Questions for a risk-review meeting with your manager

A meeting with a manager is useful when broad concerns become clear questions and traceable outcomes. Hearing that matters are under control does not identify the risks examined or what remains unknown. Review should consider investor objectives alongside the account’s actual capabilities and authority boundaries.

Establish a shared basis before the meeting

Identify the latest report, period, currency and data timestamp. List numerical discrepancies in advance so the discussion does not rely on incompatible reports. State the meeting’s purpose too. Understanding a drawdown, changed cash needs and a strategy change call for different questions.

Ask what changed since the earlier agreement

Exposure, instruments, leverage, capacity or investor needs may have changed. Request the time, reason and evidence for each change. Market conditions can explain part of the picture but cannot replace an explanation of management decisions. A constant strategy name does not establish constant behaviour or risk.

A hypothetical actionable question

Rather than only asking why the account fell, ask which part of the change came from open positions and what reporting basis supports it. The question does not settle cause or responsibility, but makes investigation more specific. This example is not an actual report and does not imply one question covers every risk.

A suggested agenda

• Objectives, horizon and changed investor liquidity needs.
• Equity, exposure and material account limits.
• Performance-data quality and completeness.
• Outages, rejected instructions or unresolved discrepancies.
• Authorised action, responsibility and the next response time.

Discuss adverse conditions as well

Ask which practical restrictions apply if liquidity deteriorates or data arrives late, and who makes decisions. The aim is not a promise of no losses. Responses should separate assumptions, scope and unknowns. A scenario is neither a certain forecast nor a trading instruction for current conditions.

Minutes should support reconciliation

Record the issue, evidence, response, remaining disagreement and follow-up responsibility. Receiving an explanation is not acceptance of a contract amendment. Changes to authority or fees require the agreement’s valid process. Meeting notes must not become cover for broad, undefined manager permission.

Do not turn follow-up into a return promise

A commitment to provide a report or investigate a discrepancy differs from a promise to recover losses. Set the next response time and request evidence of completed action. If a response misses its deadline, keep the item open and follow the agreed route; silence or another meeting does not confirm that the earlier action happened. Managers can describe review arrangements without private information in a cooperation inquiry. When reviewing accounts, consider response quality alongside service boundaries. This framework recommends neither staying nor exiting, issues no legal ruling and claims no active product meeting workflow.