Insights

The AMF's 2025 International Seminar wrapped up on March 20, leaving behind not just a digital trail but an invaluable conversation on the future of global financial regulation. Held in a 100% online format from March 10 to 20, the event brought together over 950 participants from 85 financial market authorities worldwide. It was a gathering of minds—regulators, experts, and thought leaders—all grappling with the growing complexities of financial markets in today’s fast-paced, tech-driven world.

In my previous articles, The Death of the CISO: A Eulogy & Reincarnation and Rise of the Digital Trust & Resilience Officer: Death of the CISO, Part 2, I introduced the evolving role of the Chief Information Security Officer (CISO), a shift that’s quickly becoming necessary across the digital landscape. The overwhelming response to these pieces—over 100,000 views on LinkedIn alone—showed that this transformation isn’t just a topic of interest, but one that resonates deeply across industries. While many remain attached to the CISO title, few deny that the role has grown far beyond its original scope.

In this article by Tim Leech, we dive into the evolving role of internal audit and risk management functions. The 2025 North American Pulse of Internal Audit report has just been released, and it brings forth important observations that are crucial for understanding the current landscape of internal audit and risk management. The question arises over whether organizations should stick with the traditional model of Risk & Controls Enforcement, or should they shift towards providing decision support services that align with mission-critical objectives (MCOs) and risks?

The true purpose of every Chief Risk Officer (CRO) and Chief Audit Executive (CAE) should be to support management and boards in making informed, critical decisions. Unfortunately, this is not always the case today. Risk units and internal audit functions should be instrumental in guiding management and boards in the decision-making process, particularly when it comes to managing risks and uncertainties linked to mission-critical objectives (MCOs).

The Institute of Internal Auditors (IIA) recently released a Public Consultation Draft for its Third-Party Topical Requirement. At first glance, it may seem like a technical set of guidelines, but the stakes are high. As businesses increasingly rely on third-party relationships—whether with vendors, contractors, consultants, or others—internal auditors face growing challenges in managing these complex connections. The IIA’s draft aims to offer a more standardized, comprehensive approach to assessing and managing the risks tied to external partnerships. For organizations that regularly engage with third parties, the draft provides a clear framework designed to ensure that no critical risks go unnoticed.

In a world where regulations are constantly evolving, businesses must stay agile and informed to maintain compliance and drive innovation. The European Union (EU) and the United States (US) are two of the largest regulatory powerhouses globally, and understanding how their frameworks shape corporate strategy is crucial for any business with global ambitions. While both regions share common goals of promoting economic growth and corporate responsibility, their approaches to achieving these goals couldn’t be more different.

Our recent survey reached over 100 dedicated and experienced professionals from across the GRC spectrum. Ranging from compliance and risk management to cyber risk and integrated GRC, these individuals are the ones on the front lines, and their insights remind us that behind every percentage is not just statistic but a true human story, a tale of vigilance, collaboration, and the unyielding drive to create a resilient, compliant, and better future.