Bernard Tan, Director at Protiviti Singapore, talks to The Ortus Club about the intersection of business advisory and technology risk, the shift from technical detail to 360-degree strategic thinking, and why high-level executive dialogue is the most effective tool for navigating Southeast Asia’s complex transformation landscape.
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Executive Summary: Key Takeaways
- The Power of 360-Degree Perspectives: Senior leaders prioritise the big picture over technical minutiae, focusing on how industry trends and professional shifts impact the broader organisation.
- Psychological Safety in Networking: High-level sharing requires a cosy environment and strict adherence to Chatham House Rules to turn professional practices into personal, actionable insights.
- Transformation Through Questioning: The most powerful tool in an advisory toolkit is the simple question: “How do you do that?” It bridges the gap between theory and real-world execution.
- Managed Dialogue vs. Presentation: Successful executive forums rely on open-ended trigger questions that avoid binary answers, ensuring a balanced conversation where every leader has a voice.
- The Strategic Architect of Risk: In highly regulated environments like Singapore and Southeast Asia, leaders must balance rapid innovation with third-party risk management and secure AI adoption.
Bernard Tan is a Director at Protiviti Singapore with a deep focus on the intersection of business and technology strategy. Advisory in Southeast Asia is a game of managing complexity, and Bernard has built his career helping organisations navigate digital risk and large-scale transformation initiatives. Having moved from a participant to a trusted moderator within executive dinner forums, Bernard has a unique perspective on how senior leaders think. He believes that in a fast-evolving market, the ability to exchange unvarnished industry practices in a trusted environment is what separates strategic leaders from those merely reacting to change.
How did a journey from participant to moderator shape your worldview?
Bernard reflects on how contributing to high-level networking sessions eventually led him to take the helm as a session guide.
“I started by attending sessions organised by The Ortus Club. I found them very meaningful and insightful, contributing my thoughts and experiences. After a few sessions, I was asked whether I would moderate one of them. The topic of AI and third-party risk really resonated with me.
I felt that as a moderator, I could shape how the session would run and decide which questions to ask. My first event was a dinner sponsored by BlueVoyant. The conversation focused on how organisations approach AI adoption while managing vendor risks. It was a watershed moment that showed me the power of guided conversation in keeping a meaningful exchange flowing.”
Why does the setting matter as much as the subject in executive forums?
For Bernard, the physical environment and the rules of engagement are the primary drivers of transparency among senior leaders.
“First, the setup and the location are very important. It needs to be cosy and comfortable. When participants feel comfortable and with Chatham House Rules in place, they are more willing to share both personal experiences and professional practices.
I feel confident stepping into the role because the rules of engagement are clear and respected. There is a freedom to express experiences without barriers or limitations. That creates a safe and open environment. Working with sponsors is important to understand the goals, but the environment and how topics are structured play a significant role in shaping a successful session.”
How do you breathe life back into a quiet conversation?
Using open-ended trigger questions, Bernard ensures that the dialogue remains balanced and inclusive for all 10 to 15 participants.
“The Ortus Club keeps the group small, which encourages interaction. Nobody is left out. If a discussion quietens down, I prepare follow-up questions focused on open-ended triggers. I avoid ‘yes or no’ questions.
Instead, I ask things like, ‘How do you solve this problem?’ or ‘How does your organisation approach this perspective?’ When one participant is more vocal, I may invite them to start the conversation to give others more time to think. This keeps the conversation alive and balanced, ensuring everyone has a voice during the session.”
What surprised you most about the way senior leaders think?
Moving beyond the technical weeds, Bernard discovered that true leadership is defined by a 360-degree view of industry evolution.
“Senior leaders tend to look at topics from a 360-degree perspective. They may not go into technical details, but they understand how industries evolve and how professional trends develop. This provides a strategic view.
It shows how leaders think about challenges and opportunities in a broader context. That strategic thinking often triggers deeper and more meaningful discussions than a purely technical deep-dive would. It’s about the big picture. How we move through the landscape of Southeast Asia as the market matures.”
How has peer-to-peer dialogue contributed to your professional growth?
By meeting technical and business leaders across diverse backgrounds, Bernard has fundamentally strengthened his own advisory capabilities.
“Through these events, I have met many senior leaders and technical professionals. It has strengthened my networking capabilities and expanded my professional network significantly.
Participants come from different industries and backgrounds. Exposure to their perspectives enhances my connections and broadens my understanding of industry practices. My advisory work at Protiviti is fueled by these insights. Knowing what is actually happening on the ground across different sectors allows me to give more grounded, strategic advice.”
Join the Conversation: The Ortus Club’s Executive Network
As Bernard Tan emphasises, the value of a small, structured group is that it “encourages interaction and communication.” In an era of digital noise, the most significant insights aren’t found in a whitepaper. They are found in the high-level executive dialogue between peers who are solving the same complex problems.
At The Ortus Club, we host executive dinners and roundtables specifically designed to be the “cosy and comfortable” environment Bernard advocates for. Join our network to step away from the technical details and engage in the 360-degree strategic thinking that defines the future of business and technology advisory.
Frequently Asked Questions
Q: What services does Protiviti Singapore provide?
A: Protiviti is a global consulting firm that provides business and technology advisory services, including internal audit, risk management, and digital transformation strategy across Southeast Asia.
Q: What are Chatham House Rules?
A: They are a set of rules used in high-level discussions where participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s) may be revealed, fostering a safe environment for open sharing.
Q: Why is third-party risk a major topic for AI?
A: As organisations adopt AI, they often rely on external vendors. Third-party risk management ensures that these AI integrations are secure, compliant, and do not introduce vulnerabilities into the enterprise ecosystem.
Q: How does Bernard Tan handle vocal vs quiet participants?
A: He balances the room by inviting vocal participants to kick-start a conversation, which provides the quieter, more reflective participants time to formulate their insights before being invited to speak.
Q: What is a trigger question in moderation?
A: It is an open-ended question (beginning with How, Why, or In what way) designed to spark a descriptive response rather than a simple “yes” or “no,” driving deeper engagement among peers.
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