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Article July 11, 2025

Badge to Balance Sheet - Why Risk Leadership Demands a Cop's Instinct and a Strategist's Mind

Badge to Balance Sheet - Why Risk Leadership Demands a Cop's Instinct and a Strategist's Mind

Ali Moghaddam, EVP – Chief Risk & Legal Officer, City National Bank of FloridaLinkedIn profile for Ali Moghaddam

A former federal agent turned risk executive reveals how a law enforcement mindset can reshape financial risk management in the age of AI and digital assets.

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Once you’ve spent years chasing criminals through alleys and arguing cases in courtrooms, risk in the financial sector might seem tame, until it isn’t.

At Risk Americas 2025, I shared what it means to carry a law enforcement mindset into the boardroom and why, in today’s unpredictable economic landscape, risk leaders must think more like detectives and less like auditors.

When I traded in a federal badge and courtroom credentials for a corner office in banking, many people assumed it was a complete professional reinvention. It wasn’t.

Risk, whether on the streets or in a financial institution, is about identifying threats, protecting systems, and staying one step ahead of failure. The work may look different, but the stakes are just as high.

In banking, my job is to guard trust and enable resilience. That means I can't afford to treat risk management like a checklist.

Our mission isn’t just to comply with regulation – it’s to understand the institution inside and out, anticipate stress points, and help our teams make smart decisions under pressure.

That mindset doesn’t come from policy manuals. It comes from lived experience navigating uncertainty.

One lesson I brought with me from law enforcement is that credibility matters. In this business, risk functions are only as effective as the relationships they build.

Risk teams need to be embedded in product design, tech upgrades, customer journeys, and strategic planning – not parachuted in when something goes wrong.

We need to be teachers, partners, and, when necessary, constructive challengers. This isn’t about saying “no.” It’s about asking the right questions so the business lands on better answers.

We also need to modernize how we approach technology. AI is a good example. While the headlines tend to focus on disruption, I’m more interested in how we can use AI to reduce false positives in fraud detection, screen adverse media more effectively, and improve transaction monitoring.

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