Recorded live at Optro CRX 2026, this episode of Risk Is Our Business features Captain Michael Rasmussen in conversation with Jan Murry and Rachel Nelson of GE Aerospace, exploring how internal audit can keep pace with a business environment where change rarely waits for traditional assurance processes to catch up.

The conversation begins with a familiar question about what keeps risk and GRC leaders awake at night. For Jan and Rachel, one of the greatest concerns is whether their organizations and teams are responding to change quickly enough. Drawing on their experiences at GE Aerospace, they discuss some of the biggest challenges they have encountered, the lessons learned along the way, and why breaking down organizational silos is essential to effective risk management.

They also examine what bad risk management looks like and how organizations can avoid repeating familiar mistakes. A central part of the discussion focuses on GE Aerospace's internal audit technology transformation and how Jan and Rachel worked to align that effort with broader enterprise objectives. Rather than treating the implementation of new technology as an achievement in itself, they explain the importance of demonstrating measurable business value and ensuring that innovation improves how the function operates.

The conversation then turns to artificial intelligence and the challenge of balancing rapid technological innovation with the governance and security requirements of a global aerospace company. Michael, Jan, and Rachel explore how organizations can embrace emerging capabilities while maintaining the oversight, discipline, and accountability needed to manage the risks that accompany them.

They also discuss the human side of transformation, including the cultural shifts and change management strategies required to make new ways of working stick. From encouraging user adoption to establishing standardized processes and consistent execution, Jan and Rachel share how meaningful transformation depends as much on people and organizational alignment as it does on technology.

In this episode of Risk Is Our Business, Captain Michael Rasmussen welcomes Jannie Wentzel and Andrew Gunter, Partner and Principal GRC Consultants at Cential, for a candid conversation about where risk management and GRC go wrong, particularly inside American organizations, and what it takes to set a better course.

Jannie and Andrew take the helm for much of the discussion, beginning with the bad. They explore the habits, structures, and assumptions that leave risk and compliance programs disconnected from the business, including approaches built around satisfying requirements rather than helping organizations understand uncertainty and make better decisions.

The conversation turns to the state of risk management in the United States and some of the recurring weaknesses they encounter in practice. Rather than treating those problems as inevitable features of GRC, they examine what organizations can do differently and why effective risk management begins with understanding the business, its objectives, and the decisions people are actually trying to make.

From there, the discussion moves naturally into what good risk management looks like. Jannie and Andrew draw on years spent working directly with organizations to discuss the importance of alignment, practical processes, clear ownership, and GRC programs designed around business value rather than bureaucracy.

More than a prescribed tour through frameworks and methodologies, this episode is a practitioner-led conversation about the state of the profession and the course corrections that can turn GRC from an obligation into something the business genuinely wants on the bridge.

In this episode of Risk Is Our Business, Captain Michael Rasmussen welcomes Rookie Nagtalon, technology executive, strategist, and AI advocate, for a conversation about how governance, risk, and compliance are evolving in one of Asia's fastest-changing digital economies.

The discussion begins with the realities keeping Philippine organizations awake at night. From increasingly complex regulatory requirements to the rapid adoption of artificial intelligence, Rookie explains how organizations are balancing innovation with governance while strengthening the people, processes, and technologies that underpin effective risk management.

Michael and Rookie explore what makes the Philippine approach to risk and compliance distinctive, where organizations continue to mature, and why developing AI capabilities, improving workflows, and investing in the right skills have become strategic priorities. They also examine the remarkable diversity of the Asia-Pacific region, arguing that there is no single APAC model for GRC and discussing how the Philippines is helping shape regional thinking around digital transformation and modern governance.

Artificial intelligence remains a central theme throughout the conversation. Rookie shares his perspective on AI governance, AI risk, and why successful AI initiatives depend less on sophisticated models than on trustworthy, well-governed data. The discussion also explores the current state of AI regulation in the Philippines and how organizations can prepare for a regulatory landscape that continues to evolve alongside the technology itself.

The episode concludes by looking toward 2030, considering how governance, risk, and compliance may change over the coming years and what organizations can do today to build the capabilities they'll need for tomorrow. It's a thoughtful discussion about leadership, technology, and why the future of GRC will belong to organizations that combine innovation with disciplined governance.