UK

United Kingdom · Finance · C-Suite (20+ years)

Chief Risk Officer (CRO)

Here is the whole job, in plain words. What it is, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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  • Experience bandC-Suite (20+ years)
  • Reports toChief Executive Officer (CEO) and the Board of Directors
  • UK framework levelUsually an executive or board-level role

Also advertised as Chief Credit Officer · Head of Enterprise Risk · Group Risk Director

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

IRM's Level 5 International Certificate in Financial Services Risk Management Institute of Risk Management · Level 5 · covers 8 of 10 standards
CISI Level 3 Certificate in Investment Operations Chartered Institute for Securities & Investment · Level 3 · covers 6 of 10 standards
CISI Level 3 Extended Certificate in Investment Operations Chartered Institute for Securities & Investment · Level 3 · covers 5 of 10 standards
NQual Level 5 Diploma in Leadership and Management NQual · Level 5 · covers 2 of 10 standards
CISI Level 3 Certificate In Risk in Financial Services Chartered Institute for Securities & Investment · Level 3 · covers 2 of 10 standards
IRM's Level 5 International Certificate in Enterprise Risk Management Institute of Risk Management · Level 5 · covers 2 of 10 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Risk context, objectives and assessment IRM's Level 5 International Certificate in Financial Services Risk Management
Risk in Financial Services CISI Level 3 Certificate in Investment Operations
Risk management NQual Level 5 Diploma in Leadership and Management
Risk management competencies IRM's Level 5 International Certificate in Enterprise Risk Management

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
Sustainability Fluency building care for people and planet into the work
Foresight Fluency seeing round the corner
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Your Plan Illustration

Built for Chief Risk Officer (CRO)

4 units that map to this job, from the qualifications that cover it.

  1. Risk context, objectives and assessment Institute of Risk Management · covers 8 of 10 standards Level 5
  2. Risk in Financial Services Chartered Institute for Securities & Investment · covers 6 of 10 standards Level 3
  3. Risk management NQual · covers 2 of 10 standards Level 5
  4. Risk management competencies Institute of Risk Management · covers 2 of 10 standards Level 5
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Chief Risk Officer (CRO)?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skills this role is being asked for

  • AI Ethics & Governance for Financial Services
  • Climate Risk Modelling & Scenario Analysis
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Chief Risk Officer (CRO) plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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3What this role really is

A Chief Risk Officer owns the entire risk framework of a financial firm, from credit and market risk to regulatory and reputational risk. The role means judging where the firm can take smart, calculated risks to grow, and where it cannot. It carries heavy responsibility and real influence over how a major financial institution is run.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

Excel / VBA Strategic

You'll understand the limitations and dependencies of complex models built in Excel. You can audit high-level model frameworks and approve their use, but you won't be building them yourself. You'll know when an Excel model needs to be retired for something more robust.

SQL (PostgreSQL, T-SQL) Architectural

You'll define the strategic data requirements for the entire risk function, working with IT and data teams to architect data flows and ensure enterprise-wide data governance for risk reporting and analytics. You won't write queries, but you'll demand robust data.

Moody's Analytics (RiskCalc, CreditLens) Strategic

You'll manage the strategic relationship with key vendors like Moody's, using portfolio-level outputs to inform the firm's overall risk appetite, capital allocation, and strategic credit decisions. You'll challenge the vendor on methodology and ensure their tools meet our evolving needs.

SAS / Python (pandas, scikit-learn) Strategic

You'll set the firm's overarching modeling strategy (e.g., the balance between proprietary models and vendor solutions, the choice of core modeling languages). You'll defend the firm's model choices to regulators and the Board, understanding the conceptual strengths and weaknesses of different approaches.

Tableau / Power BI Executive

You'll define the key risk indicators (KRIs) and executive dashboards that provide strategic oversight of the firm's risk profile. You'll use these dashboards to monitor enterprise-level risks and communicate them effectively to the CEO and Board.

Archer / ServiceNow GRC Architectural

You'll design and oversee the entire enterprise risk framework within the GRC platform, ensuring it supports policy management, risk appetite statements, issue tracking, and comprehensive reporting to the Board's risk committee. You'll ensure the system provides a single source of truth for all risk data.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Enterprise Risk Appetite Statement (RAS) N/A N/A N/A
Major Regulatory Response Strategy N/A N/A N/A
Capital Allocation for Risk Mitigation N/A N/A N/A
M&A Risk Due Diligence & Approval N/A N/A N/A
Enterprise Stress Testing Scenarios N/A N/A N/A

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Enterprise Non-Performing Loan (NPL) Ratio
The proportion of all loans across the entire firm that are in default or near default.
Target · Maintain NPL ratio below board-approved target (e.g., <1.0%)

If the board-approved NPL target is 1.0% and the firm's NPL ratio hits 1.2% in Q3, you'll be explaining why to the board and outlining the remediation plan.

Regulatory Capital Adequacy Ratio
Ensuring the firm holds sufficient capital to absorb potential losses, as mandated by regulators (e.g., Basel III/IV requirements).
Target · Maintain Common Equity Tier 1 (CET1) ratio at least 200 basis points above regulatory minimums

If the regulatory minimum CET1 is 10.5%, your target might be 12.5%. Falling below this triggers immediate, severe regulatory scrutiny and potential restrictions on business activities.

Risk-Weighted Asset (RWA) Optimisation
The efficiency with which the firm uses its capital, by ensuring assets are correctly risk-weighted and capital is allocated effectively.
Target · Reduce RWA by 5-10% year-on-year without increasing expected loss or compromising risk appetite

Identifying and implementing changes to internal models or portfolio structures that reduce the capital charge for certain asset classes, freeing up capital for other investments, all while maintaining the same risk profile.

Regulatory Fines and Sanctions
The total monetary penalties incurred due to breaches of regulatory requirements across all risk types.
Target · Zero material regulatory fines or sanctions related to risk management failures

A £5M fine from the FCA for a breach in anti-money laundering controls would be a significant black mark, reflecting a failure in the operational risk framework under your oversight.

Board and Executive Confidence
The level of trust and confidence the Board and CEO have in your assessment of the firm's risk profile and your strategic recommendations.
  • Regularly sought out for strategic advice beyond formal meetings
  • board members reference your insights in other discussions
  • your recommendations are typically accepted without significant challenge, indicating credibility and clear communication.
Regulatory Relationship Strength
The quality and effectiveness of the firm's relationship with key financial regulators, built on transparency and proactive engagement.
  • Regulators engage in constructive dialogue, not just enforcement
  • positive feedback from supervisory reviews
  • firm is seen as a 'trusted partner' in industry discussions
  • no unexpected regulatory interventions or public reprimands.
Risk Culture Adoption
The extent to which risk awareness and prudent decision-making are embedded throughout the organisation, from the front office to back-office functions.
  • Positive results from internal risk culture surveys
  • employees at all levels demonstrate understanding of risk appetite
  • risk considerations are routinely integrated into business proposals, not just an afterthought
  • strong 'speak up' culture for risk concerns.
Market and Investor Perception
How the firm's risk management capabilities are viewed by external analysts, investors, and rating agencies, impacting its valuation and cost of capital.
  • Positive commentary in analyst reports regarding risk controls
  • stable or improving credit ratings
  • favourable investor questions during earnings calls about risk resilience
  • firm seen as a leader in risk management practices.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Shaping Enterprise Strategy

You'll spend time in executive committee meetings, debating the firm's next big acquisition or market entry, with your risk perspective being a critical voice. You'll define the guardrails that allow the business to grow safely.

Leading the discussion on whether the firm should enter a new, high-growth but higher-risk market, providing the framework for how to do it safely, or advising against it if the risks are too great.

Safeguarding Organisational Stability

The satisfaction comes from knowing your decisions prevent major losses, protect shareholder value, and ensure the firm's long-term viability. It's about being the ultimate protector.

Successfully navigating a major economic downturn without significant capital impairment, thanks to the robust stress testing and capital planning frameworks you put in place years ago.

Leading Through Complexity and Crisis

You thrive on being the person who brings clarity and direction when faced with unprecedented challenges, whether it's a new global pandemic or a sudden geopolitical event. You're the one who can connect the dots across all risk types.

Coordinating the firm's response to a significant market liquidity event, ensuring all risk functions are aligned and reporting effectively to the Board and regulators.

What frustrates people
  • The relentless pressure from business units to take on more risk for short-term profit, constantly having to be the 'voice of caution'.
  • Explaining complex, probabilistic risk scenarios to a Board that prefers certainty and simple narratives.
  • The sheer volume and ever-changing nature of global financial regulations, requiring continuous adaptation and significant resource allocation.
  • Being held accountable for 'black swan' events that are, by definition, outside the scope of historical data and standard models.
  • The challenge of embedding a strong risk culture across a vast, diverse organisation, fighting against complacency and siloed thinking.
  • Managing the political dynamics between different executive functions, all with competing priorities and resource demands.
What this role does not give you
  • A quiet, predictable 9-to-5 working week; crises don't respect office hours.
  • The luxury of always being popular with business unit heads; you'll often be the one saying 'no'.
  • A role where you're primarily hands-on with models or data; your focus is strategic oversight and governance.
  • Immunity from public scrutiny; when things go wrong, your name will be front and centre.
  • A job where you can avoid internal politics; navigating complex organisational dynamics is a daily reality.

8Who you work with

This role has enterprise-wide impact, directly influencing the firm's capital allocation, strategic direction, product offerings, and market reputation. Your decisions dictate the fundamental risk profile of the entire organisation, directly affecting long-term profitability, shareholder returns, and the ability to operate effectively in a highly regulated industry. Frankly, you're the last line of defence.

Inside the business
  • Chief Executive Officer (CEO)
  • Chief Financial Officer (CFO)
  • Chief Operating Officer (COO)
  • Heads of Business Units (e.g., Retail Banking, Investment Banking)
  • General Counsel
  • Internal Audit
Outside the business
  • Financial Regulators (e.g., FCA, PRA, European Central Bank)
  • Investors and Rating Agencies
  • External Auditors
  • Key Industry Bodies and Associations
  • Media and Public Relations

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • A proven track record of 20+ years in progressively senior risk management roles within large, complex financial institutions, with significant experience at the Director/VP level.
  • Demonstrated experience in managing and leading multi-disciplinary, international risk teams (hundreds of people), including other senior managers.
  • Extensive experience presenting to and influencing Boards of Directors, executive committees, and senior financial regulators.
  • A deep understanding of enterprise-wide risk management frameworks, capital planning, and global financial regulations (e.g., Basel, IFRS 9).
  • Experience in navigating and responding to major financial crises or significant regulatory interventions, showcasing calm and decisive leadership.
  • A strong network within the financial services industry and regulatory bodies.

10What to practise next

Where the job is going, and what to do about it starting this week.

Digital Assets & Blockchain Risk Management

The increasing institutional adoption of cryptocurrencies, stablecoins, and tokenised assets introduces new forms of market, operational, and regulatory risk. You'll need to understand how to safely integrate these into the firm's offerings, or how to manage exposure if the firm is not directly involved.

Custody risk for digital assets · Smart contract risk and auditability · Liquidity risk in decentralised finance (DeFi) · Regulatory arbitrage and illicit finance risks in · Blockchain forensics and transaction monitoring

  • This quarter: Attend executive briefings on digital assets and their risk implications.
  • Next 6 months: Establish an internal working group to assess the firm's direct and indirect exposure to digital assets.
  • Month 7-12: Develop a preliminary risk framework for digital asset activities, even if only for monitoring.
  • Ongoing: Engage with industry experts and regulators on evolving digital asset frameworks.

Quick win: Ensure your operational risk team understands the basics of blockchain technology and its security implications. Review existing policies for how they apply (or don't apply) to digital assets.

Advanced Geopolitical Scenario Planning

The world is becoming more volatile, with geopolitical events (e.g., trade wars, regional conflicts, supply chain disruptions) having immediate and profound impacts on financial markets and credit portfolios. Traditional economic models often struggle with these 'non-financial' shocks.

Scenario analysis for political instability and co · Supply chain resilience and concentration risk · Impact of sanctions and trade barriers on global o · Energy transition and resource nationalism risks · Cyber warfare and critical infrastructure vulnerab

  • This quarter: Integrate geopolitical risk into executive committee discussions.
  • Next 6 months: Partner with external geopolitical intelligence firms to enhance internal capabilities.
  • Month 7-12: Develop bespoke geopolitical stress test scenarios for key international portfolios.
  • Ongoing: Ensure your risk team has access to diverse, expert geopolitical analysis.

Quick win: Start by identifying the firm's top 3-5 most significant geopolitical exposures. Develop a 'flash report' system for immediate assessment of major global events.

11Staying current once you are in

What people here do to keep up
  • Regular participation in executive education programmes focused on governance, strategic leadership, and emerging risks (e.g., climate risk, AI ethics) at top business schools (e.g., London Business School, Oxford Said, INSEAD).
  • Active engagement with industry bodies and regulatory forums (e.g., IIF, ISDA, TheCityUK) to stay abreast of evolving best practices and influence policy discussions.
  • Mentoring senior leaders within the firm and externally, demonstrating a commitment to talent development and knowledge sharing.
  • Serving on the board of a non-profit or smaller organisation to gain broader governance experience and external perspective.
  • Continuous learning on geopolitical trends, technological advancements, and macroeconomic shifts that could impact the financial services sector.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

AI Ethics & Governance for Financial Services

As AI and machine learning become embedded in everything from credit scoring to fraud detection, the ethical implications and potential for bias, lack of transparency, and unintended consequences are growing. Regulators are paying close attention, and the public expects fairness. You'll need to govern this.

  • Algorithmic bias detection and mitigation
  • Explainable AI (XAI) principles and implementation
  • Data privacy in AI models (e.g., differential priv
  • AI model validation and auditability frameworks
  • Establishing an AI ethics committee and governance

Climate Risk Modelling & Scenario Analysis

Climate change is no longer just an environmental issue; it's a financial risk. Regulators are increasingly requiring banks to assess and report on physical risks (e.g., floods, wildfires) and transition risks (e.g., policy changes, technological shifts) on their portfolios. This will impact capital requirements and disclosures.

  • Physical risk assessment (e.g., exposure to climat
  • Transition risk analysis (e.g., carbon pricing, st
  • Net-zero transition pathways and their financial i
  • TCFD (Task Force on Climate-related Financial Disc
  • Integrating climate data into existing credit and

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Enterprise Risk Management (ERM) Frameworks
  • Advanced Capital Management & Stress Testing
  • Global Financial Markets & Products
  • Data Governance & Risk Analytics Oversight
  • AI/Machine Learning Model Risk Management

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    Director of International Credit Risk (or similar enterprise risk domain)

    5-10 years at this level

    Skills to master

    • Mastering the full scope of a specific major risk domain (e.g., credit, market, operational) at a global scale, leading large teams, managing significant P&L impact, and regularly engaging with the Board and regulators.

    You're ready to move on when

    • Successfully led a major risk transformation programme.
    • Consistently delivered strong risk performance for a significant business unit.
    • Recognised internally and externally as a subject matter expert and leader in your field.
    • Demonstrated ability to influence executive-level decisions and manage complex stakeholder relationships.
  2. 2

    Head of Enterprise Risk Management (ERM)

    3-7 years at this level

    Skills to master

    • Developing and integrating a holistic ERM framework across all risk types, overseeing firm-wide stress testing, and coordinating regulatory responses across multiple risk functions. This role is often a direct precursor to CRO.

    You're ready to move on when

    • Successfully implemented a new enterprise-wide risk framework.
    • Proven ability to manage and lead cross-functional risk teams effectively.
    • Strong track record of presenting integrated risk reports to the Board and executive committees.
    • Demonstrated ability to identify and mitigate systemic risks across the organisation.
  3. 3

    Partner at a Major Financial Services Consulting Firm (Risk Practice)

    5-10 years at Partner level

    Skills to master

    • Advising multiple financial institutions on their risk strategies, regulatory compliance, and risk transformation programmes. This builds broad industry exposure and strategic problem-solving skills at an executive level.

    You're ready to move on when

    • Successfully led major risk engagements for Tier 1 financial clients.
    • Developed a strong client portfolio and reputation as a trusted risk advisor.
    • Deep understanding of diverse risk management practices across the industry.
    • Proven ability to influence C-suite executives and navigate complex organisational challenges.

15Where this role leads

The long view: The CRO role can lead to leading a whole organisation as CEO, taking a board seat as a non-executive director, or moving into advisory or regulatory work shaping industry standards.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Chief Risk Officer (CRO) is actually changing.

Where it leads

Roles this leads to

The record names a next step, but the catalogue has no page for it yet:

  • Chief Executive Officer (CEO)
  • Non-Executive Director (NED) or Board Member

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Risk context, objectives and assessment, worked against Chief Risk Officer (CRO).

Risk context, objectives and assessment Level 5

Applied to your work in Chief Risk Officer (CRO)

The objective of this unit is to enable learners to examine an organisation's internal and external contexts, including its strategic objectives and operating environment, in relation to risk management. Learners will understand the importance of framing objectives and KPIs, examine risks using various techniques, and establish the significance of identified risks linked to risk appetite and tolerance.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

Start my Chief Risk Officer (CRO) plan, free
See Your Progress Grow Illustration
Chief Risk Officer (CRO)
  • Enterprise Risk Management (ERM) Frameworks
  • Advanced Capital Management & Stress Testing
  • Global Financial Markets & Products
  • Data Governance & Risk Analytics Oversight
  • AI/Machine Learning Model Risk Management
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Chief Risk Officer (CRO) is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Chief Executive Officer (CEO)

    3-7 years as CRO

    Enterprise Leadership

    • Full P&L ownership for the entire organisation
    • Shareholder value creation and maximisation
    • Board governance and stakeholder management (ultimate level)
    • Industry thought leadership and advocacy

  2. Non-Executive Director (NED) or Board Member

    Immediately after CRO role, or concurrently with other roles

    Governance & Oversight

    • Fiduciary duties and legal responsibilities of a director
    • Committee responsibilities (e.g., Audit, Risk, Remuneration)
    • Strategic guidance on ESG (Environmental, Social, Governance) matters
    • Succession planning and executive performance review
Working with AI on the job

Working with AI

Where AI is starting to help

As CRO, your time is precious, spent on strategic decisions, board engagement, and navigating complex regulatory landscapes. The good news is, AI isn't just for analysts anymore; it's becoming an indispensable tool for executive leadership, freeing you from information overload and sharpening your strategic focus.

Imagine having a super-intelligent co-pilot that can synthesise vast amounts of market intelligence, regulatory updates, and internal risk data into concise, actionable insights. AI won't make your decisions for you, but it will arm you with unparalleled clarity, allowing you to focus on the truly strategic challenges and protect the firm's future. It's about augmenting your executive judgment, not replacing it.

Regulatory Intelligence & Compliance AI

Use AI to scan, summarise, and flag critical changes in global financial regulations (e.g., Basel, Dodd-Frank, MiFID II) across multiple jurisdictions. Get instant digests of new guidance, potential impacts on the firm, and recommended actions, saving countless hours of legal and compliance review. It's like having a team of regulatory experts working 24/7.

Portfolio-Wide Stress Test Scenario Generation

Leverage generative AI to explore and model 'what-if' scenarios for enterprise-level stress testing. Quickly generate plausible but severe economic or geopolitical scenarios (e.g., a sudden interest rate shock combined with a regional conflict) and assess their potential impact across all risk types, enhancing your strategic resilience planning.

Strategic Risk Identification & Horizon Scanning

Deploy AI to continuously monitor global news, academic research, industry reports, and social media for emerging risks that might not yet be on your radar—think climate risk, new cyber threats, or geopolitical instability. Get early warnings and synthesised reports on potential 'black swan' events, allowing for proactive strategy adjustments.

Board & Executive Report Generation

Use AI to draft initial summaries, key takeaways, and even full sections of your board papers, executive briefings, and investor presentations. Feed it complex risk analytics and regulatory updates, and it can produce clear, concise narratives that save your team (and you) hours, allowing you to focus on refining the strategic message and answering the tough questions.

Common questions

Common questions

How do you become a Chief Risk Officer (CRO)?

Common routes in include Director of International Credit Risk (or similar enterprise risk domain) (5-10 years at this level), Head of Enterprise Risk Management (ERM) (3-7 years at this level) and Partner at a Major Financial Services Consulting Firm (Risk Practice) (5-10 years at Partner level). Times vary with prior experience.

Where can a Chief Risk Officer (CRO) progress to?

This role can lead on to Chief Executive Officer (CEO) (3-7 years as CRO) and Non-Executive Director (NED) or Board Member (Immediately after CRO role, or concurrently with other roles), depending on the skills you build.

What new skills matter most for a Chief Risk Officer (CRO)?

Increasingly, AI Ethics & Governance for Financial Services and Climate Risk Modelling & Scenario Analysis. These are the skills our record of this role lists as growing.

Free tools

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Three free tools, no account needed. Each one ends with a role, a level and a way in.

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17Where to go from here

Other roles at Level 8

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in finance

Stay in the field you know and move sideways rather than up.
If you leave this industry

Experience as a CRO in finance transfers well to other heavily regulated industries with significant risk profiles. This includes insurance, asset management, or large technology firms handling financial data and regulatory compliance. Enterprise risk management, governance and regulatory engagement work the same way at this level, whatever the sector.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my Chief Risk Officer (CRO) plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.