Global Technology Leader | Seasoned Startup & Board Advisor | Formerly at Amazon, Zillow, Lending Tree

I never set out to be a personal brand. I have always seen myself as an operator and partner to other people’s projects, not someone who needs the spotlight.

I also know what it feels like to have a strong track record and still feel invisible.

For more than fifteen years I worked inside large organisations. At Amazon in the United States, United Kingdom and Australia I led sales, marketing and partnerships. I helped launch private brands, build small business innovation programs and grow advertising and search products across regions. At a global music and media company I led streaming and commercial partnerships around music and film catalogues, working closely with artists, managers and platforms.

I was proud of the work. We launched real products, moved real numbers and helped brands grow. But outside those walls none of that automatically translated into the next opportunity. Titles and logos only tell part of the story.

Returning to Sydney, I shifted from large company roles into building systems directly around creators and smaller teams. I work with podcasters, musicians and direct to consumer brands on the unglamorous pieces that actually drive growth. Planning topics. Turning long form video into short form clips. Tightening hooks, captions and calls to action. Building simple engines that make consistent content and audience growth possible.

In parallel I do what I used to do at Amazon and AWS, now with modern tools. I design revenue and marketing systems powered by AI, Zapier and automation. Lead capture, messages, tagging, reporting, content calendars, launch plans. All the operational plumbing that lets teams scale without burning out. I am familiar with the major content creation tools and with implementing digital transformation strategies that stick.

The common thread is simple. There are capable and humble people doing good work who are overlooked because their sales, marketing and content systems are weak or missing. They do not need viral fame. They do need a clear story, a repeatable way to show up and operations that hold together when things get busy.

That is what I help with now.

Building sales and marketing playbooks from first touch to close.
Turning podcasts, video and expertise into consistent content that drives enquiry.
Using AI and automation to remove manual work and give leaders clear numbers.

If you are in Sydney or remote and you are trying to grow revenue, sort out your marketing or figure out where AI and automation fit into your business, send me a message and tell me what you are working on.

Chadd SJ Ciccarelli

Archer Integrated Risk Management

Leading the ESG and Third-Party Risk Management (TPRM) domains.  I’m on a mission to develop innovative technology solutions that empower companies to efficiently manage risks and drive sustainability programs.

Global Head of ESG & TPRM

Columbia University

Faculty Lecturer | Enterprise Risk Management Graduate Program

Seacoast Bank

• Led the Enterprise Risk Management (ERM) Program development end-to-end, including risk taxonomy, risk and control inventory, KRIs, corporate and LoB risk assessments, reporting, policy and procedure development, risk culture, awareness and training. 
• Spearheaded the corporate GRC tool implementation and ERM processes automation.
• Advanced ESG development efforts, including sustainability reporting, ESG risk and governance structure, risk and opportunities assessment. 
• Led the M&A ERM workstream, including risk, compliance, fraud and legal components execution.

Vice President, Enterprise Risk Management 

Fannie Mae

•	Developed and executed a compliance framework that governs management-level committees ranging across Executive Management, Technology, Disclosure, and multiple Risk Committees. 
•	Served as the lead expert in corporate governance matters including delegations of executive authority, Board and Committees best practices, and execution of effective challenge. 
•	Analyzed and defined matters requiring management-level committees’ review including topics, such as ESG, digital transformation and various risks.
•	Led issue management, MRA remediation, GRC technology integration.

Senior Governance Compliance Lead | Compliance & Ethics 

•	Led operational risk management function across the Technology & Operations (T&O) organization, including exception management and incident management root-cause analysis. 
•	Developed and executed risk and control self-assessments (RCSA), insider threat program and GRC technology operationalization. 
•	Designing risk assessment methodology, policies, standard operating procedures, management dashboards, control metrics and key risk indicators (KRI).

Risk Manager, AVP | Technology & Operations

IFC - International Finance Corporation

•	Served as a managing Corporate Governance Officers within the Environmental, Social and Governance (ESG) department working with investment and advisory portfolio clients on establishing ESG, corporate governance and risk programs. 
•	Assessed ESG practices of portfolio clients and advised on best enhancement solutions. 
•	Designed governance and integrated ESG evaluation tools: assessment framework, progression matrix, KRIs, report generators, score cards.

Corporate Governance Officer | Team Leader | ESG

Growing up, I always had tremendous appreciation for governance – rules and directions that bring structure and clarity to our lives. What some see as "rigid" rules, I view as the foundation for long-term success and sustainable growth.

This passion led me to a 20+ year career in risk management, governance, and sustainability within the financial and technology industries. Through my work, I’ve explored why some companies thrive for generations while others falter. The key differentiator? A proactive approach to risk, integrating it into strategic decision-making rather than treating it as an afterthought.

Today, I focus on developing innovative risk management and sustainability technologies that help companies align risk with strategy to enable long-term growth. This requires a unique combination of technical expertise, product execution, and cross-functional leadership to transform complex challenges into high-impact solutions.

Risk isn’t a barrier – it’s a strategic advantage for those who know how to manage it! 

I’m always open to connecting with professionals who share a vision for smarter, risk-informed strategies that drive business success and sustainability.

Tahmina Day, MBA, CERP

When someone tells me they’re always very busy, I usually pause.

Busy doing what? And toward what outcome?

It’s one thing to fill the entire day. It’s another to drive results. 

The average professional now spends close to 40–50% of the workweek in meetings and 30% of time managing email. 

On top of that, we’re interrupted every few minutes by notifications from Teams, Slack, and Outlook — and it can take up to 20 minutes to regain focus after each disruption.

Most of us can stay busy all day long. There’s always something to respond to, something to fix, another meeting to join. No wonder the day feels full. 
But fullness isn’t the same as progress.

The harder part is stepping back and asking whether the work we’re doing is the work that matters. Not what’s loud. Not what’s urgent. What actually moves something forward.

Especially now, when a lot of routine work can be automated or streamlined, the real differentiator isn’t how much we do. It’s what we choose to focus on.

Being busy is easy. Being deliberate takes discipline. And, being strategically valuable is a competitive advantage.

Product Leader | GRC | AI-Enabled Risk & Sustainability Solutions

“GenAI outputs are probabilistic and can be confidently wrong.” – COSO

That sentence alone explains why AI governance matters. 

COSO has just published a new guidance document – 𝘈𝘤𝘩𝘪𝘦𝘷𝘪𝘯𝘨 𝘌𝘧𝘧𝘦𝘤𝘵𝘪𝘷𝘦 𝘐𝘯𝘵𝘦𝘳𝘯𝘢𝘭 𝘊𝘰𝘯𝘵𝘳𝘰𝘭 𝘖𝘷𝘦𝘳 𝘎𝘦𝘯𝘦𝘳𝘢𝘵𝘪𝘷𝘦 𝘈𝘐 (𝘎𝘦𝘯𝘈𝘐). It brings GenAI into a familiar COSO structure.

This is not a brand-new AI standard. It’s COSO doing what it has always done well – grounding emerging risk in structured internal control principles.

Here is what this guidance helps clarify in practical terms:

✅ WHY GenAI changes the control conversation. Outputs can be persuasive while incorrect, which raises the bar for validation and review before anyone relies on them.

✅ HOW the five COSO components translate to GenAI. Control Environment, Risk Assessment, Control Activities, Information & Communication, and Monitoring still apply  but now to AI-enabled workflows, not just traditional processes.

✅ WHERE controls need to live. Prompts, model configurations, training data, and retrieval sources influence outcomes and need documentation, versioning, and change discipline.

✅ WHAT good governance looks like. Clear ownership for use cases, approvals, and escalation paths, so “experimentation” doesn’t quietly become operational dependency.

✅ HOW monitoring needs to evolve. Ongoing performance monitoring for drift, reliability, bias, and explainability, not just a periodic control check.

✅ WHY accountability stays human. AI can support decisions, but responsibility for those decisions still belongs to leaders and process owners.

As with any COSO-based approach, this is a framework, not a plug-and-play checklist. Each company will need to tailor it to its risk appetite, regulatory obligations, and operational complexity.

But the signal is clear, generative AI now belongs inside your internal control system.

My LinkedIn feed lately reads like an AI apocalypse bulletin.

Entire professions are supposedly on the brink, from healthcare diagnostics and retail associates to customer support, legal research, underwriting, and even software development.

And to be fair, this isn’t all manufactured panic. AI will automate meaningful portions of existing work. Some roles will shrink, others will change, and certain job categories may disappear altogether.

But technological shifts do not simply remove work. They usually reorganize it.

So, I asked AI a simple question - What kinds of jobs will you create?

The answer was less about shiny new titles and more about structural shifts in how value is created.

✅ In healthcare, as diagnostic support becomes more automated, demand increases for professionals who can validate model outputs, manage clinical data quality, and oversee AI-enabled patient pathways.

✅ In retail, as transactional roles compress through automation, new roles will shift towards how customers move between online and in-store experiences, how demand is predicted more accurately, and how automated warehouses and fulfillment systems are managed.

✅ In financial services and insurance, beyond traditional underwriting or claims processing, companies are investing in algorithmic transparency, model performance governance, AI-enabled fraud strategy, and enterprise-level AI integration.

Across sectors, a consistent pattern is emerging. As AI handles more execution, human value shifts toward interpretation, accountability, integration, and judgment.

The future of work will not be defined by humans competing against AI on efficiency. It will be defined by humans designing, supervising, contextualizing, and governing intelligent systems.

The risk is not that AI eliminates roles. The risk is that we prepare people only for yesterday’s tasks rather than tomorrow’s capabilities.

If entire industries are being reshaped, the more strategic question becomes - how are we reskilling at the sector level, not just reacting at the individual level?

That is the conversation I believe we should be having.

We cannot put an AI veneer on top of a broken foundation.

Right now, many of us are trying to layer AI onto enterprise platforms as quickly as possible. But there is an uncomfortable reality we need to face.

We cannot put AI on top of fragmented workflows, inconsistent data models, and poorly structured processes and expect the system to suddenly become intelligent. At best, AI becomes an amplifier of the existing problems.

AI is incredibly powerful, but it is fundamentally a force multiplier. It enhances the quality of what already exists in the system. When the data is structured, the workflows are coherent, and the platform has a strong architectural foundation, AI can unlock enormous productivity and insight.

When those elements are missing, the outcome is very different. Instead of intelligence, companies often get complex outputs that teams struggle to trust, verify, or operationalize.

This is particularly true in regulated enterprise environments (risk management, compliance, ESG, operational governance) where systems must produce outputs that are explainable and defensible.

As we build AI into platforms, we cannot overlook the fundamentals that make those systems reliable -  strong architecture, well-structured data models, and deep domain expertise. 

AI does not replace the foundation, it depends on it.

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The Battle

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Tahmina Day, MBA, CERP

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