The governance, risk and compliance landscape is changing quickly.
Across financial services and beyond, GRC functions are being asked to respond to faster regulatory change, increasing geopolitical complexity, growing scrutiny, and the rapid adoption of data, AI and technology across business models.
At the same time, the talent market is shifting. Candidates are thinking carefully about where they want to work, what kind of leadership they want to follow, and how they can build careers that remain relevant in a changing world.
Over the past eight weeks, we have been running a series of polls across our GRC network to better understand how professionals in compliance, financial crime, risk management, internal audit, ESG, sustainability and related control functions are feeling about the market.
The results offer a useful snapshot of sentiment. They are not intended to be a definitive market study, and in one area response levels were lower than we would ideally like. However, the themes that emerged are clear and consistent: GRC professionals are open-minded, future-focused and increasingly alert to the role that technology will play in shaping their careers.
For employers, hiring managers and organisations investing in GRC talent, these findings are worth paying attention to.
GRC professionals are open to the right opportunity
One of the strongest themes from the poll was openness.
A very high proportion of respondents indicated that they would be open to the right opportunity. Rather than suggesting that everyone is actively looking to move, this points to something more nuanced. Many GRC professionals are watching the market carefully. They may not be desperate to leave their current role, but they are receptive to opportunities that offer stronger leadership, meaningful work, better career development or exposure to the future-facing areas of governance and regulation.
For employers, this matters.
The best candidates may not describe themselves as “actively looking”, but that does not mean they are unavailable. They are often quietly assessing whether their current organisation is helping them grow, adapt and stay relevant.
In a market where strong GRC talent remains highly valuable, employers need to be clear about why someone should join them — and why they should stay.
Leadership matters more than ever
When asked what matters most in a GRC role or career opportunity, the largest group of respondents selected strong leadership from the top, at 43%. This came ahead of meaningful scope and impact, flexible working and clear career development. That is a significant finding.
GRC professionals are not simply looking for job titles, salary increases or flexible working arrangements. They are looking for leadership. They want to work in organisations where governance, risk and compliance are taken seriously at senior level, and where control functions have the authority, visibility and support to do their jobs well.
This is particularly important in the current environment. GRC professionals are often the people helping organisations navigate difficult questions: how to adopt AI responsibly, how to manage regulatory pressure, how to maintain trust, how to identify risk early, and how to challenge business decisions constructively.
If senior leadership does not value these functions, candidates will notice.
For hiring organisations, the message is clear: when attracting GRC talent, the leadership story matters. Candidates want to understand who they will be working for, how decisions are made, whether challenge is welcomed, and whether the organisation sees GRC as a strategic partner rather than a blocker or back-office necessity.
Data, AI and technology governance are now central to career opportunity
The most striking finding across the poll was the prominence of technology.
When asked which area of GRC feels most full of career opportunity, 61% selected data, AI and technology governance. This was well ahead of enterprise risk, ESG and sustainability, and financial crime and fraud.
This reflects what many of us are seeing in the market. AI, automation, data usage and digital transformation are no longer issues sitting only with technology teams. They are governance issues. They are regulatory issues. They are conduct, ethics, accountability and operational resilience issues.
For GRC professionals, this creates both opportunity and pressure.
Those who can build fluency in data, AI and technology governance are likely to become increasingly valuable. They do not need to become technologists, but they do need to understand enough to ask the right questions, interpret the risks, influence stakeholders and help organisations make informed decisions.
For employers, this is an important talent signal. The strongest candidates will be attracted to roles that give them exposure to future-facing work. If organisations want to hire ambitious GRC professionals, they need to show that the role is connected to the real strategic questions the business is facing.
Tech fluency is becoming a core GRC capability
When asked which capability is becoming most important for future-focused GRC professionals, 50% selected data, AI and technology fluency. Strategic judgement and leading through change also featured strongly, each selected by nearly a quarter of respondents. This combination is important.
The future of GRC is not just about technical knowledge. It is about combining technical awareness with judgement, communication and leadership.
As technology becomes embedded across financial services and other regulated sectors, GRC professionals will increasingly need to translate complexity. They will need to work across legal, technology, operations, product, risk, compliance and senior leadership teams. They will need to challenge constructively without slowing innovation unnecessarily. They will need to help organisations move quickly, but safely.
This suggests that the future GRC professional may need a broader skillset than in the past. Regulatory knowledge remains important, but it may no longer be enough on its own.
The most valuable people will be those who can connect regulation, technology, commercial reality and human behaviour.
Change feels challenging, but also full of opportunity
One of the more encouraging findings was the way respondents described the current pace of change.
Over half - 53% - said that the current pace of change in GRC feels full of opportunity. A smaller group described it as difficult to keep up with, while others saw it as stretching but manageable or energising and motivating.
This matters because the wider conversation around technology and work can sometimes feel anxious or defensive. Many professionals are understandably concerned about automation, restructuring and the possibility that some roles may be reduced or reshaped.
But these results suggest that GRC professionals are not simply fearful. Many see the opportunity. They recognise that their functions are likely to become more important as organisations wrestle with questions of trust, accountability, transparency, resilience and responsible innovation.
That does not mean the transition will be easy. Employers still need to support people through change. They need to invest in training, communicate clearly about the future of roles, and create pathways for people to build the skills that will be needed next. But the appetite appears to be there.
Technology is seen as the biggest driver of change
When asked which shift is having the biggest impact on their GRC career right now, 67% selected technology and AI-driven change. Economic and geopolitical risks also featured, selected by 25%, while rising control function demand was selected by a smaller group. This reinforces the central theme of the survey: technology is no longer a side issue for GRC talent. It is shaping how people think about their careers, their skills and their future relevance.
For employers, this presents a clear opportunity. Organisations that can articulate how their GRC functions are involved in AI governance, data risk, digital transformation, operational resilience and technology-enabled control frameworks will have a stronger talent proposition.
Candidates want to see that they are joining an organisation that is moving forward, not simply reacting.
Growth, support and collaboration are critical to helping GRC professionals thrive
Beyond technology, respondents were clear about what helps them succeed in a rapidly evolving environment.
When asked what most helps GRC professionals thrive, 42% selected room to grow and develop, making it the most popular response. This was followed by strong collaboration at 27% and enough resource and support at 26%, while only 5% identified clear and confident leadership as the primary factor.
The message is significant for employers. As expectations on GRC functions continue to increase, professionals want to feel they are developing alongside the changes affecting their industry. Access to learning opportunities, exposure to new challenges and the ability to broaden their skills remain powerful engagement drivers.
Equally important is the environment in which people work. Strong collaboration across functions, combined with adequate resources and support, enables GRC teams to operate effectively and add greater value to the organisation. Employers that invest in development and create cultures where knowledge-sharing and partnership are encouraged are likely to be better positioned to attract and retain high-performing talent.
Adaptability and learning are expected to define the strongest GRC careers
Looking ahead, respondents overwhelmingly identified adaptability and learning as the skill that will define the strongest GRC careers, selected by 65% of participants. This was significantly ahead of technical depth at 18%, influencing across the business at 15%, and commercial perspective at just 2%. The result highlights how quickly the GRC landscape is evolving and the growing importance of continuous learning.
While technical expertise remains valuable, respondents appear to recognise that future success will depend less on mastering a fixed body of knowledge and more on the ability to adapt as regulations, technologies, risks and business models continue to change.
The most successful GRC professionals are likely to be those who remain curious, embrace new ways of working and continuously develop their understanding of emerging issues.
For employers, this reinforces the importance of creating learning-focused cultures that encourage development, experimentation and professional growth. In a profession being reshaped by technology and transformation, adaptability may prove to be the most valuable capability of all.
What should employers take from this?
The poll results offer several useful takeaways for organisations hiring GRC talent.
- Strong candidates are open to opportunity, but they are discerning. They want roles that feel meaningful, well-led and connected to the future of the business
- Leadership is a major differentiator. Employers need to show that GRC has senior sponsorship, influence and credibility within the organisation.
- Technology is now central to the GRC talent conversation. Candidates are increasingly attracted to roles that give them exposure to data, AI and technology governance.
- Capability development matters. Organisations that invest in tech fluency, leadership skills and cross-functional influence will be better placed to retain and develop their GRC teams.
Finally, employers should not underestimate the importance of purpose. Many GRC professionals are drawn to work that involves protecting customers, strengthening organisations, enabling responsible growth and helping businesses make better decisions.
In a changing world of work, that sense of purpose may become even more important.
A profession in transformation
The overall picture is one of a profession in transition. GRC professionals are operating in a market shaped by technology, regulation, uncertainty and opportunity. While technology and AI are clearly driving much of the change, respondents also recognise that success will depend on their ability to keep learning, adapt to new challenges and continue developing their skills.
The survey findings suggest that GRC professionals are not simply looking for organisations that embrace technology. They are looking for organisations that invest in people. Access to development opportunities, supportive teams and collaborative working environments are increasingly important factors in helping professionals thrive and remain effective in their roles.
For hiring organisations, the message is not simply that talent is available. It is that talent is paying attention.
Candidates are watching how organisations lead. They are watching how seriously GRC is taken. They are watching whether technology is being embraced responsibly. And they are watching whether their future employer can offer them the opportunity to grow into the next version of their career.
For organisations that can tell that story well, the opportunity to attract high-quality GRC talent is significant.
For individuals, the message is equally clear: the future of GRC is not standing still. The professionals who lean into technology, develop strategic judgement, build influence and remain committed to continuous learning will be well placed to thrive.
The strongest careers are likely to belong not simply to those with the deepest technical expertise, but to those who can adapt as new regulations, technologies and risks emerge. In an environment where change has become a constant, adaptability and learning may be the defining characteristics of future GRC leaders.
GRC has often been described as a control function. Increasingly, it may also become one of the most important leadership functions of the future — combining governance expertise with technological awareness, commercial understanding, adaptability and the ability to guide organisations through constant change.
If you are looking to hire talent across these specialisms, please get in touch with our team today for an initial discussion and we can let you know how we can help you find the very best talent on the market.