Lena spent more than two decades dealing in London's financial derivatives markets, navigating instruments and building relationships that had to hold up simultaneously to regulators, risk committees, and boards. That is the lived experience of governing invisible, compounding, systemic risk across time horizons that are hard to reason about.

AI governance is the same problem with different instruments: the model fails in ways nobody anticipated, the liability accumulates quietly, and the governance that should have caught it is not in place. Having lived on both sides of that equation for twenty-five years, Lena brings that operational risk lens to SME leadership teams deploying AI without the internal capability to govern it.