Diagnosis
Objectives, processes, events, losses, existing controls and information gaps.
Consulting · Risk · Internal control
Risks in sight.
Control embedded in processes.
I help build a practical risk-management system: from diagnosis and risk mapping through owners, control procedures, indicators and regular monitoring.
When this matters
Leadership learns about problems too late
Risks are discussed ad hoc and are not connected to decisions and the budget.
Controls exist on paper but are not embedded in day-to-day processes.
Accountability is diffuse across departments and management levels.
Reporting is overloaded and key deviations go unnoticed.
The business changes faster than regulations, authorities and the control environment.
Project scope
A managed system
of risks and controls.
Risk architecture
Classification, assessment criteria, risk appetite, owners and escalation procedures.
Control procedures
Preventive and detective controls, authorities and evidence of execution.
Monitoring
Key risk indicators, KPIs, management reporting and review cycles.
Delivered result
What the team gains
Map of material riskswith priorities, root causes, impacts and accountabilities
Risk-and-control matrixmapped to real processes and documents
Change plantimelines, owners, resources and milestone gates
Management monitoringwithout excess reporting or cosmetic indicators
Credibility
Practical experience — from audit to management decisions
I have worked with internal, operational and shareholder control, risk management and methodology in banks, investments, telecoms and manufacturing. Professional background includes CIA qualification and involvement in the Russian professional community of internal auditors.
Project format: diagnosis identifies priority risks, scope of work, timelines and the need to engage legal, tax or sector-specific expertise.
First step
Describe where manageability is lost
In our first conversation we will agree the context, critical areas and a reasonable scope for diagnosis.
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