The typical Chief Risk Officer’s inbox is pretty full these days. Gone are the days of simply overseeing the implementation of a risk management framework and helping the board to manage within risk appetite. In order to add value at the executive table, CROs need to be playing attack (how do we harness opportunities?) as well as defence (how do we mitigate threats?). Riding the wave of industry disruptors implies bringing together a number of strands and pressures on the modern enterprise: operational resilience, sustainability, ethics and brand value are all live topics.