The third segment of our four-part Resilience Reset series explores how resilience works with  risk management for larger more complex projects, the benefits it brings in terms of decision-making, stakeholder confidence and delivery certainty, as well as the cultural, governance and capability challenges that must be addressed. 

This session moves us from a strategic view of enterprise risk and resilience and AI, discussed in Part One and Part Two to the world of project risk management and resilience. Here, uncertainty, tight scope and deadlines, resources, supply chain and other stakeholder complexity exposes tactical vulnerabilities. 

Resilience needs to be part of project design, not just a reactive response to disruption events. Projects are where strategy meets execution and where resilience is tested in practice. Even with strong governance and project management, projects can fail.  Often, it’s not a lack of risk identification and management, it’s a lack of built-in responsiveness and adaptability to disruptions.

In this third session, we will cover:

• Why traditional siloed project risk management approaches are no longer enough for today’s larger, more complex projects
• The case for integrating resilience thinking into project, program and portfolio management
• Using technology (including analytics and AI) to support proactive, resilience-informed project risk management
• What boards need from project risk and resilience reporting to fulfil their oversight duties
• How resilient project design supports long-term organisational performance

For organisations serious about project delivery excellence, resilience must be designed in, not added on.

Speakers: 

David Fox | Board Chair - RiskNZ 

David has over twenty years of experience in project and enterprise risk management across New Zealand, Europe, and the Middle East. He focuses on practical, people-centred methods to simplify risk processes and build tailored risk awareness cultures.

He helps business leaders with the knowledge and tools needed for effective risk management, emphasising that practices must evolve with today’s changing business conditions.

David founded Fox-Risk Consultancy to enhance risk expertise for organisations locally and internationally, and he currently serves as chair of the RiskNZ board.

Jack Flynn | Director, Product Management - Riskonnect

Jack brings over seven years of experience across the full Riskonnect business lifecycle, from presales to implementation and product leadership. Having been involved in more than 80 client implementations in both consultative and sponsorship roles, he has a deep understanding of customer needs and use cases.

Today, Jack leads the product management function for the PPM product line, setting the vision, goals, and strategy to ensure the roadmap evolves in step with the industry’s growing requirements and maturity.

Brad Smith | Principal Solutions Consultant - Riskonnect

Brad brings over 25 years of experience in Governance, Risk, Compliance, Planning, and Performance across 375+ organisations spanning government, private, and not-for-profit sectors in Australia and internationally.

He has extensive expertise developing and reviewing GRC frameworks, policies, registers and risk appetite statements, as well as designing and implementing GRC software solutions. Brad also delivers training and thought leadership through courses, webinars, and product related consultancy. 

He holds qualifications in Governance, Risk and Compliance, Lean Six Sigma and Project Management and is a member of the RMIA and OCEG.

Coming Next:

Part Four: Governing Resilience

From regulatory pressure to systemic organisational strain, resilience is moving into governance.

This final conversation delves into what happens when boards start treating resilience as a measurable leadership outcome.