02 · Advisory
Clear accountability, decision structures and risk management that can be evidenced when challenged.
Where this tends to matter
The scope changes according to the regulatory perimeter, business model, maturity of the firm and the decision that needs to be made. RCC starts with that context rather than forcing every client into the same template.
What is usually happening
Unclear ownership across board, executive and control functions
Risk registers that are disconnected from decisions and controls
Weak escalation, committee or management information structures
Governance that exists on paper but not in day-to-day execution
How RCC approaches it
Clarify decision rights, accountability and committee architecture
Connect risk appetite to operational risk, controls and reporting
Strengthen Three Lines interaction and escalation paths
Build practical governance evidence for boards, auditors and regulators
What an engagement can produce
The exact package depends on the mandate. These are examples of the work that may sit behind the engagement rather than a fixed shopping list.
Governance framework
Risk appetite and taxonomy review
RACI and responsibility maps
Board and committee terms
Risk reporting and escalation design
