Nate Herman leads business transformation at Ember Group Consulting, partnering with executives to build the operating models, controls, and technology foundations that enable organizations to operate with speed, scale, and security.

Nate has spent more than 20 years building and scaling risk, compliance, audit, and operations functions for the world’s largest financial institutions, and he has done it from the front. At Wells Fargo, as Chief Control Management Executive, he built and led a first line risk organization of 4,600 people and a $1B budget under Board and regulatory scrutiny, growing the share of that organization delivered from India, the Philippines, and Europe from under 5% to more than a third. The control redesign and consent order remediation his organization delivered contributed directly to the lifting of the firm’s Federal Reserve asset cap in 2025. At GEICO, recruited as the company’s first enterprise risk leader and reporting to the CFO, he unified eight siloed functions, cleared a remediation backlog that had accumulated over three years, and stood up the data, AI, and model risk governance that enabled AI adoption at scale. He also served as Chief Audit Executive at Huntington National Bank, reporting to the CEO and Audit Committee, and spent eight years as a Managing Director at JPMorgan Chase, including leading a global regulatory operations team of 1,200. He began his career in national security, serving as a Marine Corps officer, including combat operations in Iraq, and in senior roles at the FBI and U.S. Cyber Command.

Nate believes that building risk and control functions is never just about ticking a compliance box. It is about giving organizations the confidence to grow. He combines deep fluency across data, AI, cyber, and emerging technology with a builder’s instinct, equally comfortable standing up a function from zero or modernizing one that has outgrown its foundation. He treats control discipline as a force multiplier rather than a cost of doing business. Done well, it shapes the customer experience and the cost structure of the enterprise as much as it satisfies a regulator. Today that work sits at the leading edge of AI adoption, where the operating model, the risk framework, and the way people do the work all have to be rebuilt at once.

What sets Nate apart is credibility in both the boardroom and the trenches. He is as comfortable in front of a Board or an examiner as he is working through process detail with the teams doing the work, translating complex risk challenges into solutions that scale.