I've been helping the executive team of a middle market enterprise consider its risk management options during a period of change and uncertainty.

This privately held company enjoys the benefits of long-term employees, loyal customers, and an industry-leading brand. However, after several years of rapid growth fueled by long-term customer contracts, technical innovation, and high-quality customer service, it has outgrown its former risk management model and needs to develop new ways of identifying, understanding, managing, and insuring its risks.

Over the course of our conversations, it's become clear that the primary risk management challenge this company has is developing leadership consensus for a fresh risk management strategy to right-size the safety, health and benefits, and corporate insurance portfolio. These may seem obvious to the professional risk manager, but are not necessarily easily agreed by a leadership team focused on maintaining day-to-day operations in a constrained financial environment.