“I have been responsible for Group Risk Management twice for nine years. First at Robeco and then at SNS REAAL. In doing so, I managed all risk and control domains: Asset & Liability Management for the bank and insurer, operational risk, compliance, Group Audit, Performance measurement & attribution, actuarial work, funding, capital management, credit risk, etc.
The question why accidents still happen in the financial sector intrigues me, and especially how we can prevent these accidents.
How can the financial sector change permanently? What does risk management look like in an economy that has gone out of balance? What is the influence of the personal motivations of directors? How should the profession of risk management reinvent itself? Do the risk models do what they are supposed to do? What is the influence of supervisors who feel great social pressure not to make mistakes?
As the person ultimately responsible for Group Risk Management at SNS REAAL and Robeco, I have been able to follow the interaction between the Executive Board and the Supervisory Board first hand for almost 18 years. I’ve seen what works well and what doesn’t work in this dialogue. The bankruptcy of SNS REAAL, in particular, taught me that the interaction between the Executive Board and the Supervisory Board is essential for the overall risk management of a financial institution.
After a turbulent period at SNS REAAL, I consciously chose the consultancy profession. I hope to make a meaningful contribution with my current set of skills, experiences, and interests with a focus on integrated risk management of financial institutions.”