Risk Management and Compliance Functions
Robert Geary is the founder of Greenwich Risk Management Advisory Services “LLC” and services as the principal consultant on many of the firm’s consultancy mandates.
Robert has been a banking and finance industry professional for 49 years with 34 years serving in a variety of senior Treasury, financial markets, asset management and risk management roles at JP Morgan Chase & Co. During his career with JP Morgan Chase he served in the following positions:
- Head of Chase Manhattan Bank’s euro and other offshore funding activities
- Chase’s first Asia/Pacific Area Treasury and Financial Markets Executive located in Hong Kong with responsibility for the treasury, currency trading/sales activities and securities portfolios of Chase’s branches in nine countries that included the major centers of Japan, Hong Kong and Singapore
- Western Hemisphere Area Treasury and Financial Markets Executive with similar responsibilities for Chase’s branches in South America, Canada, Panama and Puerto Rico
- National Sales Manager for Chase Securities
- Treasury and Financial Markets General Manager for Chase AMP Bank in Australia
- Risk Management and Treasury Executive for Chase’s Asset Management and Private Bank organizations
- Head of the risk management oversight function of Market, Credit and Operational Risk for Chase Asset Management
- Managing Director and Head of Fiduciary Risk Management for the Corporation.
During Robert’s career he has served on the Board of Directors of Chase Manhattan Overseas Banking Corporation as well as having served on numerous senior committees that included Chase’s Portfolio and Investment Strategy Committee, Tax Committee, International Asset/Liability Management Committee, Chase Investment Policy Committee, and Capital Markets & FX Risk Management Committee.
Prior to joining Chase, he held positions at Chemical Bank, Chrysler Financial Corporation and National Bank of North America.
Robert holds a BA degree in Economics from Pace University and did graduate studies in finance at New York University Graduate School of Business. He has held Series 7, 24 and 65 registrations.
He is a member and Past President of the New York Athletic Club and is currently a member of the Executive Advisory Board of St. John’s University Department of Accounting and Taxation.
The presentation will be prefaced by a review of the risk consequences that risk management and compliance functions are intended to prevent or at least, modify.
This follows with a review of how risk management and compliance functions differ and then interrelate.
Firstly, the presentation examines the roles and responsibilities of the compliance function. Specifically, it focuses on the function being responsible for the management and oversight of the defined rules, regulations and business guidelines that govern the activities of each business. It examines each compliance role in detail and will particularly address the creation of internal guidelines that address market exposures, counter party risk and credit risk.
Next, it addresses risk management which is focused on the overall risk management environment. Its roles and responsibilities are somewhat more abstract than compliance and include, but are not limited to, addressing risk conditions, appropriateness of risk levels, product risk stress testing, competency of staff taking risks, risks of new products, and development of risk management policies.
The second part of the presentation addresses nine actual business risk events. It will detail each event in terms of the nature of the event, what caused the event, the risk consequences experienced, risk preventives that were absent and what management practices should have been present. As noted, these events will demonstrate the importance of a solid risk management environment.
Areas Covered
- Compliance function roles and responsibilities
- Nature of the compliance function
- Specific areas of compliance oversight
- Risk Management function roles and responsibilities
- Nature of Risk Management function
- Specific areas of risk management engagement
- Examination of causes of risk events
- Consequences of actual risk events.
- Risk management failures
Course Level - Basic-Intermediate-Advanced
Who Should Attend
- CEOs
- Presidents
- CFOs
- Treasurers
- Auditors
- Risk Managers
- Compliance Managers
- Business Managers
Why You should Attend
Over the last 30 to 40 years, the management of risk has continued to become more sophisticated and is typically accomplished and overseen by the risk management and compliance functions within an organization. Unfortunately, all too often these functions are not always fully understood given there is a lack of appreciation of how they differ.
The first part of this presentation will focus on how these functions differ, but also interact in carrying out their respective missions.
The second part of this presentation will focus on nine actual business risk events that will generate significant insight into risk management failures. The events will be described, the consequences of the risk event displayed, the causes of the risk event discussed and the risk preventives that were lacking in each event. These case studies will drive home the importance of the risk management and compliance practices and will serve as a substantial educational experience in the management of risk.
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$200.00
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