阿普加，阿普加就職於美國公司執行委員會，是一名常務董事。該組織是一傢從事企業最佳實踐研究的機構，為全球超過2500傢頂級機構培訓高級主管。他把本書中的許多觀念整閤進約翰‘霍普金斯學院高級國際研究中心下的風險管理和發展的課程中。他住在華盛頓特區。

Too many executives think risk management is strictly for technical specialists. In Risk Intelligence: Learning to Manage What We Don’t Know, David Apgar challenges this misconception. The author explains how to raise the quality of your risk analysis—thus enhancing your "risk IQ"—by applying four simple rules: 1) Recognize which risks are learnable—and reduce their uncertainty by discovering more about them. 2) Identify risks you can learn about the fastest. The higher your learning speed, the more a project is worth pursuing. 3) Take on risky projects one at a time—learning about the risks underlying each before moving to the next. 4) Build networks of business partners, suppliers, and customers who can collectively manage new ventures’ risks by playing distinct roles. The book provides two tools for improving your risk IQ—the Risk Intelligence Audit and the Risk Scorecard—and concludes with a 10-step action plan for systematically raising your managerial and organizational risk IQ. Your reward? Smarter business decisions over time.