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Article
Why Legal Discipline Must Anchor the New Risk Era
The SVB collapse exposed deep flaws in risk governance, deposit stability assumptions, and regulatory preparedness. As scrutiny rises, institutions are reevaluating how risk is embedded in decision-making and whether the system can meet the demands of a real-time financial world
Aug 23, 2025
Simon Rasin, Director, Senior Managing Counsel, Head of Legal for Corporate Treasury, Risk and Stress Testing, BNY Mellon
Tags:
ALM, Treasury and Liquidity Risk
The views and opinions expressed in this content are those of the thought leader as an individual and are not attributed to CeFPro or any other organization
- SVB’s collapse forced a re-evaluation of liquidity and ALM practices across U.S. banks
- Regulators are tightening expectations through supervision rather than formal rule changes
- Effective contingency planning now demands operational and legal readiness
- Assumptions about stable deposits have proven unreliable under real stress
- The FDIC’s legal action signals renewed scrutiny of executive accountability
- Compensation structures remain misaligned with long-term risk outcomes
- Technological expectations clash with traditional banking liquidity cycles
- Preparedness must be proactive, with collateral and agreements pre-positioned
- Risk functions have gained stature but must avoid role confusion
- The path forward requires trust, clarity, and cultural change in governance
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