Your AI governance program is already failing, and your board approved it. Paper governance—policies written but never exercised, risk briefed but never owned—converts unmanaged risk into documented negligence. The stakes are no longer confined to the enterprise: with roughly 85 percent of U.S. critical infrastructure privately owned and operated, the distance between an enterprise incident and a national security event has collapsed. Colonial Pipeline began with one compromised credential. Change Healthcare began with one subsidiary. Volt Typhoon was found pre-positioned inside American energy, water, and communications networks. Each began as a single company's Tuesday. Each ended as a national event.

M.K. Palmore has spent his career on both sides of that line. A U.S. Naval Academy graduate and Marine Corps officer, he served as an FBI senior executive leading cyber investigations and operated on FBI SWAT before crossing into industry as a Field CISO at Palo Alto Networks and Google Cloud. He is now Founder and Principal Advisor of Apogee Global RMS, an integrated enterprise risk management firm, and an international keynote speaker on risk, security, and leadership. From that vantage point, one pattern repeats: the organizations that fail govern AI, cyber, physical, and human capital risk as separate disciplines, while risk moves through them as a single consequence chain.

In this session, Palmore prosecutes the case against paper governance and delivers three imperatives drawn from Apogee's Nexus of Risk framework: govern AI inside enterprise risk, not beside it; draw the consequence chain before the incident draws it for you; and exercise the organization under realistic pressure, with the executives who will actually make the calls in the room. Attendees leave with a Monday-morning test for their own AI governance and a one-page consequence chain self-diagnostic. Enterprise leaders are national security actors whether they accept the role or not. The adversaries already have