Jim Wetekamp

In this HCI Webinar, I talk with Jim Wetekamp about risks facing the business landscape and their impacts on the HR function.

Jim Wetekamp is the Chief Executive Officer of Riskonnect Inc, a leading provider of integrated risk management software. He is a recognized expert on enterprise risk, supply chain, and third-party risk management.

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In this episode of the podcast, we talk with Jim Wetekamp, CEO at Riskonnect. We discussed a number of topics around both leadership and integrated Risk Management. More specifically:

What value Chief Risk Officer (CRO)can offer;

What is an Intergated Risk Management;

What type of organizations grow faster; Breaking silos between risk and assurance, compliance and strategy and more…

Don't Forget Cybersecurity or ESG Issues. But Geopolitical Risk Stands to Have the Greatest Potential Impact.

Building Resilience Starts With A Strong Foundation

Tapping a CRO in 2021 is a smart move. Here are three distinct ways CROs add value.

How At Risk Are You?

That is the question everyone is asking, but it's extremely difficult to answer if you are set up to manage risk by type, departmental responsibility or whether or not it is insurable. In the real world, risk cuts across all areas of business. You must be able to see the full scope of what you're dealing with to understand how at risk you are.

How global manufacturers can make the most of their 2021 risk budgets post- COVID to tangibly build resilience for the future.

Integrated risk management brings together all forms of corporate risk for an end-to-end view of threats across the organization.

After rising to the challenges of COVID-19, risk managers will be moving on to reinvention

Special Guests Jim Wetekamp, CEO of Riskonnect and Tom Lebamoff, CEO of Exactus Advisors discuss Risk Management in light of COVID-19.

Interview with Jim Wetekamp, CEO by John Yates, MMM Technology Group

Economic risk is challenging to predict and anticipate, but there are steps companies can take to help protect their supply chain and business.

Large-scale reputational disasters compel our attention, and the social media age is particularly rife with opportunities for sudden public meltdowns. All it takes is one post from a customer or employee for a company’s values and reputation to be put on public trial.

The bigger risk, however, is the “slow-burn”—a culmination of numerous decisions, even if intentional and aligned with company goals, that companies make every day without considering the long-range potential consequences.

Every company has its own version of a shark — something lurking beneath the surface that could be a threat to the organization.

Jim Wetekamp is the former CEO of BravoSolution. In Part 1 of this series, he addressed the state of people in procurement, starting with the CPO, and in Part 2, he examined the state of the technology selection process.

“How did you like selling to procurement?”

Another dimension to this question, which I discussed in Part 1 of this series, is related to the unique situation that the end customer is also the anointed steward of the best practice for purchasing technology.

Two old friends were enjoying a pint in a downtown Chicago bar on a cold winter’s day after work. One had recently moved on from his CEO role at a technology provider, so the other challenged him to share his insights about procurement since he was no longer “biased.” He accepted the challenge.