Archer Integrated Risk Management

Leading the ESG and Third-Party Risk Management (TPRM) domains.  I’m on a mission to develop innovative technology solutions that empower companies to efficiently manage risks and drive sustainability programs.

Global Head of ESG & TPRM

Columbia University

Faculty Lecturer | Enterprise Risk Management Graduate Program

Seacoast Bank

• Led the Enterprise Risk Management (ERM) Program development end-to-end, including risk taxonomy, risk and control inventory, KRIs, corporate and LoB risk assessments, reporting, policy and procedure development, risk culture, awareness and training. 
• Spearheaded the corporate GRC tool implementation and ERM processes automation.
• Advanced ESG development efforts, including sustainability reporting, ESG risk and governance structure, risk and opportunities assessment. 
• Led the M&A ERM workstream, including risk, compliance, fraud and legal components execution.

Vice President, Enterprise Risk Management 

Fannie Mae

•	Developed and executed a compliance framework that governs management-level committees ranging across Executive Management, Technology, Disclosure, and multiple Risk Committees. 
•	Served as the lead expert in corporate governance matters including delegations of executive authority, Board and Committees best practices, and execution of effective challenge. 
•	Analyzed and defined matters requiring management-level committees’ review including topics, such as ESG, digital transformation and various risks.
•	Led issue management, MRA remediation, GRC technology integration.

Senior Governance Compliance Lead | Compliance & Ethics 

•	Led operational risk management function across the Technology & Operations (T&O) organization, including exception management and incident management root-cause analysis. 
•	Developed and executed risk and control self-assessments (RCSA), insider threat program and GRC technology operationalization. 
•	Designing risk assessment methodology, policies, standard operating procedures, management dashboards, control metrics and key risk indicators (KRI).

Risk Manager, AVP | Technology & Operations

IFC - International Finance Corporation

•	Served as a managing Corporate Governance Officers within the Environmental, Social and Governance (ESG) department working with investment and advisory portfolio clients on establishing ESG, corporate governance and risk programs. 
•	Assessed ESG practices of portfolio clients and advised on best enhancement solutions. 
•	Designed governance and integrated ESG evaluation tools: assessment framework, progression matrix, KRIs, report generators, score cards.

Corporate Governance Officer | Team Leader | ESG

Growing up, I always had tremendous appreciation for governance – rules and directions that bring structure and clarity to our lives. What some see as "rigid" rules, I view as the foundation for long-term success and sustainable growth.

This passion led me to a 20+ year career in risk management, governance, and sustainability within the financial and technology industries. Through my work, I’ve explored why some companies thrive for generations while others falter. The key differentiator? A proactive approach to risk, integrating it into strategic decision-making rather than treating it as an afterthought.

Today, I focus on developing innovative risk management and sustainability technologies that help companies align risk with strategy to enable long-term growth. This requires a unique combination of technical expertise, product execution, and cross-functional leadership to transform complex challenges into high-impact solutions.

Risk isn’t a barrier – it’s a strategic advantage for those who know how to manage it! 

I’m always open to connecting with professionals who share a vision for smarter, risk-informed strategies that drive business success and sustainability.

It’s manatee season in Florida.

I captured this beautiful scene while visiting Blue Spring Park. Manatees gathered like one big family, caring for each other with calm, quiet connection. They stayed close, unhurried and peaceful.

Watching them is a great reminder that we all need to cherish our families. 

We need to make time for the people who ground us, who don’t measure us by our resumes or annual performance, but by who we are when everything else is stripped away.

Jobs come and go. Careers rise and pivot. Startups launch, exit, or fail. The one true constant through all of it is Family.

Whether we’re in a season of growth or a season of survival, let’s not forget what really lasts. 

Let’s stay close to the people who love us, replenish our energy with them, and return that love fully.

Find time. Make time. Choose family.

Tahmina Day, MBA, CERP

Product Management Leader | GRC | AI-Enabled Risk & Sustainability Solutions

When we watch the cyclists complete a perfect 360° aerial jump, what do we see?

 ⭕ Some see recklessness.
 ⭕ Some see fear.
 ⭕ Some see pure skill.

𝗪𝗵𝗮𝘁 𝗜 𝘀𝗲𝗲 𝗶𝘀 𝗰𝗮𝗹𝗰𝘂𝗹𝗮𝘁𝗲𝗱 𝗿𝗶𝘀𝗸-𝘁𝗮𝗸𝗶𝗻𝗴.

Every move – from speed to angle to landing – was assessed, practiced, and executed with precision. 

And that’s exactly how high-stakes risk should work in business, too.

Things can always go wrong, but when we plan for risk and prepare for it, those same moments can turn into opportunities and wins.

Because a life - or a business - lived without risk is one with no real wins. No bold decisions. No innovation. No leadership. And often, a quiet trail of regrets.

Calculated risk is what separates the companies that watch others lead… from the ones that define their industries.

⭕ It’s how a company like NVIDIA moved from a niche graphics provider to a central force in AI.
⭕ It’s how a financial institution like JPMorganChase became both the largest bank and a leader in digital innovation.
⭕ It’s how startups like Stripe rewrote entire categories with speed, not recklessness.

The difference between raw risk and calculated risk?

 Information, preparation, timing, and awareness of impact.

Calculated risk doesn’t eliminate uncertainty, it manages it.

So, the next time we’re standing at the edge of something big, let’s ask ourselves: 𝘐𝘴 𝘵𝘩𝘪𝘴 𝘳𝘦𝘤𝘬𝘭𝘦𝘴𝘴… 𝘰𝘳 𝘪𝘴 𝘵𝘩𝘪𝘴 𝘢 𝘮𝘰𝘷𝘦 𝘸𝘦’𝘷𝘦 𝘱𝘳𝘦𝘱𝘢𝘳𝘦𝘥 𝘵𝘰 𝘭𝘢𝘯𝘥?

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