The expanding role of the risk manager (part II)

Putting risk strategy into action

Understanding the evolution of global risks is essential, but the true measure of effective risk management lies in how organizations respond. At Sedgwick, risk is not just monitored. It is actively managed through a comprehensive, forward-thinking approach that spans insurance, operations, safety and technology.

In Part II of this series, we shift from the broader landscape of risk to a closer look at how Sedgwick’s risk team, led by Dave Arick, Managing Director of Global Risk Management, is navigating this complexity. From building global insurance frameworks to ensuring safe travel, emerging technologies to business continuity, as well as health, safety and security — Arick and his team are redefining what it means to be risk-ready in today’s world. Their work not only protects Sedgwick and its people but also delivers measurable value to clients and helps shape the company’s strategic direction.

Sedgwick’s approach to risk management

Sedgwick’s approach to risk is rooted in integration and responsiveness. Risk awareness is embedded across the organization, with policies and protocols that evolve in response to current events. For example, in the wake of various high-profile incidents, Sedgwick has strengthened its internal threat monitoring and social media risk protocols. Arick explains that the company has become more aware of erratic behavior, threatening posts and the need to protect both employees and clients.

Technology is another area of focus. As Sedgwick rolls out AI-enabled tools to enhance service delivery, the various teams across Sedgwick work behind the scenes to ensure responsible governance and compliance. Arick emphasizes that the company is not only thinking about what these tools can do, but also how they are perceived, how they are managed and what risks they might introduce.

This proactive mindset is supported by cross-functional collaboration. Risk leaders work closely with IT, HR, legal and operations to ensure that risk considerations are part of every major initiative. This collaboration helps Sedgwick stay ahead of emerging threats and ensures that risk management is aligned with the company’s broader goals.

The role of Dave Arick and his team

Arick’s team oversees a wide range of responsibilities that reflect the multifaceted nature of risk today. These include:

• Insurance procurement: Managing global property and casualty coverage, with a focus on harmonizing policies across regions and optimizing both cost and protection for the company.
• Business continuity: Partnering with IT and operations to ensure disaster recovery and operational response plans are in place.
• Secure travel management: Supporting colleagues who travel to high-risk areas, including arranging security and emergency support.
• Health and safety: Ensuring OSHA compliance and safe practices for colleagues, especially those performing field-based duties.
• Security and threat response: Monitoring and responding to physical and digital threats to protect Sedgwick’s people and assets.

This structure allows the team to take a holistic view of risk while also responding quickly to emerging issues. Arick notes that his goal is to connect the dots across all these areas and ensure that Sedgwick is prepared for whatever challenges may arise.

Bridging the gap between risk managers and executives

One of the biggest challenges in risk management today is aligning with executive priorities. Arick observes that risk managers often rely on external reports, such as the World Economic Forum’s Global Risks Report, to guide their thinking. However, these insights may not reflect what matters most to their own leadership teams.

“Long-term risks remain long-term unless you take action,” Arick says. “If you are not talking to your executives, you are missing the opportunity to align risk strategy with business strategy.”

At Sedgwick, Arick’s team participates in a company-wide risk committee that brings together subject matter experts from across the business. This forum helps surface emerging concerns, prioritize resources, and ensure that risk management is aligned with strategic goals. It also provides a platform for risk professionals to engage directly with executive leadership and contribute to decision-making.

Demonstrating value to clients

Beyond internal operations, Sedgwick’s risk team plays a key role in delivering value to clients — providing a “voice of the customer” perspective. By analyzing data and identifying trends, they help clients reduce incidents and improve outcomes. Arick shares a compelling example: “If we take over a client’s workers’ compensation program and help them reduce claims by 10 percent and claim costs by 25 percent, that is real value. That is a story they can take back to their leadership.”

Helping clients tell those success stories in ways that are meaningful to their business is a core part of Sedgwick’s approach. The risk team works closely with clients to quantify impact, demonstrate results and support long-term success.

Conclusion: elevating the role of risk management

At Sedgwick, risk management is more than a function. It is a strategic enabler. Through the leadership of Dave Arick, his team and the risk-minded professionals at Sedgwick, the company demonstrates how a proactive, integrated approach to risk can protect people, support operations and deliver measurable value to clients. From business continuity to secure travel protocols, threat response and more, Sedgwick’s exemplifies how to turn uncertainty into opportunity.

As the nature of risk continues to evolve, so too must the role of the risk manager. By staying connected to executive priorities, aligning with long-term strategy and quantifying impact, risk professionals can earn their seat at the table and help shape a more resilient, forward-looking organization.