
Diligent Q&A – Introducing Scott Bridgen, General Manager, Risk & Audit at Diligent

We are thrilled to welcome Scott Bridgen to Diligent! As General Manager, Risk & Audit, Scott brings years of GRC expertise to enhance Diligent’s innovative risk and audit solutions, ensuring they meet customer needs within a simple, unified GRC platform.
We sat down with Scott to pick his brain on the evolving risk landscape and how the role of risk professionals has changed as a result, the most pressing risks and opportunities facing organizations today, and trends that will shape the future of risk and audit.
Q. Welcome to Diligent, Scott! Could you share what excites you most about joining the team and leading the Risk and Audit business unit?
A. Thank you, I'm thrilled to be joining the team! Several aspects stood out to me, but Diligent’s customer-centric culture truly resonated. Maintaining a strong culture can be challenging, yet at Diligent, it’s clearly woven into the fabric of the organization, driven by its incredible people. Having the chance to collaborate with such a talented team, all focused on redefining the market, is genuinely inspiring.
On that note—and those who know me will appreciate my inner geek here—the Diligent One Platform is a game-changer. Combined with our unique footprint at the board level, this represents an unprecedented opportunity to elevate and contextualize risk and audit, and empowers our customers to execute seamlessly in the language of both the business and the boardroom, which is incredibly exciting.
Q. From your perspective, how has the role of risk evolved in recent years, and what are the primary drivers behind these changes?
A. There is a saying: "To live with uncertainty is to live with possibility” and we are in both an era of unprecedented uncertainty and exceptional opportunity, so the evolution of risk is expected, necessary and if —I’m being totally honest —desired by risk professionals!
Risk management has evolved from a reactive, siloed function to a proactive, strategic driver of business success. Diligent Institute’s 2025 What Directors Think survey (to be released in January) shows that enterprise risk management (ERM) is one of the top five most challenging areas for board directors to oversee. Risk professionals play a central role in driving value by helping leaders take calculated risks that fuel innovation and competitive advantage. This evolution underscores risk management’s transformation into a key enabler of growth and organizational agility.
Risk professionals are also addressing a broader range of risks, including reputational, geopolitical, sustainability, and emerging challenges like cybersecurity and technology disruption. Advanced tools like AI, machine learning, and predictive analytics are enabling risk professionals to assess risks more accurately. These technologies, combined with real-time dashboards and automated reporting, allow for timely and informed decision-making while enhancing risk intelligence across organizations.
Simultaneously, the growing complexity of global regulations, ESG demands, and digital transformation has expanded their scope, requiring new skills in compliance, technology, and cross-functional collaboration.
Q. What do you see as the most pressing risks facing organizations today, and how should leaders prioritize their approach to addressing these risks
A. The most pressing risks organizations face today span several interconnected areas, requiring leaders to adopt a strategic and proactive approach. Diligent Institute’s 2025 risk and opportunity outlook whitepaper, inspired by the discussions and key takeaways from the Diligent Institute Elevate Leadership Summit, provides an overview of the four most critical topics demanding the attention of boards.
Personally, I would categorize top risks into the following areas:
- Cybersecurity Threats: Increasingly sophisticated cyberattacks, fueled by digital transformation and remote work, pose significant risks such as data breaches, ransomware, and operational disruptions. Leaders should invest in robust cybersecurity measures, train employees on best practices, and maintain updated incident response plans.
- Economic Uncertainty: Volatile global markets, inflation, and supply chain challenges require financial flexibility, scenario planning, and cost efficiency. Diversifying revenue streams and adopting agile strategies are key to navigating these uncertainties.
- Talent and Workforce Challenges: Attracting and retaining top talent remains a pressing issue, compounded by hybrid work complexities and skill shortages. Organizations should prioritize employee wellbeing, continuous upskilling, and succession planning to ensure long-term workforce stability.
- Regulatory Compliance: Complex regulations in data privacy, ESG, and labor laws expose organizations to penalties and reputational damage. Proactive compliance monitoring, legal consultation, and the use of advanced technologies help mitigate these risks.
- Supply Chain Disruptions: Geopolitical instability, pandemics, and natural disasters have disrupted supply chains globally. Leaders should diversify suppliers, integrate predictive analytics, and enhance inventory flexibility to build resilience.
- Climate Change Risks: Physical and reputational risks related to climate change require organizations to adopt sustainable practices, build resilience into infrastructure, and engage stakeholders on their environmental efforts.
- Reputation Management: Brand trust is vulnerable to public scrutiny, ethical missteps, and unmet stakeholder expectations. Transparent communication, ethical leadership, and crisis preparedness are critical for safeguarding reputation.
- Technological Disruption: The rapid pace of innovation in AI and other technologies can outpace organizations. Leaders should foster a culture of innovation, pursue digital transformation, and establish partnerships to stay competitive.
Q. In your opinion, what are the biggest challenges organizations face when attempting to foster a culture of risk awareness and accountability across all levels?
A. Interestingly most people are strong at managing risks, especially those that require intuition and emotional intelligence, so you’d expect it to be easier than it is in reality! However, biases, distractions, and tribalism—where employees align with groups or departments based on shared interests—can hinder unified efforts, even with strong "tone from the top" leadership. Risk is also frequently presented in abstract or academic terms, making it feel irrelevant or burdensome to employees focused on immediate objectives.
To address these challenges, organizations must anchor efforts in clear, objective-centric communication that resonates with all levels. Leaders should model a commitment to risk management, integrate risk awareness into daily operations, and encourage open, judgment-free dialogue about potential issues. Providing tools and resources that simplify risk identification, offering recognition for proactive risk management, and continuously refining approaches based on feedback and evolving risks are critical steps. By framing risk in the context of achieving organizational goals, companies can overcome resistance and build a proactive, accountable culture.
Q. Looking ahead to 2025, what trends or disruptions do you believe will shape the future of risk and audit, and how can organizations best prepare to remain resilient?
A. The rapid pace of technological advancements, such as AI, will continue to revolutionize how risks are identified, assessed, and mitigated. Organizations should embrace the use of technology not only to enhance predictive capabilities but also to manage associated risks like data privacy, cybersecurity, and ethical AI use. Cyber threats will remain a top concern, with increasingly sophisticated attacks targeting interconnected systems and extended enterprise networks.
In parallel, regulatory complexity will grow, particularly around ESG, data protection, and emerging global standards. Risk and audit functions will need to evolve into strategic partners, translating compliance requirements into actionable insights for leadership. Additionally, economic uncertainty and supply chain vulnerabilities will demand robust scenario planning and diversification strategies.
Leaders must champion a proactive approach, viewing risk as an enabler of innovation and growth, rather than a mere defensive function. This mindset shift will position organizations to navigate uncertainty and capitalize on emerging opportunities.