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Navigating Ownership, Oversight, and Expertise in the Age of Artificial Intelligence  As artificial intelligence (AI) adoption accelerates across industries, organizations are grappling with a new challenge: where should AI risk management, and specifically AI-related Third Party Risk Management (TPRM), live within the enterprise?  While some organizations assign ownership to existing structures like IT, model risk management, or cybersecurity, others manage AI/TPRM through risk committees or distributed governance models.  However, as AI becomes embedded in everything from third party software to operational decision making, defining accountability and expertise is more critical than ever.  This blog explores the current state of organizational ownership of AI/TPRM, the challenges of fragmented accountability, and the evolving landscape of AI risk governance.  The Current Reality: Distributed Ownership, Fragmented Accountability  Most organizations are still in the early stages of formalizing how AI and third party risk intersect. The result is a patchwork of ownership that reflects historical structures rather than emerging needs.  Common Models of AI/TPRM Ownership:  Model Typical Owner Strengths Challenges IT Ownership CIO or Head of IT Deep technical knowledge; integration visibility Focused on enablement over risk; limited governance scope Cybersecurity Ownership CISO or Security Team Expertise in data protection, privacy and threat management May overlook model bias, ethics and performance risk Model Risk Management (MRM) CRO, Enterprise Risk or Finance Familiar with validation frameworks and model governance Not all AI tools qualify as “models”; hard to scale across third parties. Enterprise Risk Management Chief Risk Officer Holistic view of risk across functions May lack the technical fluency needed to assess AI-specific risks Governance Committee or AI Council Cross Functional Groups Encourages shared accountability Decision-making can be slow; unclear escalation or ownership paths In practice, AI/TPRM often lives everywhere and nowhere at all.   This distributed reality makes it difficult to establish clear accountability, consistent controls, or effective monitoring.   The Expertise Dilemma: Interest, Enthusiasm, and Illusion  AI governance has quickly attracted attention across business functions.  Within most organizations, there are three groups emerging:  The Interested:  Professional who wants to understand AI’s risk and opportunities but lack hands-on experience.  The Aspiring Expert:  Individual who follows AI trends and participates in governance conversations but may not yet grasp the nuances of model architecture or data provenance.  The Actual Experts:  Technologist, data scientist, and risk professionals who understand both the technical and ethical implications of AI.  The challenge is not a shortage of passion, it's a shortage of true multidisciplinary expertise.  AI/TPRM sits at the intersection of technology, ethics, and compliance, few individuals or departments are fluent in all three.  To close this gap, organizations must create intentional learning pathways and collaborative governance structures that balance subject matter expertise with enterprise risk accountability. Governance in Practice: Moving Towards a Federated Model  A leading practice emerging across industries is a federated governance model for AI and TPRM. This structure combines distributed ownership with centralized oversight.  Key Features of a Federated Model  Central Oversight Body  – An AI Risk or Governance Committee that sets policy standards, and reporting expectations.   Functional Ownership – Each business or function (e.g., IT, Cyber, Risk, Legal, Procurement, etc.) owns execution of AI/TPRM controls relevant to their domain.  Integration with TPRM – Third party due diligence processes are expanded to include AI-specific assessment covering model transparency, ethical design, data sourcing, and bias testing.  Continuous Monitoring – Establish ongoing oversight for AI-enabled third party tools, especially for evolving and retraining models.  This model encourages shared responsibility while ensuring decisions align with enterprise-level risk appetite and ethical standards.   A Practical Path Forward  Organizations can begin clarifying AI/TPRM ownership with the following steps:  Map Current Ownership – Identify where AI activities and risk currently reside(within IT, Cyber, Risk or elsewhere).  Establish an AI Governance Charter – Define roles, responsibilities, and decision rights for all AI-related risk activities, including third party AI vendors.  Integration of AI Risk into TPRM Frameworks – Update third party due diligence questionnaires/assessments and monitoring processes to include AI use, transparency, and data ethics.  Create a Skills Development Roadmap – Offer training that bridges the technical, operational and ethical dimension of AI risk.  Promote Transparency and Communication – Encourage open dialogue between those who “build”, those who “buy”, and those who “govern” AI.  Where AI/TPRM “lives” is not a static question, it's a reflection of how mature an organization is in managing emerging risk. Ownership will likely evolve over time, shifting from isolated functions to integrated governance models.   Ultimately, the goal isn’t to decide whether IT, Cyber, or Risk “owns” AI. It's to ensure that someone is accountable,  that the process is transparent, and decisions are made responsibly.  AI will continue to reshape third party risk management. Those who establish clarity of ownership today will be better equipped to manage the risks and seize the opportunities of tomorrow.  Author Bio Heather Kadavy Senior Membership Success Coordinator Heather Kadavy  joined the Third Party Risk Association (TPRA) in 2023 as the Senior Membership Success Coordinator. In recent year(s) Heather has been providing freelance TPRM consulting work to various organizations after retiring from a Nebraska financial institution after nearly 35 years where she oversaw and managed critical programs of the organization including Third Party Risk Management, Information Security, Physical Security, Safety, Business Recovery, Financial Crimes, Model Risk Management, and Enterprise Risk Management.  In her TPRM role she had oversight of over a thousand third party relationships, systems, due diligence reviews and contract management activities.  She developed, facilitated, and implemented training programs for thousands of employees over the years. Heather is a natural born connector of people and values relationship building at the cornerstone of her career.  She encourages you to connect with TPRA and herself via LinkedIn to join in the "TPRM Global Conversation".

In many Third Party Risk Management (TPRM) programs, contracts and service-level agreements (SLAs) are signed, filed, and then forgotten. That is, until a renewal deadline sneaks up, or a vendor fails to meet a critical performance standard, whereby no one can prove whether the vendor was or wasn’t held accountable.  If that sounds familiar, you’re not alone.  Contract and SLA management are two of the most underrated yet high-impact areas for TPRM automation. And the good news? You don’t need a massive system overhaul to start reaping the benefits.  Why Contract & SLA Monitoring Matters in TPRM  Contracts contain the DNA of your third party relationships. They note:  What services are being delivered  What controls are expected  When the agreement expires or renews  What happens if something goes wrong  If this information lives in static PDFs or folders, and relies on someone to remember key dates or terms, you’re exposing your organization to real risk. Such risks include, but are not limited to:  Missed renewals that may auto-renew unfavorable terms  SLA violations that go undetected and un-remediated  Unenforced obligations that weaken your risk posture  Automation can help solve this problem. And it doesn’t have to be complex.  What You Can Automate  Here are several key elements of contract and SLA management you can automate today:    1. Key Date Reminders  Renewal and termination notice deadlines  Compliance documentation expiry (e.g., updated SOC 2 required every 12 months)  Review cycles (e.g., quarterly performance check-ins)  Automation example:  Auto-alerts at 90/60/30 days before renewal, with owner assignment and status tracking.     2. Obligation Tracking  Ensure third parties deliver required evidence (e.g., updated pen test results)  Auto-track performance standards (e.g., response times, uptime, ticket resolution)  Flag when obligations aren’t met  Automation example:  Use automated tools to extract obligations from contracts and load them into a tracker that flags upcoming deliverables.     3. SLA Monitoring Integration  Link with operational data (e.g., help desk platforms, uptime monitors) to auto-validate whether SLA commitments are being met.  Set automated thresholds for escalation if a third party exceeds a defined limit (e.g., >3 late response tickets in a month).  Automation example:  When help desk tickets tied to a third party cross a certain age threshold, an alert is triggered to the TPRM team.  Real-World Example: Automating Renewal Notifications in a Mid-Sized Bank  A regional U.S. bank had thousands of third parties with contracts stored across multiple departments. Renewal dates were tracked in spreadsheets, and deadlines were frequently missed, resulting in automatic renewals that locked the organization into poor terms.  “We didn’t realize how often we were defaulting to auto-renewal until we missed our shot at renegotiating a major payment vendor,” the TPRM manager shared.   The team implemented a contract tracker tied to their TPRM tool that extracted and logged:  Contract expiration dates  Required notice periods  Assigned contract owners  Automated alerts were triggered on 90, 60, and 30 days before key dates, with color-coded status dashboards.  Impact:   100% of critical third party renewals reviewed on time  Saved ~$300K through renegotiated terms in Year 1  Improved coordination with Legal and Procurement  Getting Started: Tools You Can Use  You don’t need a custom platform to get going. Some automation options include:  GRC/TPRM platforms  with contract modules   Contract lifecycle tools  (e.g., Ironclad, LinkSquares, DocuSign CLM)  Workflows in MS365 or Google Workspace  using reminders and task lists  Low-code platforms like Airtable or Monday.com for custom trackers    Key Takeaways:  Contracts are a goldmine of risk and performance data. Don't let them sit untouched.  Automating reminders and tracking obligations keep your third parties accountable and your TPRM program compliant.  Start small: even a shared tracker with auto-reminders can reduce missed deadlines and drive savings.  Author Bio Heather Kadavy Senior Membership Success Coordinator Heather Kadavy  joined the Third Party Risk Association (TPRA) in 2023 as the Senior Membership Success Coordinator. In recent year(s) Heather has been providing freelance TPRM consulting work to various organizations after retiring from a Nebraska financial institution after nearly 35 years where she oversaw and managed critical programs of the organization including Third Party Risk Management, Information Security, Physical Security, Safety, Business Recovery, Financial Crimes, Model Risk Management, and Enterprise Risk Management.  In her TPRM role she had oversight of over a thousand third party relationships, systems, due diligence reviews and contract management activities.  She developed, facilitated, and implemented training programs for thousands of employees over the years. Heather is a natural born connector of people and values relationship building at the cornerstone of her career.  She encourages you to connect with TPRA and herself via LinkedIn to join in the "TPRM Global Conversation".

In the early morning of October 20, 2025, Amazon Web Services, the backbone of much of the modern internet, experienced a widespread outage in its Northern Virginia region. Within hours, popular apps, business platforms, and government services began to slow or fail. By evening, AWS reported that services were operating normally, with some backlogs clearing after that. This was not some minor hiccup. It took much of the day to resolve, and by the time systems steadied, the outage had already reminded everyone how deeply daily life depends on the same shared foundations.  The Impact  The outage originated in AWS’s US-EAST-1 region, which supports a significant portion of global cloud activity. That single region underpins countless tools and services used every day by businesses, governments, and consumers alike. Well-known platforms such as Zoom, Venmo, and Alexa saw interruptions, but the effects reached much farther than that.  For many organizations, the disruption was one step removed. Their own systems appeared stable, yet vendors or downstream providers that relied on AWS began to falter. Even companies with no direct contract felt the slowdown through partners and service integrations that quietly depend on the same infrastructure.  The Cause  AWS said the incident stemmed from DNS resolution issues that affected DynamoDB service endpoints in US-EAST-1, and they began mitigation after identifying the problem ( AWS update ). In parallel, traffic health checks did not behave as expected, which complicated rerouting and recovery. The combination created a chain of disruptions that took most of the day to unwind.  In short, one lookup broke, one database stalled, and everything built on top of them learned what “shared dependency” really means.   The Response  AWS posted regular updates, isolated the DNS issue, and restored service, with some queues taking longer to clear. By evening, operations were mostly normal.  AWS confirmed that the outage was not the result of a cyberattack  and said a detailed incident analysis would be released. The company’s updates through its status page and social channels provided transparency but were highly technical, which made it difficult for non-technical teams to interpret and share meaningful updates inside their organizations .   What This Illustrates About Concentration Risk  This was concentration risk in practice, too much dependency in one place. The AWS US-EAST-1 region is popular because it is large, efficient, and cost-effective. That popularity concentrates demand, which can magnify impact during an incident.  When multiple organizations and their vendors depend on the same region, a single problem can become a multi-industry event. Many companies that felt diversified discovered their vendors were sitting on the same underlying infrastructure.  What It Reveals About Fourth- and Nth-Party Risk  Even companies far removed from AWS saw disruptions. That is extended vendor risk, where your vendor’s vendor, or their vendor’s vendor, fails and causes impact for you.  A payment platform might use AWS directly, while your billing software depends on that platform. Your HR system’s analytics add-on might sit on AWS even if the core platform does not. The farther down the chain the issue occurs, the harder it is to see, yet the business effect is the same.  The Broader Lesson: Shared Infrastructure Means Shared Consequences  Cloud services and computing have made business faster and more connected. It has also made it interdependent. When one provider falters, entire industries can feel the shock.  Technical events become business events quickly. Disruptions affect customer access, transactions, revenue, and regulatory expectations. For TPRM programs, resilience is not about predicting every outage. It is about understanding dependency risk and being ready to respond calmly when it appears.  What TPRM Practitioners Should Be Doing Now  The AWS outage was a free stress test. Even if your organization stayed upright, it showed how much depends on a handful of cloud providers. Now it’s time to turn awareness into action.  1. Revisit your dependency map   Trace your direct, fourth-party, and nth-party exposure. You do not need to document every sub-vendor, but you should know where critical systems live and who connects them.  Review your direct vendors and note hosting provider and region.  Identify shared dependencies across your portfolio.  Flag any service that leans on a single region.  Share this with cybersecurity and IT partners to align contingency plans.    2. Strengthen collaboration between TPRM and Cybersecurity/Information Technology  When an outage hits, both perspectives are essential.  Cyber professionals (which may include the incident response team) focus on the how, root cause, technical exposure, and data integrity.  TPRM focuses on the so what, business impact, vendor accountability, and continuity of services.  Confirm with IT which systems can run from more than one location. Confirm with TPRM which vendors must maintain uptime and notify you. If this partnership is informal, formalize a simple workflow that defines who watches vendor status, how alerts move to business leaders, and who decides when to communicate with executives or customers.  3. Update due diligence and contracting  Bake resilience into every step of the vendor lifecycle.  During due diligence   Ask where systems are hosted, including backup regions.  Require disclosure of key sub-vendors such as cloud hosts and data processors.  Confirm that failover is tested and recent.  Check that downtime tolerance matches your business needs.  In contracts   Add notification timelines for incidents that affect your data or operations.  Require vendors to maintain and test continuity and disaster recovery plans on a regular basis (at least annually).  Define how credits or remedies apply during regional incidents.  Include data portability and exit terms so you can migrate if reliability declines.  For existing contracts, capture this through an addendum or vendor questionnaire. The goal is alignment between your expectations and actual capabilities.  4. Treat vendor resilience as an ongoing metric  Do not let resilience live in a one-time questionnaire.  Track uptime and incident response quarterly.  Watch how vendors communicate during industry-wide disruptions.  Follow up with any vendor that takes more than a business day to confirm whether they were affected.  Transparency and communication matter as much as uptime.  5. Bring the lesson to leadership  Executives and boards care about continuity, not DNS details. Use this event as a case study.  Keep it in business terms.  How long could you operate if your main region failed?  Which vendors share that region?  How long does recovery actually take in hours, not in theory?  Boards and regulators should already be asking about cloud concentration and systemic risk. Showing mapped dependencies and credible plans signals maturity and foresight.  Not Ready for All That Yet? Try This Instead  If your program is not ready for the full list above, start smaller. A one-hour tabletop can surface the most important gaps before you redesign your program.  A One-Hour Tabletop: “When the Cloud Falters”  Scenario:  Your most important customer-facing service is degraded for six hours because your cloud provider’s main region is down.  Prompts:   What fails first, and who notices?  Who owns communication with leadership and customers?  What do you tell executives in the first 30 minutes?  What data confirms whether the issue is internal or supplier-related?  If the outage lasts more than four hours, how do you continue operations?  When and how do you tell customers you are stable again?  What good looks like:   Clear ownership of communication and impact analysis.  Named roles for executive updates and recovery coordination.  A realistic recovery time, not a guess.  Two improvement items assigned for follow-up within 30 days.  Start here. Capture where confusion happens and what slows decisions. The results will show you where to strengthen communication, contracts, and coordination next.  Conclusion   The AWS outage was not just about downtime. It was about concentration risk and dependency, and how quietly it grows until something forces everyone to see it. What looked like one point of failure was really a network of shared reliance across vendors, industries, and geographies.  For TPRM professionals, the lesson is to stop treating concentration as abstract and start treating it as operational reality. Every vendor, every contract, and every dependency tells part of that story. The work ahead is not to eliminate risk, it is to ensure that when one link breaks, which it inevitably will, the rest of the chain holds.  Additional Resource Explore our certificate, Securing SaaS Applications: A Comprehensive Approach to Cloud Risk Management , which provides an in-depth look at evaluating and managing risks associated with cloud-based SaaS solutions. Author Bio Hilary Jewhurst Sr. Membership & Education Coordinator at TPRA Hilary Jewhurst  is a seasoned expert in third-party risk and risk operations, with nearly two decades of experience across financial services, fintech, and the nonprofit sector. She has built and scaled third-party risk programs from the ground up, designed enterprise-wide training initiatives, and developed widely respected content that helps organizations navigate regulatory complexity with clarity and confidence. Known for turning insight into action, Hilary’s thought leadership and educational work have become go-to resources for professionals looking to mature their TPRM programs. She regularly publishes articles, frameworks, and practical guides that break down complicated risk topics into meaningful, accessible strategies. Hilary recently joined the  Third Party Risk Association (TPRA)  as a staff member, supporting industry-wide education, peer learning, and advancing best practices. She is also the founder of  TPRM Success , a boutique consultancy that helps organizations strengthen their third-party risk management capabilities through targeted training, tools, and strategic guidance.

TPRM Service Provider start-ups are invited to join the TPRA as Incubator Members! Apply now! TPRA Incubator Program Welcome to the TPRA Incubator Program, created to be a catalyst for transformative innovation in third party risk management (TPRM) Read More Inquire About Membership About Mission Empower and accelerate the success of innovative third party risk management startups through a comprehensive incubator program. We strive to foster a collaborative ecosystem that provides mentorship, resources, and networking opportunities, enabling startups to navigate challenges, develop cutting-edge solutions, and establish a robust presence in the evolving landscape of risk management. Vision To be a catalyst for transformative innovation in third party risk management, fostering a dynamic ecosystem where startups thrive in pioneering solutions that redefine industry standards. We aspire to build a global community of resilient and adaptive risk management leaders who contribute to a secure and trustworthy business environment. Through our incubator program, we envision a future where emerging startups play a pivotal role in shaping the evolution of risk management practices, driving sustainability, and ensuring resilience in an ever-changing landscape. Transforming the Industry Together Incubator Participants Who Can Participate Inquire About Membership Innovative Third Party Risk Management Startups Only start-up organizations within the Third Party Risk Management space Start-up must be five years old or less and/or within the pre-seed, seed, or early stage (Series A and Series B) Start-ups must not bring in more than $500,000 of revenue annually from product/service offerings Must complete an application and potentially an interview Must provide evidence of the revenue the organization generates from products/services within their last and/or current financial year TPRA retains the right to deny any organization and/or individual entry into the Incubator Program for any reason Goals & Activities The goals and activities of the Incubator Program are to assist with removing roadblocks within the community to allow for better communication, tighten feedback loops to ensure community needs are addressed, and to be a catalyst for innovation within the community. The program will also allow for a common lexicon when speaking about TPRM programs and the value they bring to organizations. Below are the goals and activities related to the TPRA’s Innovator Program: 1 TPRA Vendor Membership Receive “Incubator Status” Vendor Membership based on the Program Tier structure below. Would receive all of the benefits of an “Advocate” Member. Benefits include: Orientation & On-boarding Three website accounts Quarterly updates Invitations to practitioner meetings Website Access Service Provider Profile LinkedIn Welcome Message Share your resources, events, surveys, & job openings with TPRA members Newsletter Spotlight & Links to Blogs Write blogs for TPRA 3 Access to Resources Share TPRA resources, webinars, and training opportunities. TPRA will create a website to share external resources for Incubator Program members only (to include company names and URLs for investment firms, other incubator programs, and other start-up accelerators). 5 Training & Skill Development Incubator participants may attend TPRA webinars, events, and activities on the website to enhance TPRM skill development. 7 Lead Generation Opportunities TPRA to provide incubator participants with discounts on conference sponsorships and demo opportunities. Sponsorships come with opt-in lists. TPRA to create a site for Practitioners to submit RFPs for TPRM tools and for incubator participants (as well as TPRA Vendor Members) to respond to them. 9 Feedback & Improvement of Incubator Program From time to time, participants will receive surveys that request feedback on the Incubator Program. Responses will be used to continually enhance the program. 2 Start-Up Advisory Council Set up regular 1:1 meetings (most likely quarterly) with select practitioners (based on industry and company size) to provide program participants with feedback on their products/services. This can also assist with the incubator program participant figuring out their product market fit, target market, and product/service pitch. Can also assist with the participant better understanding if they are addressing their market’s TPRM pain points. TPRA to create a site for Practitioners to note TPRM pain points and/or note request for innovation. (Note: Can have the community vote on what they would like to see the most.) Incubator Participants would be able to access this list. 4 Network Opportunities TPRA will create network opportunities to introduce incubator program participants other program participants, practitioners, and other service providers. 6 Brand Awareness TPRA to note the incubator participant’s organization on the TPRA website (within Service Provider Profile), highlight the organization on LinkedIn, and note the organization as a spotlight within one of the TPRA’s quarterly newsletters. 8 Collaboration on Additional Resources In collaboration with TPRA, may participate in educational trainings, research, & content creation (such as blog posts, whitepapers, & videos). Inquire About Membership Heather Kadavy Senior Membership Success Coordinator heather.kadavy@tprassociation.org Follow on LinkedIn > TPRM Service Provider Membership Inquiry Complete this form if you are interested in one of TPRA's Service Provider Membership options (Vendor Membership, Incubator Program, Consultant Catalyst). Our team will reach out to you as soon as possible with further details on plan benefits and pricing. First name* Last name* Job Title* Organization* Email* Phone Which membership option are you interested in? Vendor Membership – For established TPRM Service Provider organizations (TPRM Platform, GRC Platform, Risk Rating/Intelligence Tool, TPRM Services, etc.). Incubator Program – For Start-Up TPRM Service Provider Organizations looking to gain insight, support, and promotion. Consultant Catalyst – For single, Independent Consultants or Boutique Advisory Firms specializing in third-party risk management services. Other Anything else we should know? Submit

Learn about TPRA's available Vendor Member plans, the benefits included in each one, and how to join! TPRA Vendor Membership Becoming a TPRA Vendor Member isn't just about gaining leads and promoting your organization, it's about helping to further the industry of Third Party Risk Management (TPRM) by becoming an integral part of a community that establishes TPRM guidance, resources, and tools, and works to promote the value that TPRM professionals add to their organizations. INQUIRE ABOUT MEMBERSHIP This page is specific to Vendor Membership, but TPRA offers three types of membership to TPRM Service Providers depending on their needs, maturity, and/or revenue. A brief overview of each option can be found below, with links to explore further. Vendor Membership For established TPRM Service Provider organizations (TPRM Platform, GRC Platform, Risk Rating/Intelligence Tool, TPRM Services, etc.). Learn More Consultant Catalyst For single Independent Consultants or Boutique Advisory Firms specializing in third-party risk management services, typically with limited marketing budgets but high expertise. Learn More Incubator Program For Start-Up TPRM Service Provider Organizations looking to gain insight, support, and promotion. Learn More Vendor Member Benefits Connect with Targeted Audience Build relationships with third party risk professionals across industries through direct engagement opportunities, collaborative forums, and curated networking channels. Access Member-Only Insights Stay ahead of industry trends and challenges with exclusive access to community-driven insights, resources, and discussions. Highlight Your Solutions Showcase your tools, services, and innovations to the TPRM community through exclusive presentation and visibility opportunities designed to spark meaningful connections. Share Your Expertise Contribute your knowledge and thought leadership to the broader community through educational content and resource-sharing opportunities. Strengthen Your Brand Presence Enhance your brand recognition across TPRA platforms and communication channels through welcome features, spotlight opportunities, and tailored visibility touchpoints. Promote Events & Opportunities Expand your reach by promoting your relevant events, job openings, and initiatives directly to the TPRA practitioner network. Our Members Why Join? As a TPRA Vendor Member, you are recognized as an organization that believes in the mission of furthering the Third Party Risk Management profession through knowledge sharing and networking . Working together with Practitioners, you are an integral part of building a community that establishes TPRM guidance, resources, and tools, and works to promote the value that TPRM professionals add to their organizations. While the Third Party Risk Association is vendor-agnostic, we absolutely recognize the value our Vendor Members create not only in our profession, but also in the organizations our practitioners represent as well. Vendor Members are invited to leverage the Third Party Risk Association as a platform for increased brand recognition within our industry – we’ll support you with priority sponsorship opportunities , expedited customer support , and our partnership in providing you a voice within the larger TPRM community. Our membership and leadership can also serve as a resource offering unique insights into practitioner pain points and domain-specific challenges to inform your product offerings and prioritize your roadmaps. As we continue to grow, adding to our ever-evolving community of verified TPRM practitioners, the Third Party Risk Association will continue consulting our Vendor Membership for guidance on industry trends , emerging risks , and enhanced program automation effort s. The TPRA looks forward to working with you on furthering the profession of Third Party Risk Management together! INQUIRE ABOUT MEMBERSHIP Ready to Join? If you are looking to move forward with Vendor Membership, complete this form to begin the process! Our team will reach out soon with plan and pricing options. Contact Heather directly using the contact info below. Heather Kadavy Senior Membership Success Coordinator heather.kadavy@tprassociation.org TPRM Service Provider Membership Inquiry Complete this form if you are interested in one of TPRA's Service Provider Membership options (Vendor Membership, Incubator Program, Consultant Catalyst). Our team will reach out to you as soon as possible with further details on plan benefits and pricing. First name* Last name* Job Title* Organization* Email* Phone Which membership option are you interested in? Vendor Membership – For established TPRM Service Provider organizations (TPRM Platform, GRC Platform, Risk Rating/Intelligence Tool, TPRM Services, etc.). Incubator Program – For Start-Up TPRM Service Provider Organizations looking to gain insight, support, and promotion. Consultant Catalyst – For single, Independent Consultants or Boutique Advisory Firms specializing in third-party risk management services. Other Anything else we should know? Submit

Explore jobs in third party risk management from organizations hiring TPRM professionals. New listings added regularly. Start your search today. TPRM Job Listings Searching for a TPRM-specific job? Check out the listings below from organizations looking for talented TPRM professionals! Note: TPRA reserves the right to remove any job listing for any reason and without communication to the contact. Post a Job CNA Insurance Senior Consultant, TPRM View Job Louisville, KY (Hybrid) Equity Bank Third Party Risk Management Manager View Job Wichita, KS (onsite) Vanguard Vendor Management Administrator View Job Arizona LendingClub Third Party Risk Manager View Job San Francisco, CA (Hybrid) Bloomberg Vendor Risk Manager (6 month contract) - Chief Risk Officer View Job New York, NY (onsite) Jack Henry Third Party Risk Analyst: Advisory View Job Lenexa, KS lululemon Program Manager - Cyber Security, TPRM View Job Seattle, WA (onsite) Jack Henry Third Party Risk Analyst: Advisory View Job Remote Vanguard Vendor Management Administrator View Job Charlotte, NC Ladders Third Party Risk Analyst View Job U.S. Remote Transamerica Senior Third Party Risk Manager View Job Cedar Rapids, IA (onsite) CNA Insurance Senior Consultant, TPRM View Job Chicago, IL (Hybrid) LOAD MORE