Board-Level Judgment, Governance, and Enterprise Risk in the GenAI Era
I advise boards, CEOs, and investors on decision quality, governance boundaries, and exposure as GenAI collapses constraints faster than existing operating and control systems can adapt.
GenAI does not create new risk. It exposes governance and judgment gaps that already exist , often before boards realize they have delegated them.
About Jennifer Bryk
I am a former Fortune 25 transformation executive and current board-level advisor focused on governance, judgment, and enterprise risk in periods of structural disruption.
Over 25 years, I operated inside heavily regulated, capital-intensive enterprises where decision quality, risk discipline, and execution coherence were not theoretical concerns, they were existential. I governed large capital portfolios, rebuilt failing enterprise functions, and advised executive leadership on how strategy, risk, and operating systems interact under pressure.
Enterprise Governance, Capital, and Risk Experience
Career experience governing approximately $300M in annual capital allocation and evaluating ~$1.5B in investment pipelines
Identified and structured $1B+ in enterprise value opportunities with $250M validated realization across multiple large-scale environments
Led enterprise-wide regulatory, risk, and operating model remediation across CMS, HIPAA, SOX, FFIEC, and SOC environments
Built and led enterprise transformation and portfolio governance functions influencing thousands of employees
Former Fortune 25 enterprise transformation executive (Centene / WellCare)
Advisor to CEOs and boards on AI governance, operating exposure, and execution risk
Private Directors Association National Membership Vice Chair and Tampa Bay Chapter Membership Chair
Tampa Bay WAVE Board Member
Founder, RebelEdge Consulting
How Early Risk and Turnaround Work Shaped My Governance Lens
Early in my career, I spent eight years in enterprise technology risk and audit roles across both external and internal environments, including work in regulated and high-risk systems. This included formal training and certification in technology risk, fraud examination, and enterprise risk management. That foundation shaped how I evaluate systems, incentives, controls, and failure modes, particularly in environments where confidence outpaces understanding.
What Board and Executives Are Quietly Struggling With
Most boards and executive teams are not failing to govern emerging technology because of a lack of diligence, intelligence, or intent.
They are struggling because GenAI collapses constraints faster than existing governance, operating, and control systems were designed to absorb.
GenAI does not create these risks. It reveals structural misalignment that already exists.
As a result, organizations increasingly experience:
Silent delegation of judgment: where decision authority shifts to tools, models, or automated workflows without explicit governance intent
Precedent risk: where “small” experiments quietly establish patterns that later become difficult or impossible to unwind
Governance drift: where oversight mechanisms lag behind how decisions are actually being made and executed
Constraint collapse: where speed, scale, and accessibility outpace the controls originally designed to manage risk, accountability, and exposure
Boards sense this before it becomes visible failure, often as discomfort they cannot yet name.
My work helps leadership teams see the system they are actually governing, clarify where judgment must remain explicitly human, and re-establish governance boundaries before exposure becomes irreversible.
How I Work with Boards, CEOs, and Investors
Board-Level GenAI Judgment & Governance Working Sessions
These facilitated working sessions are designed for boards, committees, and senior leadership teams who want to strengthen judgment, governance, and oversight in GenAI-impacted environments, without pulling boards into management execution or technical detail.
Format
Two facilitated working sessions
Two hours per session
Designed for boards, board committees (Audit, Risk, Technology), or small groups of directors
Focus
How GenAI changes where judgment is exercised and how decisions are made
Where governance quietly fails through false confidence, automation bias, and precedent
What decisions must remain explicitly human-governed
How boards maintain fiduciary control without slowing innovation
Out of Scope for These Sessions
AI strategy development
Tool, vendor, or platform selection
Implementation planning or execution management
Deep technical training, platform-specific implementation, or production system demonstrations
Additional advisory, executive, or investor engagements occur selectively and by invitation.