A scaling company needs a Chief Risk Officer’s judgment long before it can afford a Chief Risk Officer.

Growth brings new markets, new products, and new counterparties. Each one adds exposure. However, most companies at this stage have no one whose job is to track that exposure. Consequently, risk gets handled reactively, usually after something goes wrong.

Retained Risk Advisory offers a practical middle path. You get the judgment of a CRO on a monthly basis, without the full-time salary.

Who This Suits

This model fits three kinds of business. First, scaling companies that are growing faster than their governance. Second, regulated entities that must show regulators a working risk function. Third, companies expanding across Asia, where each new market brings different rules.

If you hold a licence from the Monetary Authority of Singapore or the Securities and Futures Commission, a risk function is not optional. It is part of what regulators expect to see.

The Monthly Brief

Each month, we send a brief written for your business. It covers regulatory developments that affect your licences, changes in the insurance market that affect your cover, and claims trends in your sector.

Because the brief focuses on your business, you see the impact quickly. Your team does not need to read every consultation paper to know what matters.

Quarterly Reviews

Every quarter, we review the risk register, the status of your risk programme, and the regulatory horizon with management. We check which risks have moved, which controls have weakened, and which new exposures have appeared.

These reviews also give your board a steady, documented record. Over time, that record shows investors and regulators how seriously the company takes risk.

Contract Reviews

New agreements often hide risk in the small print. Indemnities can shift liability onto your company. Liability caps can leave you exposed. Insurance requirements can be harder to meet than they look.

We review the risk-relevant clauses in new contracts before you sign. Therefore, you negotiate with the risks in view, not after a dispute has started.

Incident Support: Call Us First

When something goes wrong, the company should call us first. We help you understand what your cover responds to, which notifications are required, and what the next steps should be.

This matters most in the first 48 hours. During Cybersecurity Month, that point is worth repeating. The first two days of a cyber incident often decide most of what follows, including recovery costs, regulatory attention, and the trust of customers. A clear plan from the start makes a real difference.

How It Starts

The relationship starts the same way as every engagement: with a 30-minute discovery call. We learn about your business, your markets, and your concerns. Then we agree on whether retained advisory is the right fit.

There is no long commitment before you see the value. You talk to us, we show you what a risk function would look like for your business, and you decide from there.

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Ready to see what a part-time CRO could do for your company? Book a 30-minute discovery call.

Renewals check your cover. They don’t check your risks.

Most growth-stage companies renew their policies every year. However, few ask what risks the business actually faces or which ones matter most. Fewer still check whether their existing controls work.

An Enterprise Risk Assessment starts with those questions. Insurance may be one answer, but it is rarely the first step.

Start With the Business, Not the Policy

Before we look at any single risk, we map your strategy, operations, markets, people, and technology.

This gives us three things. First, the risks that could stop you hitting your objectives. Second, a clear picture of who is exposed and where. Third, context from leadership, not just paperwork.

You can’t manage risks you haven’t named.

See Your Risk on One Map

We score every risk for likelihood and impact. Then we test each one against the controls you already have.

The output is a populated risk register and a heat map. Our team checks how well each existing control actually works. As a result, your board can see residual exposure at a glance.

You can’t prioritise what you can’t see.

Four Ways to Treat a Risk, Not One

For every material risk, there are four options: avoid it, reduce it, transfer it, or accept it.

The right choice depends on your risk appetite. For each priority risk, we build a treatment plan. Insurance gets considered where it fits, not by default. Likewise, every choice is matched to your stage, not to a multinational’s budget.

The right answer isn’t always a policy.

Fix the Biggest Risks First

A long list of risks is hard to act on. Therefore, we turn the assessment into a roadmap with a clear order of work.

Each action is ranked by impact and urgency. Quick wins come first, while longer projects follow. Finally, every step has a named owner.

A prioritised list gets done. A long list gets filed.

Keep Risk on the Board Agenda

Risk changes every quarter as you grow. A one-off review goes stale quickly. That is why we set up the oversight that keeps the picture current.

In practice, this means a named owner for every material risk, indicators that flag change early, and a reporting rhythm your board and investors can trust.

Know where you stand before anyone asks.

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An Enterprise Risk Assessment is built for emerging technology companies from Series A to D. Find out more and start the conversation.

Insurance tells you what you bought. Risk management tells you what to do next.