Singapore · Nasdaq & SGX Board Director
Former statutory Chief Risk Officer and Nasdaq-listed CEO, now advising Asia’s boards on risk, governance and ESG.
Nasdaq
Led to listing as CEO
3
Listed board seats
24
Years in practice
2×
Statutory CRO
The work differs, but the underlying demand is the same: turning complex, high-stakes situations into decisions a board can actually make.
I currently serve on Nasdaq- and SGX-listed boards, chairing Nominating and Risk Committees. Having been the statutory Chief Risk Officer reporting into board risk committees, I know exactly what useful challenge looks like from both sides of the table.
Through CER Consultancy I advise insurers, financial institutions and regulators on the frameworks that hold up under scrutiny, ERM and ORSA design, RBC2 capital work, climate and ESG governance, and the regulatory submissions that follow.
I have authored ten proprietary curricula, ERM, RBC2, cyber, IoT, blockchain, PDPA,delivered through SMU Academy, the Singapore College of Insurance and APARI Indonesia. I lecture at ESSEC and have presented at conferences across Asia since 2012.
In my experience, the risks that truly threaten an organisation rarely live in one department. They move across strategy, capital, operations, regulation, technology and reputation, all at once. I bring together actuarial rigour, executive leadership and deep market experience to help you make sense of that. Not just to identify what could go wrong, but to decide what must change for your organisation to stay resilient, competitive and ready.
I connect risk, capital, regulation, technology and commercial strategy into one coherent picture, because your decisions don't happen in silos.
I translate technical depth into clear choices. If your board can't act on it, the analysis hasn't done its job.
My goal is to leave your team better equipped to handle the next challenge, not to make myself indispensable.
As MAS statutory CRO and Chairman of the Risk Committee for AIG Asia Pacific, I was accountable for enterprise risk frameworks, catastrophe modelling, capital model oversight and board reporting across multiple jurisdictions. I also led APAC ERM for AIG's regional insurance portfolio and aggregation risk, one of the largest insurance groups in the region. This is where I learned what it truly means to own risk.
At Grab I built digital insurance programmes across seven ASEAN markets, connecting actuarial and regulatory expertise to platform-scale distribution and motor telematics / UBI products. At Symbo I led strategy for a digital broker licence in Singapore and built insurance affinity partnerships. These two years gave me the clearest view of where insurance distribution and product design are heading.
I led Basel Medical Group, a Singapore and Malaysia orthopaedic and neurosurgery clinic group,through its Nasdaq listing in Q1 2025. Taking a healthcare company public on a major US exchange required mastery of SEC disclosure, investor relations, governance and cross-border operational complexity. It is the most demanding thing I have done, and among the most instructive.
Through CER Consultancy I advise boards, insurers and financial institutions on ESG strategy, risk governance and IPO readiness across ASEAN. I serve as Independent Director on iO3 Ltd (Nasdaq: IOTR) and SDAI Limited (SGX: 5TI), chairing Nominating and Risk Committees. I continue to deliver training at SMU Academy and the Singapore College of Insurance. In parallel, Verde Kinetics drives financial inclusion for Indonesian cooperatives and AgriVenture scales sustainable poultry farming. Every thread of the previous twenty-four years converges here.
From broad commitments to decisions that hold up to regulatory scrutiny.
I designed this programme because I kept seeing the same gap, organisations with strong climate intentions and weak implementation. We work through regulatory expectations, scenario analysis and a structured roadmap so you leave with concrete actions, not just a framework.
Understanding capital not just as a number, but as a strategic position.
Capital decisions shaped everything I did as CRO. This programme gives actuarial and finance teams the depth to understand Singapore's RBC framework, and helps them connect those technical requirements to the commercial and strategic choices the organisation is actually making.
Regional exposure, catastrophe risk and financial resilience frameworks.
ASEAN faces some of the world's most acute climate risk. This programme connects that physical reality to practical risk assessment, insurance product development, catastrophe modelling and the financial resilience frameworks that boards and regulators are increasingly requiring.
Connecting risk governance with strategy, culture and organisational capability.
This programme is for leaders who need to own enterprise risk management, not just sit inside it. We cover risk appetite in practice, governance structures, what a good board risk report actually looks like, and how to build a risk culture that changes how decisions get made.
I speak to boards, regulators, executives and professional audiences across Asia on the forces reshaping insurance, risk governance, climate strategy and technology. When I stand up to speak, I bring the perspective of someone who has actually held the roles you are navigating, not read about them.
Speaking Themes
Risk Leadership in an Age of Constant Change
What Your Board Needs to Know About Climate Transition
The Future of Insurance in Asia
AI, Automation and the New Insurance Risk Landscape
Capital, Regulation and Organisational Resilience
From ESG Compliance to Strategic Value
Building Risk Capability Across an Organisation
Insurtech Beyond the Technology Hype
Selected Engagements
FAMPOSO Conference, Family Offices, Institutional Investors & Sovereign Funds
FAMPOSO · Singapore
ERM & BCP Certification Programme
APARI & Singapore College of Insurance · JW Marriott Jakarta
Climate, Environmental & ESG Risk Certification
APARI & Singapore College of Insurance · JW Marriott Jakarta
RBC2 Programme (with MAS Director co-presenter)
Singapore College of Insurance · Singapore
AI in Reinsurance Course
Singapore College of Insurance · Virtual
“Raymond has the broadest risk management experience and expertise of anyone I've met. While most actuaries focus on narrow insurance underwriting or investment risks, Raymond has delivered value across the entire value-chain of organisations from a range of industries.”
“I have known Raymond as a trailblazer in ERM for the insurance and actuarial industry. He has a deep understanding of ERM from the insurance and actuarial perspective.”
“Raymond was instrumental in helping GrabRentals set up our automotive fleet insurance programme. As the regional insurance lead, he provided sound advice to ensure we built a comprehensive insurance policy that could scale with the business.”
Singapore's MAS Notice 126 does not sit with the CRO or the risk team. It places the ERM framework, risk appetite statement and ORSA report directly with the board. Most directors do not realise how personally exposed they are if submissions are weak or the board's minutes show passive acceptance. This is the read from inside the CRO chair — what the Notice requires, where most boards fall short, and the specific questions MAS will ask.
The Own Risk and Solvency Assessment is one of the most governance-valuable documents an insurance organisation produces, and one of the most underused at board level. Here is how to change that.
Most boards understand they need financial and legal expertise around the table. Far fewer have thought carefully about actuarial oversight, and in an environment of mandatory ESG disclosure, rising catastrophe exposure and capital reform, that gap is becoming expensive.
Most board risk committees I have sat in front of spend their time reviewing a risk register nobody outside the room has read. Here is what changes when a risk committee is actually built to influence decisions rather than to document them, drawn from years reporting into these committees as a statutory CRO.
MAS has set clear supervisory expectations for how insurers govern, test and monitor AI. In the boardrooms I sit in, the effort goes into mapping the guidelines clause by clause, when the harder and more useful work is building an inventory of where the insurer already uses AI, and owning the third-party models, drift and human oversight that inventory exposes.
In every CRO role I have held, capital was the conversation that shaped everything else, growth, reinsurance, product decisions, strategic resilience. It should not be confined to the actuarial function. It belongs at the highest level of governance.
Advisory · Training · Speaking · Board Briefings
Whether you need to strengthen your board’s risk oversight, develop your team’s capability, bring a credible voice to your event, or work through a complex advisory challenge, I’d welcome the conversation.
Enquiries are reviewed personally or by an authorised representative.
