For too long, risk managers have been treated as the brakes of the business, thought to simply slow down deals, add layers of complexity, and build compliance barriers. That perception is outdated.
Today, in the fast-moving world of commodities and energy, risk management is not about saying stop. Done well, it is about saying go, with clarity, foresight, and resilience.This vision has shaped Alessio Pecorella’s career journey. He draws passion and energy from his roots in the South of Italy, while in London he developed discipline and scale. Together, these experiences shaped his belief that risk managers are not the brakes of the business but the headlights that light the way forward. In this interview, he shares what that looks like in practice from his perspective as Head of Market Risk at Eni Trade & Biofuels.
Q: Risk teams are often seen as the “department of no.” What’s your take on this?
This perception completely misses the point. Oversight and controls are essential, but they’re only the foundation. The real value comes when risk is embedded in decisions, when we move from being controllers to enablers. My role isn’t to stand on the roadside with a clipboard. It’s to be in the driver’s seat alongside the business, helping it steer through complexity and uncertainty. Risk managers earn their place not by blocking opportunities, but by lighting the way so opportunities can be taken safely, smartly, and sustainably. As I like to put it: our job is to help the business say yes, responsibly, deliberately, with both eyes open.
Q: How does technology change the role of the risk function?
Technology is an amplifier. AI turns reports into predictions, automation removes manual work, freeing up time for strategy, and integrated data and dashboards build trust with reliable numbers. But let’s be clear: technology doesn’t replace human judgement, it simply enhances it. Models can filter the noise, but leaders provide the context.
Q: What do you mean when you talk about risk being an “opportunity manager”?
Risk and opportunity are two sides of the same coin. In commodities trading, you cannot have one without the other. My vision is for risk managers to evolve into opportunity managers, professionals who make risks transparent, shape smarter decisions, and unlock growth. Instead of rejecting a new venture because it looks volatile, we can design flexible guardrails, dynamic limits tied to market triggers, or stress-tested scenarios that protect the downside while preserving the upside. That’s not stopping the business; that’s enabling it.
Q: What cultural shifts are needed to make this transformation real?
Culture is everything. In my teams, a few principles are non-negotiable:
- Accuracy builds trust: If the numbers are wrong, nothing else matters.
- Timeliness drives relevance: A late report just adds noise.
- Simplicity drives clarity: Information should be easy to understand and act on.
- Courage is protected: Risk teams must feel safe to question decisions and raise evidence without fear.
These principles are what make risk a partner, not a box-ticking exercise.
Q: Looking ahead, what legacy do you want to leave as a risk leader?
Not frameworks, not dashboards, not reports. My legacy, I hope, will be habits: courage to speak up, discipline to reconcile, and trust built across desks and regions. Great risk leaders are not remembered for what they stopped. They’re remembered for what they helped their companies achieve, safely.
So overall, the title of “Risk Manager” is too narrow. We are Opportunity Managers, because risk is not the brake that slows the journey. It is the headlights that light the road ahead, helping companies move faster, smarter, and safer.
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