Risk management entered my life long before I researched it.
I am a mother of two grown-up sons, and if I am honest, motherhood taught me more about risk than any textbook ever could. You learn quickly that control is an illusion, uncertainty is constant, and the real work is noticing signals early, asking difficult questions, and helping others grow without removing responsibility.
That lesson quietly stayed with me.
Professionally, I grew through leadership roles during one of the most uncertain periods in recent history — the global financial crisis — where I was responsible for operational risk systems and business continuity in an international financial environment. It was there that I experienced first-hand the gap between formal risk frameworks and the messy reality of business decisions.
Over the following 10+ years, working across industries as a management consultant, I helped organisations move from silos to synergy — because fragmented organisations struggle not only with execution, but with risk. This work later became part of The Holistic Enterprise, where I explored how organisations function as interconnected systems rather than isolated functions.
My curiosity eventually turned into research.
I earned a PhD exploring how risk management actually happens in organisations — not in frameworks, but in everyday management practice. Through this work, I first defined the distinction between functional and holistic approaches to risk: one treats risk as a separate compliance object, the other sees risk as inseparable from business decisions and organisational reality.
Since then, I have been quietly challenging the mainstream.
Together with the Bank of Lithuania, fintech companies, and the Fintech Hub ecosystem, I co-created a lifecycle-based fintech risk maturity model to answer one practical question:
How can risk management evolve together with business growth instead of becoming a compliance burden?
I have also had the privilege of contributing to a world-record initiative together with Laura Gerrits, asking business leaders across countries one deceptively simple question:
How is the world better off because your company exists?
Because risk management, at its core, is not about avoiding problems.
It is about helping organisations survive, adapt, and contribute in a changing world.
Today, through Holistic Business Risk I focus on one mission:
Unfaking risk management — so that risk shapes business decisions before complexity starts shaping them instead.
And yes — these days I split my time between risk maturity and olive maturity in Greece.
Turns out, both teach the same lesson:
You cannot force growth. You can only create the right conditions for it.
My story
Holistically Yours, Vilma Nasteckiene
Risk management entered my life long before I researched it.
I am a mother of two grown-up sons, and if I am honest, motherhood taught me more about risk than any textbook ever could. You learn quickly that control is an illusion, uncertainty is constant, and the real work is noticing signals early, asking difficult questions, and helping others grow without removing responsibility.
That lesson quietly stayed with me.
Professionally, I grew through leadership roles during one of the most uncertain periods in recent history — the global financial crisis — where I was responsible for operational risk systems and business continuity in an international financial environment. It was there that I experienced first-hand the gap between formal risk frameworks and the messy reality of business decisions.
Over the following 10+ years, working across industries as a management consultant, I helped organisations move from silos to synergy — because fragmented organisations struggle not only with execution, but with risk. This work later became part of The Holistic Enterprise, where I explored how organisations function as interconnected systems rather than isolated functions.
My curiosity eventually turned into research.
I earned a PhD exploring how risk management actually happens in organisations — not in frameworks, but in everyday management practice. Through this work, I first defined the distinction between functional and holistic approaches to risk: one treats risk as a separate compliance object, the other sees risk as inseparable from business decisions and organisational reality.
Since then, I have been quietly challenging the mainstream.
Together with the Bank of Lithuania, fintech companies, and the Fintech Hub ecosystem, I co-created a lifecycle-based fintech risk maturity model to answer one practical question:
How can risk management evolve together with business growth instead of becoming a compliance burden?
I have also had the privilege of contributing to a world-record initiative together with Laura Gerrits, asking business leaders across countries one deceptively simple question:
How is the world better off because your company exists?
Because risk management, at its core, is not about avoiding problems.
It is about helping organisations survive, adapt, and contribute in a changing world.
Today, through Holistic Business Risk and the Risk Workout, I focus on one mission:
Unfaking risk management — so that risk shapes business decisions before complexity starts shaping them instead.
And yes — these days I split my time between risk maturity and olive maturity in Greece.
Turns out, both teach the same lesson:
You cannot force growth. You can only create the right conditions for it.
My story
Holistically Yours, Vilma Nasteckiene
contact me:
vilma@rizikosmenas.lt
+37068634532 WhatsApp
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