The Antwi Group is seeking an experienced, strategic, analytical, highly organized, and solutions-focused Director / Manager of Risk Management to establish and lead our Risk Management Department.
Working with Executive Leadership, Finance & Accounting, Legal & Business Affairs, Operations & Administration, Security & Protective Services, IT & Digital Systems, Facilities & Workplace Operations, Human Resources, Procurement & Vendor Management, Project Management, Content & Media Production, and other business units, the Director / Manager will develop and oversee an enterprise-wide framework for identifying, assessing, monitoring, mitigating, and reporting business risks.
The position will help The Antwi Group understand potential risks affecting its people, operations, finances, facilities, technology, productions, projects, vendors, reputation, intellectual property, business relationships, and strategic objectives.
The Director / Manager will establish risk-management policies, risk registers, assessment methodologies, reporting procedures, mitigation plans, escalation standards, business-continuity coordination, insurance-related risk processes, incident-risk reviews, and management reporting.
The role is intended to provide structured risk oversight while recognizing that specialized areas—including legal advice, cybersecurity, workplace safety, accounting, insurance placement, physical security, and emergency response—remain with appropriately qualified internal or external professionals.
This position requires exceptional judgment, analytical thinking, leadership, communication, discretion, integrity, business awareness, and the ability to evaluate complex situations without unnecessarily interfering with responsible business decision-making.
Key Responsibilities
- Establish and lead the Risk Management Department.
- Develop the company’s enterprise risk-management framework.
- Identify significant organizational risks.
- Develop risk-assessment methodologies.
- Maintain the enterprise risk register.
- Coordinate departmental risk assessments.
- Establish risk-reporting procedures.
- Develop risk-mitigation plans.
- Monitor significant risk exposures.
- Coordinate risk owners across departments.
- Establish risk-escalation procedures.
- Support business-continuity planning.
- Coordinate insurance-related risk information.
- Support incident and loss reviews.
- Evaluate emerging business risks.
- Support major projects and strategic initiatives.
- Coordinate vendor-risk activities.
- Support operational-risk management.
- Coordinate with Security on physical-security risks.
- Coordinate with IT on technology and cybersecurity risks.
- Coordinate with Legal on legal and regulatory risks.
- Coordinate with Finance on financial risks.
- Prepare executive risk reports.
- Develop risk metrics and dashboards.
- Promote risk awareness throughout the organization.
- Protect confidential risk information.
- Lead assigned Risk Management personnel.
Enterprise Risk Management
The department may use a structured process such as:
Identify → Assess → Assign → Treat → Monitor → Report → Review
Risk Categories
Risk assessments may consider:
- Strategic risk
- Operational risk
- Financial risk
- Technology risk
- Cybersecurity risk
- Physical-security risk
- Legal and regulatory risk
- Vendor and third-party risk
- Project risk
- Business-continuity risk
- Reputational risk
- Facilities risk
- Production risk
- People-related operational risk
- Other material business risks
Risk Identification
Risks may be identified through:
- Department assessments
- Incident reviews
- Management discussions
- Project reviews
- Vendor assessments
- Internal-control reviews
- Business-continuity exercises
- Industry developments
- Changes in company operations
- Other legitimate sources
Risk Register
The Director / Manager may establish an enterprise risk register containing:
Risk → Category → Description → Owner → Likelihood → Impact → Controls → Actions → Status
Risk Ownership
Individual risks should generally have an appropriate business owner responsible for managing the underlying activity.
Risk Management provides oversight, methodology, coordination, challenge, and reporting rather than assuming responsibility for every operational risk.
Risk Assessment
Risks may be evaluated based on factors such as:
- Likelihood
- Financial impact
- Operational impact
- Legal consequences
- Safety implications
- Technology impact
- Reputational impact
- Duration
- Recoverability
Risk Ratings
The department may establish consistent qualitative or quantitative methodologies for evaluating organizational risks.
Ratings should be supported by available evidence and reasonable professional judgment.
Inherent Risk
Where appropriate, assessments may distinguish the level of risk before considering existing controls.
Residual Risk
Residual risk may represent the remaining exposure after existing controls and mitigation measures are considered.
Risk Treatment
Potential responses may include:
- Avoid
- Reduce
- Transfer
- Accept within authorized tolerance
- Monitor
Risk Acceptance
Significant risk acceptance should be performed by personnel with appropriate authority.
The Risk Management Department should document material accepted risks where required.
Risk Mitigation Plans
Plans may identify:
Risk → Required Action → Owner → Due Date → Resources → Status
Corrective Actions
The Director / Manager may monitor significant mitigation actions and escalate overdue or unresolved issues.
Risk Appetite & Tolerance
Working with Executive Leadership, the Director / Manager may help establish guidance concerning the amount and type of risk the organization is prepared to accept in pursuit of legitimate business objectives.
Strategic Risk
Risk Management may support evaluation of risks associated with:
- Business expansion
- New ventures
- Significant investments
- New markets
- Partnerships
- Major contracts
- Organizational changes
- Other strategic initiatives
Operational Risk
Operational assessments may consider:
- Process failures
- Staffing dependencies
- System interruptions
- Equipment failures
- Supplier disruptions
- Documentation weaknesses
- Internal-control issues
- Other operational vulnerabilities
Financial Risk
In coordination with Finance & Accounting, assessments may consider:
- Cash-flow exposure
- Credit exposure
- Concentration
- Fraud
- Financial controls
- Significant commitments
- Other relevant financial risks
Finance remains responsible for accounting and financial-management decisions.
Legal & Regulatory Risk
The Director / Manager may coordinate with Legal & Business Affairs regarding potential legal or regulatory exposures.
Risk Management should not independently provide legal advice.
Technology Risk
In coordination with IT & Digital Systems, the department may monitor business risks involving:
- System availability
- Technology dependence
- Data
- Software
- Infrastructure
- Third-party technology
- Technology projects
Cybersecurity Risk
Technical cybersecurity assessments and controls should remain with appropriately qualified technology or cybersecurity professionals.
Risk Management may incorporate significant cybersecurity exposures into enterprise risk reporting.
Physical-Security Risk
Risk Management may coordinate with Security & Protective Services regarding:
- Facility security
- Events
- Productions
- Executive protection
- Access control
- Security incidents
- Other physical-security exposures
Operational security decisions remain with Security leadership.
Facilities Risk
In coordination with Facilities & Workplace Operations, assessments may consider:
- Building operations
- Critical utilities
- Maintenance dependencies
- Equipment
- Workplace interruptions
- Other facility-related risks
Vendor & Third-Party Risk
Risk Management may work with Procurement & Vendor Management to identify risks associated with:
- Critical suppliers
- Financial dependence
- Service interruption
- Information access
- Security
- Privacy
- Contractual dependencies
- Supplier concentration
Vendor Risk Register
Information may identify:
Vendor → Service → Criticality → Risk → Controls → Owner → Review Date
Critical Vendors
Vendors whose failure could materially disrupt company operations may receive enhanced monitoring or contingency planning.
Project Risk
The department may work with Project Management to identify risks involving:
- Schedule
- Budget
- Resources
- Technology
- Vendors
- Scope
- Dependencies
- Operational readiness
Project Risk Register
Projects may maintain:
Risk → Probability → Impact → Owner → Response → Status
Production Risk
Risk Management may support productions by considering:
- Operational dependencies
- Equipment
- Vendors
- Locations
- Scheduling
- Business interruption
- Financial exposure
- Other legitimate production risks
Event Risk
Significant events may require coordination among:
- Risk Management
- Security
- Facilities
- Production
- Legal
- Insurance providers
- Event personnel
- Other responsible parties
Business Continuity
The Director / Manager may coordinate development of an organizational business-continuity framework.
Business Impact Analysis
Departments may identify:
- Critical activities
- Critical systems
- Critical personnel or roles
- Critical vendors
- Maximum tolerable interruptions
- Recovery requirements
Continuity Plans
Plans may address:
- Operational disruption
- Technology outage
- Facility loss
- Supplier failure
- Severe weather
- Significant staffing disruption
- Other material interruptions
Crisis Management
Risk Management may help establish a coordinated framework for significant business disruptions.
Emergency command decisions should remain with appropriately authorized company leadership and qualified emergency professionals.
Crisis Escalation
A general escalation process may follow:
Identify → Protect Life → Notify → Assess → Activate Appropriate Response → Communicate → Recover → Review
Emergency Response
Immediate threats to life or safety should be referred to 911 or appropriate emergency services when circumstances require.
Risk Management does not replace police, fire, emergency medical services, or other public authorities.
Insurance Risk Management
The Director / Manager may coordinate company information relating to:
- Property insurance
- General liability
- Workers’ compensation
- Cyber insurance
- Professional liability
- Directors and officers coverage
- Event coverage
- Other appropriate insurance programs
Actual insurance placement should be conducted through authorized management and appropriately licensed insurance professionals.
Insurance Renewals
Risk Management may coordinate:
- Exposure information
- Loss information
- Application materials
- Renewal schedules
- Supporting documentation
Claims Coordination
Where authorized, the department may help coordinate information involving insurance claims.
Claims Records
Records may identify:
Incident → Date → Coverage → Claim Number → Responsible Contact → Status
Incident Review
Significant incidents may receive structured review to identify:
- What occurred
- Contributing factors
- Existing controls
- Lessons learned
- Required corrective actions
Root-Cause Analysis
Where appropriate, Risk Management may support structured analysis while avoiding unsupported conclusions.
Loss Prevention
The department may identify reasonable measures intended to reduce:
- Operational losses
- Property losses
- Business interruption
- Fraud exposure
- Vendor failures
- Other preventable business losses
Fraud Risk
Risk Management may coordinate with Finance, Legal, Human Resources, Security, and other appropriate functions regarding fraud-risk controls.
Suspected criminal activity should be escalated through appropriate company and legal channels.
Reputation Risk
The department may monitor operational circumstances that could materially affect the company’s reputation.
Communications regarding public issues should be coordinated with Corporate Communications & Public Relations and other appropriate leadership.
Emerging Risks
The Director / Manager may monitor developments involving:
- Technology
- Artificial intelligence
- Business models
- Supply chains
- Regulation
- Economic conditions
- Industry changes
- Security
- Other relevant developments
Risk Workshops
The Director / Manager may facilitate structured discussions with departments to identify and evaluate material risks.
Risk Reviews
Significant risks may be reviewed periodically based on their severity and rate of change.
Risk Dashboard
Executive reporting may summarize:
Risk → Rating → Trend → Owner → Key Mitigation → Status
Key Risk Indicators
The department may establish measurable indicators that provide early warning of changing exposures.
Risk Reporting
Reports may include:
- Top organizational risks
- Emerging risks
- Overdue mitigation actions
- Significant incidents
- Vendor risks
- Business-continuity status
- Insurance matters
- Other material exposures
Executive Reporting
Material risks should be communicated clearly without unnecessary technical complexity.
Escalation
Significant changes in risk exposure should be escalated promptly to appropriate leadership.
Risk Committees
As the organization grows, the Director / Manager may support management-level risk committees or working groups.
Policies & Procedures
The Director / Manager may establish policies involving:
- Enterprise risk management
- Risk assessment
- Risk reporting
- Risk acceptance
- Incident escalation
- Business continuity
- Third-party risk
- Other assigned areas
Documentation
Risk records should be:
- Accurate
- Objective
- Current
- Appropriately confidential
- Supported by reasonable evidence
Confidentiality
The Director / Manager may encounter highly sensitive information involving:
- Company strategy
- Finances
- Legal matters
- Security
- Technology vulnerabilities
- Employees
- Executives
- Vendors
- Business partners
- Productions
- Incidents
- Insurance
- Business continuity
Such information must only be accessed and shared for legitimate authorized purposes.
Artificial Intelligence & Risk Management
Where approved, AI-assisted tools may support:
- Risk-data organization
- Trend analysis
- Scenario development
- Administrative reporting
- Research
- Risk-register maintenance
AI-generated information must be independently reviewed before being relied upon for material risk decisions.
Confidential security information, legal materials, personal information, proprietary business information, credentials, detailed vulnerabilities, or other sensitive information should not be submitted to unapproved AI systems.
Professional Integrity
The Director / Manager must not knowingly:
- Falsify risk assessments.
- Conceal material risks.
- Manipulate risk ratings for improper purposes.
- Misrepresent incident information.
- Retaliate against individuals raising legitimate concerns.
- Improperly disclose confidential risk information.
- Misrepresent insurance coverage.
- Alter evidence.
- Circumvent required escalation.
- Use risk-management authority for improper personal purposes.
Staff Leadership
The Director / Manager may supervise:
- Risk Manager
- Enterprise Risk Analyst
- Business Continuity & Resilience Specialist
- Risk Coordinator
- Other assigned personnel
Leadership responsibilities may include:
- Hiring
- Training
- Work allocation
- Coaching
- Performance management
- Professional development
- Quality review
- Policy implementation
Cross-Department Collaboration
Executive Leadership — enterprise risk priorities and risk tolerance.
Finance & Accounting — financial risk and insurance information.
Legal & Business Affairs — legal and regulatory matters.
Security & Protective Services — physical security and protective risk.
IT & Digital Systems — technology and cybersecurity risk.
Facilities & Workplace Operations — facility and workplace risk.
Human Resources — workforce-related operational matters.
Procurement & Vendor Management — supplier and third-party risk.
Project Management — project risk.
Content & Media Production — production risk.
Corporate Communications & Public Relations — reputational and crisis communications.
Operations & Administration — operational risk.
Qualifications
- Bachelor’s degree in Risk Management, Business Administration, Finance, Economics, Accounting, Insurance, Emergency Management, Security Management, Operations Management, or a related field preferred, or equivalent substantial professional experience.
- Significant professional experience in enterprise risk management, operational risk, insurance risk management, business continuity, internal controls, corporate security, compliance, finance, audit, or related work.
- Previous management or supervisory experience strongly preferred.
- Strong understanding of enterprise risk-management principles.
- Excellent analytical and critical-thinking ability.
- Strong business judgment.
- Strong written and verbal communication.
- Ability to communicate complex risks clearly to management.
- Strong organizational and project-management ability.
- Ability to work across multiple departments.
- High level of integrity, discretion, professionalism, and confidentiality.
Preferred Skills
Experience or training involving:
- Enterprise Risk Management
- Operational Risk
- Business Continuity
- Insurance Risk Management
- Vendor Risk
- Project Risk
- Crisis Management
- Internal Controls
- Risk Analytics
- Risk Reporting
- Incident Management
- Business Impact Analysis
Professional risk-management, insurance, business-continuity, audit, security, or related certifications may be beneficial.
Leadership Expectations
The successful candidate should demonstrate:
- Strategic thinking
- Analytical judgment
- Leadership
- Objectivity
- Professional skepticism
- Communication
- Integrity
- Confidentiality
- Accountability
- Organization
- Collaboration
- Adaptability
- Sound decision-making
Career Development
A potential career path may include:
Director / Manager of Risk Management → Senior Director / Head of Enterprise Risk → Vice President of Risk Management → Chief Risk Officer / Senior Corporate Leadership
Professional development may also extend into Enterprise Risk Management, Business Continuity, Insurance Management, Corporate Strategy, Security Risk, Operational Resilience, Governance, or Executive Management.
Location
Poconos, Pennsylvania
This position may operate through a combination of on-site and approved remote work depending on business requirements.
Risk assessments, projects, productions, incidents, vendor reviews, facility visits, continuity exercises, or other responsibilities may require domestic travel and occasional early-morning, evening, weekend, holiday, or irregular-hour availability.
Employment Type
Full Time
Department
Risk Management
Reports To
Senior Management / Executive Leadership
About The Antwi Group
The Antwi Group is a growing organization operating across creative, entertainment, media, and related business sectors. Our teams bring together creative talent, technical expertise, management, financial discipline, technology, production, operations, risk management, and business development to build projects and opportunities designed for long-term growth.
Application
Interested candidates should submit an application outlining their education, enterprise-risk, operational-risk, insurance, business-continuity, finance, audit, security, compliance, project-risk, or related professional experience and other relevant qualifications.
Applicants may also be asked to provide a résumé/CV, professional references, relevant certifications, and descriptions of risk-management programs, business-continuity initiatives, risk assessments, insurance programs, or organizational resilience projects they have managed and are legally permitted to discuss.
Applicants should not submit confidential risk registers, detailed security vulnerabilities, protected personal information, privileged legal materials, proprietary financial information, access credentials, confidential insurance records, trade secrets, or materials belonging to current or previous employers, clients, or business partners that they are not authorized to disclose.
The Antwi Group is an equal opportunity employer. We consider qualified applicants without regard to characteristics protected by applicable law.