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Peadar Duffy

Peadar Duffy

Peadar Duffy is founder and chairman of Risk Management International (RMI) a firm that has been advising clients in relation to risk in Ireland and internationally for more than 20 years. He is a member of the International Organisation for Standardization (ISO) TC 262 Working Group 2, which is currently undertaking a review of the global standard for risk management (ISO 31000).

At RMI, he has been at the leading edge of risk professionalism and assisting companies to manage strategic risks to their business model. Being a former officer with the Irish Defence Forces, he has taken first-hand military experience to the boardroom in helping businesses develop superior risk analysis and in conducting crisis scenarios with senior management teams in major corporations and businesses of strategic national interest. He provides thought leadership and a pragmatic approach as a strategic overlay to risk traditionalists and has seen risk management grow from board room buy-in, as a compliance imperative, to board room traction as a competitive countermeasure post the Global Financial Crisis.

Duffy’s professional experience encompasses enhancing risk professionalism and capability, strategic planning, setting objectives, developing risk appetite and tolerance statements, chairing risk framework committees, monitoring enterprise risk performance, advising on critical national infrastructure and devising responses when abnormal and adverse events occur. Working across multiple sectors over two decades, he developed a global perspective on risk that is today undergoing cathartic change where pace of change is the new constant, and threats to reputation, data and critical IT systems have become persistent and pervasive.

Specialties include:

1. Protection of the business model
2. Delivering “built-in” vs. “bolt on” risk management, increasing the likelihood of achieving business objectives and outperforming less responsive competitors
3. Providing demonstrably credible safeguards
4. Building and strengthening organizational resilience
5. Providing “turnkey” solutions with rapid deployment and immediate benefits

Recent Articles by Peadar Duffy

Dead Reckoning and Board Risk

There is a navigational term called “dead reckoning.” It is taken from the period before radar and GPS. Back then, navigators used the sun and the stars to get from point A to point B, until point B got to within sight. It worked as follows: Once you knew where you started, knew where you […]

How to Link Risk and Strategy

This is Paper 5 of a series of five on the topic of risk appetite and associated questions. The author believes that enterprise risk management (ERM) will remain locked in organizational silos until boards comprehend the links between risk and strategy. This is achieved either through painful and expensive crises or through the less expensive […]

How to Develop ‘Risk Maturity’

This is Paper 4 in a series of five on risk appetite and associated questions. The author believes that enterprise risk management (ERM) will remain locked in organizational silos until boards comprehend the links between risk and strategy. This is achieved either through painful crises or through the less expensive development of a risk appetite […]

How to Understand Your Risk Appetite

This is Paper 3 of a series of five on risk appetite and associated questions. The author believes that enterprise risk management (ERM) will remain locked in organizational silos until boards comprehend the links between risk and strategy. This is achieved either through painful crises or through the less expensive development of a risk appetite […]

How to Understand Your Risk Landscape

This is part two of a series of five on the topic of risk appetite and its associated FAQs. The author believes that enterprise risk management (ERM) will remain locked in organizational silos until boards are mobilized in terms of their comprehension of the links between risk and strategy. This is achieved either through painful […]

Risk and Strategy: How to Find the Links

This is the first paper of a series of five on the topic of risk appetite. Understanding of risk appetite is very much a work in progress in many organizations. The author believes that enterprise risk management (ERM) will remain locked in organizational silos until boards are mobilized and comprehend the links between risk and […]

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