As part of our “Rethinking Risk” reflections over the past couple of weeks, we spoke with Mark Scott, Director of Risk Management at j. awan & partners, about how organisations can turn uncertainty into confidence. From his analytical approach to decision-making to his insights on governance, assurance, and culture, Mark offers a practical view on what it means to lead in an age of complexity.

Q: Mark, your path into risk management wasn’t exactly traditional. How did you end up in this field?

A: That’s true, my early academic background was in the arts, which at first glance seems far removed from risk management. But in practice, both disciplines are about interpretation, perspective, and structured thinking. My first corporate role with General Electric introduced me to risk management, and I was immediately drawn to how it balanced analysis with judgment.

I grew up in a working-class family in a small coastal town in the UK. Coming from that pragmatic background, I’ve always viewed risk not as bureaucracy, but as a practical tool to help people and organisations make better, faster, and fairer decisions.

Q: You often describe risk as a “decision enabler.” What does that mean in practice?

A: Too often, risk is seen as a compliance function that slows things down. In reality, it should do the opposite, it should support decision-making.

At j. awan & partners, we help organisations design frameworks that connect risk management directly to business objectives, whether launching a fund, entering a new market, or onboarding a service provider. For example, we recently supported a regional asset management firm to align its risk appetite with investment and operational oversight. This allowed management to act decisively while maintaining control and investor confidence.

The goal is always the same: make risk a natural part of decision-making, not an afterthought.

Q: How do you see the GCC’s growth influencing governance and risk maturity?

A: The region is transforming fast. Companies are expanding into new revenue streams and asset classes, adopting technology, and scaling across borders.

That pace of growth demands governance that’s both structured and agile. Good governance doesn’t slow growth; it protects it. It gives leadership the ability to act boldly, knowing there’s a clear line of accountability and oversight behind every decision.

We worked with a regional conglomerate recently that relied heavily on third-party service providers across logistics and operations. The challenge wasn’t lack of control; it was lack of visibility. We helped them implement a third-party risk management framework that tiered their vendors by criticality and aligned contract approval with up-front assurance reviews.

That structure not only reduced exposure but actually sped up decision-making, because executives had clarity and confidence in the process.

Q: What role does assurance play in building stakeholder confidence?

A: Every organisation’s success depends on how much confidence it can inspire, with regulators, investors, customers, and employees. Assurance is what provides that confidence.

Whether you are a regulated financial services firm or a food and beverage producer regulated according to health and safety standards, regulators and investors want to know that decisions are being made within a controlled, transparent framework.

When boards receive structured assurance over operational, financial, and compliance controls, it sends a clear message: this is an organisation that takes both opportunity and accountability seriously.

At j. awan & partners, we’ve seen how assurance transforms not just oversight, but mindset. It’s not about satisfying requirements, it’s about showing discipline and earning trust through evidence, not promises.

Q: How does leadership and culture influence risk effectiveness?

A: Culture determines whether a risk framework actually works. You can have the best controls in the world, but if people don’t feel empowered to challenge decisions or speak up, the system will fail.

For me, leadership starts with empathy and curiosity. I’ve always believed in developing people, especially those who might not fit the traditional mould.

At j. awan & partners, we try to build that into how we work with clients too, encouraging them to think about culture, decision-making, and diversity as parts of the same risk equation. A strong culture doesn’t eliminate risk, but it makes an organisation far more resilient to it.

Q: What’s next for the evolution of risk management?

A: The focus is shifting from documentation to decision impact. Too many organisations still see risk reporting as a compliance exercise, long registers and limited insight. We’re helping clients move toward data-driven, scenario-based assessments that connect risk directly to strategy and performance.

That’s where the value lies: using risk insight to drive better, faster, and more confident decisions.

Q: And finally, what advice would you give to leaders rethinking risk?

A: Don’t treat risk as something that restricts you, treat it as the framework that helps you move faster, safer, and smarter.

The best organisations don’t separate ambition from accountability; they connect them. And that connection starts with awareness: awareness of your goals, your decisions, and even your own biases.

Risk management, when done right, isn’t about fear. It’s about awareness. And awareness is what builds both confidence and resilience.