Programs

Leadership · Facilitator-led

Risk Radar

Four sourced risk reports, a board report and two simulations, over six weeks, measured over time.

A six-week program for leaders and managers who own risk for a business unit, a country, a product line or a function, assigned by a manager, a risk or governance lead or a facilitator, built on Renatus. Four research rooms, one document room and two simulation rooms · Six weeks, one or two rooms a week · Unlimited attempts · Ongoing thereafter.

6 weeks · 7 rooms · Total time 2 hours 15 min

Who it's for: General managers, country heads, and heads of operations, supply chain, compliance or finance who are answerable for the risks their unit carries and report them upward.
Cadence: 6 weeks
Format: Facilitator-led
Program sessions: 6

Who it's for

General managers, country heads, and heads of operations, supply chain, compliance or finance who are answerable for the risks their unit carries and report them upward.

Output

Four sourced reports on the unit's market, regulatory, supply chain and political exposure, with a confidence rating on every section, and a register the leader owns
A board report built from the leader's own register: the material risks, the exceptions and the decisions requested
A scored report after each simulation with the moment that earned each score, a trajectory across every attempt, and for the manager a Ren summary of each leader and a team report
Scored against published frameworks: Boyd's OODA loop, Klein's recognition-primed decision-making, crisis communication discipline, the Minto pyramid principle and Aristotelian rhetoric; the reports rest on named, cited sources

Program contents

Risk landscape — Risk Assessment
Regulatory horizon — Regulatory Risk
Supply chain exposure — Supply Chain Risk
Political exposure — Geopolitical Risks
Reporting risk upward — Board Report
Decision when risk lands · Briefing under challenge — Crisis Decision · Presentation Under Pressure

How the program works

The rooms

Risk Assessment

Research

Set-up: the industry, the sub-sector, the region and the participant's role.

Regulatory Risk

Research

Set-up: the industry, the sub-sector, the region, the specific countries and the participant's role.

Supply Chain Risk

Research

Set-up: the industry, the sub-sector, the inputs of concern, the region and the participant's role.

Geopolitical Risks

Research

Set-up: the region, the specific countries, the industry exposure and the participant's role.

Board Report

Framework

Set-up: the period being reported, the company stage and context, the board's composition (who is on it and their relevant networks or sectors), the headline KPIs, where things are off-plan, the decisions requested from the board, and the material risks the board should know.

Crisis Decision

Simulation

Calibration: the leader's role and seniority, the industry context, and the type of crisis, which is the top-rated risk on the register that could arrive fast: a supplier failure, a regulatory probe, a political shock.

Presentation Under Pressure

Simulation

Calibration: role title, the audience (a single senior stakeholder, the board, the executive committee or a hostile external audience), the industry or sector and a line of working context, with the organisation's website as an option.

Why this program exists

A leader who owns risk for a business unit is answerable for what they did not see coming: the rule that changed, the supplier that failed, the risk that arrived on a Tuesday afternoon with half the facts. This program prepares them through research, one document and simulation. Ren researches the unit's market, regulation, supply and political exposure from named sources and writes a sourced report on each, builds a board report from what the leader states, and then plays every person in the two scenes that test the leader when a risk lands and when the register is challenged.

What you'll achieve

Four sourced reports on the unit's own market, regulatory, supply and political exposure, with a confidence rating on every section
A risk register the leader owns: every row with a source, a rating, a signal to watch, an owner and the confidence the source supports
A board report built from the register, ready for a board or a group risk committee
A scored report after each simulation with the moment that earned each score, and unlimited attempts, each a new scene, charted against every attempt before it

At a glance

Who it's for: Leaders and managers who are answerable for the risks a business unit carries: general managers, country heads, heads of operations, supply chain, compliance or finance, and the product-line heads who report risk upward. It is assigned by their manager, a risk or governance lead or a facilitator; the manager's lines are for whoever that is. Every research room takes the unit's own market, countries and inputs, and every simulation calibrates to role and seniority, so one cohort can hold a country head and a first-time head of function. It assumes participants know their unit.
Cadence: 6 weeks
1: Risk landscape · Risk Assessment · Read the materialising risks and the confidence ratings; read the register's first rows
2: Regulatory horizon · Regulatory Risk · Read the pending legislation and the enforcement trends; check which week 1 rows now carry a date
3: Supply chain exposure · Supply Chain Risk · Read the single-source exposures; check every one is a register row with an owner
4: Political exposure · Geopolitical Risks · Read what is changing, country by country; read the register as a whole and the leader's top ten
5: Reporting risk upward · Board Report · Read Material Risks and Decisions Requested; check each material risk matches its register row
6: Decision when risk lands · Briefing under challenge · Crisis Decision · Presentation Under Pressure · Read Escalation Decision and Communication; read Question Response and Poise; read the team report; set the ongoing plan

Session by session

Week 1: Risk landscape

Get an evidenced, rated view of the risks facing the unit's market, and open the register with the ones already materialising.

Risk Assessment

Week 2: Regulatory horizon

Know which rules are about to change, how enforcement is moving, and what that does to the register.

Regulatory Risk

Week 3: Supply chain exposure

Name the single points of failure in the unit's inputs and the concentrations that would hurt if they broke.

Supply Chain Risk

Week 4: Political exposure

Understand the political exposure of every country the unit depends on, and read the register as a whole for the first time.

Geopolitical Risks

Week 5: Reporting risk upward

Rate, own and sign the register, then put it in front of the board or the risk committee in one document the leader built.

Board Report

Week 6: Decision when risk lands · Briefing under challenge

Decide when the top risk arrives with incomplete information and escalate at the right moment

Crisis Decision Presentation Under Pressure

Whether a market is real, where it is growing, and where the opportunity sits

How an entire industry is structured, who controls it, and where it is heading

Who controls a market, how they compete, and where the real gaps are

Who buys in a market, what drives their decisions, and where the unmet needs are

What competitors charge in a market, how pricing is structured, and what customers will pay

Who supplies the critical inputs to a market, how concentrated it is, and what switching costs

The technology deployed in a sector, and where competitive advantage moves next

How product reaches the buyer in a market, and where channel power is shifting

Financials, leadership, strategy, and reputation on a company

Deep dive into how a company operates strategically, and where it is most exposed

Revenue, margins, cash, debt, and auditor signals on a company

How a company is perceived across customers, employees, media, and ESG

Discover a country's GDP, political environment, infrastructure, and outlook

Discover a city's GDP, economic drivers, workforce, and trajectory

Trade flows, tariffs, agreements, and friction points between two countries

Background, current state, key actors, evidence, and where an issue is heading

What a policy does, who wins and loses, and how it lands in practice

The specific risks facing a market — ranked, evidenced, and with the signals to watch

Single-source exposures, concentration, and trade-route risk for a market

Climate, governance, social, and controversy risk in a sector

Pending legislation, enforcement shifts, and where the rules are likely to change

Licensing, compliance, recent changes, and pending legislation in a jurisdiction

Government stability, policy direction, and the political risks facing a market

What a role pays — verified across named salary databases and job posting data

Whether to take a job at a company, with the evidence behind the answer

Who the credible candidates are, what they earn, and how the search will unfold

How a career in an industry works — entry, paths, pay, and prospects

The three things that will move a business forward this quarter

A 90-day plan that turns a strategy into something a team can act on Monday

Segment, positioning, channels, and pricing — tested against each other so the four hold together

A positioning the market can place — and a category claim worth defending

A pricing strategy that the market accepts and the business can defend in negotiation

Dashboard, thresholds and owners

Dashboard, thresholds and owners

Targets, thresholds and cadence

Whether an opportunity is worth pursuing — with conditions or risks named

The real problem behind the surface one, with options and a recommended next step

How a business creates, delivers, and captures value — and where it is exposed

Where work is breaking, where capability is missing, and the one structural change worth making

Build, buy, partner, or wait — with the killer assumption named

Whether a specific partnership is worth pursuing — with the asymmetries named

The right financing structure for the opportunity — tested against fit, cost, and flexibility

A fundraise structured to close on terms worth living with

Every variance classified — structural, timing, one-off or noise — with the call the pattern demands

How long the cash lasts across three scenarios, with the killer assumption named

Whether the per-unit economics hold up — with the killer assumption named

Whether the pay set serves the talent strategy, with the cost of fixing it

A board report that lands the narrative, the KPIs, the exceptions, and the decisions requested

What metrics are missing, misleading, or quietly rewarding the wrong thing

A complete business plan ready to put in front of investors, partners, or a board

A career decision weighed against criteria that matter, with a pre-mortem and a verdict

What matters most, what you would give up, and what stays true under pressure

Which option holds up under income loss, rate moves, or a downturn

A relocation decision and plan, with the trade-offs each destination forces

What the culture is like — values in practice, leadership behaviour, and where the gap sits

Strategy clarity, alignment, talent density, ways of working, and trust in leadership

What's energising people, what's draining them, and the levers that would move engagement

The patterns in how a person handles pressure, conflict, collaboration, and decisions

PENDING — product being redesigned. See Replit brief.

How a person leads — defaults, strengths, blind spots, and development areas

Real strengths backed by evidence — and the cost each one carries when overplayed

The values revealed by what a person has held the line on, refused, or regretted

What every role owns, what's silently dropped, and which handoffs are breaking

Where the team is aligned on priorities and goals, and where dangerous gaps sit

Where trust, conflict handling, and accountability are strong — and where they break

Any subject explained to a real listener, scored on accuracy, depth, audience adaptation, and handling the unknown

A presentation rehearsal scored on lead argument, evidence, question response, and poise

A stakeholder-influence rehearsal scored on reading the room, framing, negotiation, and durability

A managing-up rehearsal scored on positioning, evidence, flexibility, and outcome

A meeting rehearsal scored on structure, air-time management, progress, and closure

The conversation that's been avoided, with an assessment of how the conversation went

A saying-no rehearsal scored on clarity, rationale, alternative, and relationship

A performance-conversation rehearsal scored on clarity, ownership, empathy, and path forward

A team-conflict rehearsal scored on directness, fairness, action, and aftercare

A hiring interview rehearsal scored on question design, follow-up, bias, and assessment integrity

A leadership crisis scored on decision quality, communication, strategy, and pressure response

A negotiation rehearsal scored on preparation, anchoring, concession pattern, and pressure response

A strategic-decision rehearsal scored on framing, information use, trade-off recognition, and time horizon

An ethics rehearsal where the right path is costly, scored on recognition and response

A prioritisation rehearsal scored on triage, trade-off recognition, communication, and revisability