Today, E-V-E is trusted by global companies and validated by the Big Four. It's transforming how organizations navigate complex frameworks and regulations like CSRD, DORA, and NIS2.
But where did it all begin?
Let's go back to why E-V-E was born.
Our founders - former Chief Risk Officer and Audit Executive, and consulting partners - spent over two decades inside the world's most regulated industries. They saw the same problems everywhere:
There had to be a better way — a solution that made compliance smarter, not harder.
E-V-E was launched with one mission
We're not just building for frameworks — we're building for the people behind them.

For over 15 years, I've led GRC transformation at scale—guiding enterprises across cybersecurity, ESG, and audit readiness. Whether advising institutions as a consultant or implementing frameworks in-house, I've consistently observed the same challenge: most risk processes are reactive, siloed, and slow.
That's why we built E‑V‑E AI. We're transforming compliance to be integrated, intelligent, and resilient—even under stringent regulations like DORA, NIS2, CSRD, and ISO 27001.
We partner with respected thought leaders in GRC and AI innovation to ensure our platform stays cutting-edge, scalable, and grounded in real-world evidence-based compliance. Our focus: make tools that give you visible control, not more manual burden.
If you're building for resilient compliance that adapts—not just reacts—I'd be glad to share more about our approach.

Before co-founding E‑V‑E, I spent over a decade working hands-on in enterprise compliance, risk, and GRC transformation — across global organizations and consulting firms like PwC and EY. That experience shaped a belief I still hold today: risk, control and compliance isn't a checkbox — it's the foundation of operational resilience.
What I saw repeatedly, even in the most capable teams, was the same struggle: fragmented data, reactive workflows, and outdated tools that weren't built for how risk actually unfold. Governance Risk and Compliance wasn't failing because of people — it was failing because the systems weren't keeping up.