Dennis Chesley is a partner at Guidehouse with more than 25 years of experience serving public and private global entities with a focus on risk, performance and strategy. Prior to joining Guidehouse, Dennis was the Global Leader of Risk Consulting at PwC. He led PwC’s work on the Committee of Sponsoring Organizations of the Treadway Commission (COSO) update to the Enterprise Risk Management (ERM) framework. A joint initiative of five private-sector organizations, COSO provides thought leadership to senior management on governance, business ethics, internal control, ERM, fraud and financial reporting. In addition, Dennis was the key sponsor of PwC’s Risk Advantage mindset, which moved risk management from a separate function to an integral part of the organization, linking risk with strategy to boost performance and gain competitive advantage.
Experienced in developing integrated strategic solutions for risk management, operations, compliance, internal control and technology, Dennis has led several large, complex projects, including an ERM engagement for the IRS and the startup and operations of the U.S. Treasury’s Troubled Asset Relief Program (TARP). Over the last four years, Dennis has placed particular emphasis on automation, advanced analytics and artificial intelligence in all aspects of risk and performance, from strategic alignment to fraud. Using his deep data background and knowledge of risk, Dennis has led the development of innovative solutions across the risk and performance analytics spectrum.
Previously, Dennis was a Senior Vice President and member of the executive management team at a global security, managed services and consulting company, responsible for more than $200 million in business integrations across 10 separate businesses. In this capacity, he deployed an integrated performance and risk management approach and established multi-disciplined teams around the world to implement strategic and financial objectives, improving both the business and technology functions. He also played a key role in the cultural aspects of the integrations, reducing costs from the legacy companies while implementing a new operating model and new financial and management reporting systems.