Financial Services Review: Specials Magazine

Justin Butler is a risk and governance leader with over two decades of experience across financial services and nonprofits. Former Chief Risk Officer of a USD 17 billion institution, he now delivers keynotes and programs that help leaders turn risk into clarity, strategy and better decision-making. For more than two decades, my career has centered on helping organizations make better decisions in the face of uncertainty. I began in internal audit and progressed through enterprise risk, compliance, corporate strategy, product management and transformation leadership across leading financial institutions, including Bank of America, GE Capital (later Synchrony Financial), Wells Fargo, and ultimately as Chief Risk Officer of Bremer Bank, a USD 17 billion financial institution. Those experiences shaped one enduring belief: organizations rarely struggle because they fail to identify risk. More often, they struggle because they do not consistently make high-quality decisions as conditions change.

Todd Greenberg, the Chief Risk Officer at Alliance Equipment Finance, brings more than 16 years of experience in equipment finance risk management. Throughout his career, he has held senior risk leadership roles specializing in underwriting, credit risk and portfolio management. Balancing Growth with Disciplined Decision-Making Greenberg's perspective on risk has been shaped by a career that began as an entry-level credit analyst before progressing through roles at Nations Equipment Finance, Post Road Equipment Finance and Alliance Equipment Finance. Along the way, he observed situations where sales and risk functions sometimes operated at opposite ends of the decision-making process. Rather than treating them as competing priorities, he sees them as functions that work best in collaboration.

Orhon brings 30 years of airline industry experience to United Airlines. As Chief Risk Officer, he leads enterprise risk management, internal audit and integrated risk efforts across cybersecurity, compliance, procurement and operations, with a focus on strengthening risk visibility and embedding accountability into decisions. His approach connects analytical rigor with human judgment, helping United build resilient, collaborative and accountable practices that teams across the enterprise can carry forward. The Making of a Strategic Risk Leader Orhon spent years in financial planning and analysis before moving into internal audit and enterprise risk management. Each stop added a different lens. FP&A sharpened his read on business performance, market dynamics and investor expectations. Internal audit pulled him into governance and controls, where he worked alongside cybersecurity, operations and compliance teams across areas well beyond financials. Enterprise risk tied those threads together at United’s highest level.