At a Glance
Julien Haye, Founder of Aevitium, Author, and Risk Management & Resilience AdvisorFocus Areas: Business Continuity, Culture, Diversity & Inclusion, Risk Management, Strategy Thinkers360 In-Depth Profile & Portfolio: Julien Haye Social Media: LinkedIn Book: Resilient Risk Management: How Risk Leadership Enables Agility Podcast: RiskMasters – Trailblazing Risk Leadership Highlighted Content: Does Risk Management Create Its Own Work?, The Hidden Administrative Burden of Risk Management. Thinkers360 Awards & Recognition: Top 50 Global Thought Leaders and Influencers on Diversity & Inclusion 2026, Top 50 Global Thought Leaders and Influencers on Culture 2026, Top 50 Global Thought Leaders and Influencers on Business Continuity 2026 |
Thought Leader and Influencer Interview
Thinkers360 thought leader interviews profile prominent members of the Thinkers360 community who embody the power of ideas in their work. In this edition, we speak with Julien Haye, Founder of Aevitium, author, and risk and resilience advisor.
With more than 26 years of experience in financial services, including leadership roles as Chief Risk Officer at Fidelity International and DWS, Julien brings a wealth of knowledge in risk management and organizational resilience. In this interview, he reflects on his professional journey and shares his perspective on the evolving role of risk leadership in today’s complex and uncertain business environment.
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Thinkers360: Tell us a bit about your background and areas of expertise.
JH: My career spans more than 26 years in financial services, from the trading floor to senior executive leadership, including serving as Chief Risk Officer at Fidelity International and DWS.
Those experiences shaped my understanding of risk management from very different perspectives: as someone taking risks, as someone responsible for managing them, and as a leader accountable for building the organisational capabilities needed to navigate uncertainty.
Today, I am the founder of Aevitium, an independent advisory firm specialising in risk management, governance, compliance and organisational resilience. I work with boards and senior leaders to strengthen decision-making, improve the effectiveness of risk and governance arrangements, and build organisations that can adapt to changing circumstances.
My interests increasingly extend beyond traditional risk management frameworks to the human and organisational factors that determine whether those frameworks actually work: leadership behaviour, organisational culture, psychological safety, accountability and the way information travels through organisations.
These themes are central to my books, The Risk Within and Resilient Risk Management.
Thinkers360: What are your current responsibilities and what does a typical day look like?
JH: One of the things I enjoy most about running Aevitium is that there is no typical day.
My responsibilities span running and developing the business, strategic advisory engagements, board and risk committee responsibilities, research, writing and training. On any given day, I might be working with an organisation to strengthen its risk governance, advising executives on risk appetite or operational resilience, attending board meetings, chairing risk committees or exploring new business opportunities.
Alongside these responsibilities, I dedicate considerable time to developing and sharing ideas through articles, my books and the RiskMasters Podcast, where I engage with practitioners and leaders about risk, resilience, culture and decision-making.
What makes this combination particularly rewarding is how these activities reinforce one another. Boardroom discussions provide a perspective on the challenges of governance and strategic decision-making, while advisory engagements expose me to the realities of implementation. Running a business brings yet another perspective, including the practical trade-offs involved in managing uncertainty, allocating resources and pursuing opportunities.
Research, writing and conversations with other experts allow me to connect these experiences, challenge established assumptions and bring fresh thinking back into my work.
Thinkers360: What’s the favorite part of your current role?
JH: Helping people see a familiar problem differently.
Organisations often invest significant resources in frameworks, controls, reporting and governance structures, yet still struggle with recurring issues, delayed decisions or unexpected disruptions.
What interests me is understanding why that happens. Sometimes the problem is not a missing control or an inadequate process, but the assumptions, incentives, behaviours or organisational boundaries that prevent existing capabilities from working effectively.
I particularly enjoy those moments when a conversation moves beyond what an organisation believes it needs to improve and uncovers the underlying conditions creating the problem.
That is where advisory work becomes genuinely valuable: not simply delivering another framework, but helping leaders make better decisions and build capabilities that endure.
Thinkers360: How do you utilize Thinkers360?
JH: I see Thinkers360 as a valuable platform for connecting with professionals who are challenging established thinking and contributing new perspectives to their fields.
Risk management and organisational resilience are inherently multidisciplinary. Some of the most useful insights come from outside the traditional risk profession, including leadership, organisational psychology, technology, strategy and governance.
Thinkers360 provides opportunities to discover those perspectives, exchange ideas and connect with other thought leaders.
It also helps increase the visibility of my own work, including articles, research, books and podcasts, and enables me to engage with a wider professional audience.
Editor’s Note: See Julien Haye’s profile to work with him directly.
Thinkers360: How do you like to work with brands who wish to engage you as a thought leader?
JH: For me, the starting point is intellectual alignment and the opportunity to create something genuinely useful for the intended audience.
I am particularly interested in working with organisations that want to challenge conventional thinking about risk, governance, leadership and resilience, rather than simply reinforce established practices.
That collaboration can take different forms, including keynote presentations, executive discussions, workshops, research contributions, podcasts and advisory engagements.
I value opportunities where there is room for constructive challenge, practical insight and independent judgement. Thought leadership should help people question assumptions, understand emerging challenges and make better decisions.
Credibility also matters. I am selective about the organisations and initiatives I associate with, and I believe the most valuable collaborations are those built on shared purpose, mutual respect and a commitment to delivering meaningful insights.
Thinkers360: What’s your main advice for upcoming thought leaders?
JH: Develop a point of view, not simply a following.
There is already an abundance of information, commentary and recycled advice. What creates value is the ability to connect ideas, challenge assumptions and offer perspectives that help people understand a problem differently.
That requires curiosity, practical experience and a willingness to question your own conclusions.
I would also encourage aspiring thought leaders to engage with people who disagree with them. Some of the most important developments in my thinking have come from conversations that challenged assumptions I had previously taken for granted.
Finally, consistency matters, but not at the expense of substance. Publishing frequently is not the same as contributing meaningfully.
The objective should not be to become more visible for its own sake, but to become someone whose perspective others find worth considering.
Thinkers360: What do organisations need to rethink about risk management to become genuinely resilient?
JH: One of the central arguments in my forthcoming book, Resilient Risk Management: How Risk Leadership Enables Agility, is that resilience cannot be achieved simply by adding more controls, frameworks or contingency plans.
These elements have their place, but resilience ultimately depends on an organisation’s ability to recognise change, make decisions under uncertainty, adapt its behaviour and learn from experience.
Too often, organisations focus on managing identified risks while overlooking the conditions that allow new vulnerabilities to develop. Information becomes fragmented, weak signals lose their meaning as they travel through organisational layers, and governance processes can delay the very decisions they were designed to support.
We also need to reconsider the relationship between efficiency and resilience. Eliminating apparent inefficiencies can inadvertently remove the flexibility, relationships and capacity that organisations rely upon when circumstances change.
For me, the future of risk management lies in becoming more closely connected to how organisations actually operate and make decisions.
That requires moving beyond the question of whether risks are adequately controlled towards a more fundamental one: Are we strengthening the organisation’s capacity to navigate uncertainty and achieve its objectives?
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