorities and industry expectations
- Evaluating the impact of increasing interconnectedness, concentration risk, and dependency across operational ecosystems
- Identifying the capabilities and operating models required to manage the next generation of operational risk
 | Shirley Jiang,Managing Director & Chief Operational Risk Officer,Bank of China USA |
Key topics
- Identifying the most significant operational risk shifts impacting firms today
- Comparing how organisations are restructuring risk, cyber, resilience, and technology functions
- Evolving expectations around operational risk ownership and accountability
- Assessing where firms are investing in tooling and governance transformation
 | Prasad Kodali,MD, Head of Non-financial Risk Management,SMBC |
Key topics
- Managing duplication across global regulatory regimes
- Balancing compliance obligations with risk effectiveness
- Identifying distortion caused by regulatory divergence
- Evaluating feasibility of regulatory synchronisation
 | Antonio Gonzalez,Former National Bank Examiner,OCC |
 | Spruille Braden,Head of Enterprise Resilience,MassMutual |
 | Phil Gledhill,Supervising Examiner, Operational Risk and Resilience,Federal Reserve Bank of New York |
 | Lee Marks,Global Head of Operational Risk,Prudential Financial |
Key topics
- Clarifying fragmented ownership and accountability across functions
- Strengthening escalation paths and decision-making structures
- Identifying where silos create duplicated or conflicting risk activity
- Assessing how integrated operating models can reduce friction and improve coordination
 | Ine Lolomari,Managing Director – Head of Capital Markets Operational Non-Financial Risk,BMO |
Key topics
- Analysing how incentives influence operational risk behaviour
- Identifying the role of informal workarounds and cultural norms
- Examining how organisational behaviour weakens escalation and challenge processes
- Assessing whether firms can realistically measure and manage behavioural risk
| Ine Lolomari,Managing Director – Head of Capital Markets Operational Non-Financial Risk,BMO |
 | Martin Liljeblad,Head of Operational Risk,Revolut |
 | Fusako Nitta,Director, Operational and Third Party Risk Manager,Daiwa Capital Markets America Inc |
 | Sara Ricci,Former Global Head of Oversight and Control-Strategic Sourcing,JP Morgan |
 | Ron Eisenberg,Head of Operational Risk,Citibank Canada |
 | Matthew Moore,Director, Operational Risk,Barclays |
| Phil Gledhill,Supervising Examiner, Operational Risk and Resilience,Federal Reserve Bank of New York |
 | Sandeep Maira,Former Head, Enterprise Risk, Compliance and Reg Technology,BNY Mellon |
Key topics
- Addressing fragmentation in data ownership and architecture
- Resolving inconsistencies in data definitions across risk reporting
- Reducing noise and improving signal quality in reporting
- Defining meaningful executive risk indicators and predictive KRIs
 | Matthew Moore,Director Operational Risk Management,Barclays |
Key topics
- Understanding how interconnected risks amplify operational disruption
- Identifying hidden cross-domain dependencies
- Assessing capability to model cascading operational failures
- Analysing how failures propagate across interconnected operational ecosystems
 | Maggie Bin Lai,Head of Enterprise Risk Oversight,American Express |
Key topics
- Clarifying definitions of risk, controls, and issues while reducing taxonomy inconsistencies
- Identifying why material risks are missed in RCSAs and ensuring assessments reflect operational reality
- Integrating forward-looking and scenario-based risk identification into operational risk frameworks
- Balancing standardisation, firm-specific approaches, and strategic decision-making versus compliance requirements
 | Ramon Flueckiger,Head of Operational Risk Control,UBS Bank USA |
Key topics
- Examining where operational risk and resilience frameworks still diverge in practice
- Defining integrated resilience across governance, service mapping, data, and reporting
- Translating resilience mapping into meaningful testing, scenario exercises, and war-gaming
- Strengthening impact tolerance frameworks and end-to-end recovery capability
| Ron Eisenberg,Head of Operational Risk,Citibank Canada |
Key topics
- Examining why operational risk frameworks often optimise for compliance rather than operational effectiveness
- Understanding how governance complexity slows escalation, decision-making, and organisational responsiveness
- Embedding predictive indicators, scenario thinking, and operational intelligence into day-to-day management
- Redesigning operational risk operating models to support proactive and strategic decision-making
 | Mandar Rege,Senior Managing Director – Technology, Cybersecurity, Resilience,State Street |
 | John Sayers,Head of Institutional Securities Group Operational Risk coverage,Morgan Stanley |
 | Mariana Almeida,Former Head of Non-Financial Risk Americas,ING |
 | Jay Wojciechowski,SVP Operational Risk Director,Huntington National Bank |
Key topics
- Identifying where firms may be underestimating interconnected operational exposure
- Exploring how cyber, AI, third-party, and technology dependencies could combine into future systemic failures
- Assessing whether current operational risk frameworks can identify emerging threats early enough
- Evaluating whether organisations are genuinely becoming more predictive or simply more complex
 | Preety Tulsian,Head of Third Party/IT Risk/Resilience,Scotiabank |
Key topics
- Strengthening coordination between cyber, operational risk, resilience, and technology teams
- Evaluating organisational readiness for evolving cyber threat scenarios
- Identifying where cyber incidents trigger wider operational disruption
- Clarifying escalation and response responsibilities during cyber events
 | Prakash Sharma,SVP Head of Technology Controls Environment,Northern Trust |
 | Thomas Kartanowicz,CISO, Europe and Americas,Standard Chartered |
Key topics
- Distinguishing new AI risks from existing risk categories
- Exploring non-linear and emergent AI risk behaviours
- Assessing adequacy of current risk frameworks for AI
- Classifying unknown or poorly understood risk types
Key topics
- Understanding the “human-in-the-loop” requirement and its operational impact
- Assessing increased workload from AI validation and monitoring
- Managing the growth in vulnerabilities and control requirements
- Evaluating whether organisations have the capacity to scale AI safely
 | Vaughn Alliton,SMD, Head of Technology Risk & Compliance,TIAA |
Key topics
- Clarifying definitions of third parties across different business models
- Mapping dependencies and across vendors and cloud providers
- Evaluating systemic exposure concentration and resilience limits across critical ecosystems
- Addressing visibility gaps and information asymmetry in third-party risk
 | Julie Pombert,Senior Director, Operational, Fraud and Third-Party Risk Management,National Bank of Canada |
 | Lee Marks,Global Head of Operational Risk Management,Prudential Financial |
| Phil Gledhill,Supervising Examiner, Operational Risk and Resilience,Federal Reserve Bank of New York |
Key topics
- Examining why operational risk remains difficult to quantify credibly
- Assessing how firms measure operational exposure beyond historical loss events
- Evaluating how scenario analysis can support resilience investment decisions
- Identifying where weak measurement distorts prioritisation and resource allocation
