AI, Talent and Strategy, Key Themes for Risk Leaders in 2026

Planning for the new year in risk management starts with a clear view of how 2025 played out in the US. This year showed tighter links between strategic planning and risk activity. Teams moved from isolated controls to broader frameworks that sit closer to commercial decisions. Cyber threats, supply issues, regulatory pressure and macro shifts pushed companies to work faster and use cleaner data. 

Many firms have realized there are significant weaknesses in their data maturity, and without strong analytics they found it difficult to detect early signals or respond with confidence. This has driven a surge in interest in integrated reporting, real-time monitoring, and tools that reduce manual work. These shifts ultimately are shaping how you, and other firms, are planning for 2026.  

Increases in risk management roles in the US 

The job market for risk functions in the US expanded sharply in 2025. In our recent report, we highlighted rising hiring volumes across model risk, technology risk, digital risk and fraud risk. Firms are now posting specialized roles such as technology risk lead, AI model risk manager and digital risk operations analyst. 

This expansion is broader than banking. Non-financial firms are also building out functions in supply chain risk, third-party risk and cyber resilience, reflecting the growth in regulatory expectations and the need for stronger tech-driven insight across businesses. 

For hiring managers this means competition for talent is already intense, and roles are shifting slightly from compliance or control positions toward insight and strategy.  

AI shaping the next phase of risk 

AI influenced almost every part of the risk function in 2025. Teams used AI for pattern spotting, continuous monitoring and document review. This increased speed and revealed weak points earlier. Much of the year focused on testing models, managing training data and building audit trails that regulators will expect in 2026. 

Next year you will see more pressure to link AI outputs to decision making. Companies that prepare now will build workable governance, upskill people and integrate AI into reporting rather than treating it as a stand-alone tool. 

Emerging and upcoming AI regulation 

AI regulation in the US is shifting fast. There has been a sharp rise in state-level action, with more than 1000 AI-related bills introduced across 50 states during the 2025 session. Many of these proposals focus on automated decision-making, bias, transparency and the use of high-risk AI tools. 

For risk teams this means the regulatory landscape is becoming more complex. You may face different obligations depending on the states you operate in, especially around data transparency and model use. Your 2026 planning should include monitoring these changes, updating control frameworks and building documentation standards that fit both current and upcoming rules. 

Growth of AI in risk management 

Demand for hybrid talent grew sharply in 2025. Hiring managers looked for people who understand risk, data and AI. One senior leader summed it up clearly:

AI linked roles now sit inside many risk teams. They handle technical oversight, model validation and cross functional analysis. Their purpose is to keep AI tools reliable and to identify risks created by automated processes.  

Core functions: 

• AI Governance Lead, sets policy, manages model risk controls, reviews regulatory alignment 
• Data and AI Risk Analyst, works with large datasets, supports anomaly detection, builds dashboards 
• ML Model Validator, tests and challenges AI models, checks for bias, reviews controls 
• Digital Risk Manager, covers risk in automation, vendor tools and data quality 

Candidates for these roles look at salary, but they also judge employers by future outlook. They want clarity on the tech stack, long term AI plans and the skills they will build. Companies that brief candidates on automation projects or planned investment in model oversight gain an advantage. 

What candidates are excited about 

Risk candidates in 2025 focused on roles that offer impact and progression. They want work that uses modern tools instead of repetitive checks. They look for exposure to data, AI and cross functional activity, and want mobility across ERM, operational risk, cyber and technology risk. Clear career paths and flexible work patterns shape their decisions. 

Talent shortages now define strategic workforce planning. Securing these candidates requires structured development pathways, clear and compelling role design, and a vision for how they can grow into broader responsibilities over time.  

What we should see more of next year: 

• Better integration of risk with strategy 
• Practical AI governance 
• Stronger data quality and analytics 
• Deeper oversight of third party and supply chain activity 
• Scenario planning that treats risks as connected 
• Investment in talent with technical capability 

Risk recruitment plan 

Planning for the new year in risk management means treating 2025 as a signal that the function is shifting. AI adoption will rise, talent shortages will widen and risk will sit closer to strategy. If you build your 2026 plan around data maturity, AI readiness and stronger talent development you will be in a stronger position to respond fast and support growth. 

If you are hiring, move early, because demand for emerging risk and AI talent already exceeds supply, and candidates with technical skills and model experience move quickly. If you want to discuss upcoming roles or build a hiring plan, request a call back today. 

At Selby Jennings we focus on risk, quant, tech and financial sciences, so you speak with specialists who understand model risk, governance, tooling and regulatory expectations. We provide compensation guides and market reports that offer a clear view of hiring trends, and support clients by giving them access to high-level candidates who are often not actively on the job market. It’s our network and long-standing relationships, not job boards, that open the door to this talent. This combination of deep technical understanding and strong market reach is why so many firms rely on us for niche profiles and accurate shortlists.