Panelist Douglas Hamilton

Douglas Hamilton

Nasdaq

United States

Douglas Hamilton heads AI research and engineering at Nasdaq. He joined Nasdaq in 2017 as a data scientist and has developed solutions leveraging rapid adaptation, reinforcement learning, and efficient market principles as solutions to predictive control problems. Hamilton’s notable achievements at Nasdaq include establishing the first AI-powered strike listing system, bringing generative AI to board governance, publishing over a dozen patents, and launching the first AI-powered order type approved by the Securities and Exchange Commission. Previously, Hamilton was the lead data scientist for an advanced manufacturing analytics group at Boeing Commercial Airplanes and built customer relationship management systems at Fast Enterprises. He is a U.S. Air Force veteran and sits on the advisory board of The Data Science Conference. Hamilton has a Master of Science in Systems Engineering from MIT and a Bachelor of Arts in mathematics from the University of Illinois at Springfield.

Voting History

Statement	Response
Organizations are sufficiently expanding risk management capabilities to address AI-related risks. Neither agree nor disagree	“Corporations certainly are taking seriously the fact that AI adoption poses risks. Companies are putting together governance and ethics boards, engaging with regulators, and reacting to news about various AI mishaps. While they are expanding their risk functions and purview to engage with AI, they are not doing so in a way that considers the unique and novel types of risks and benefits AI provides. Risk organizations and advocacy groups are still dominated by attorneys, with very few technical experts in the room who can weigh in on the appropriate value-variation calculus businesses need to consider.”

Statement

Response

Organizations are sufficiently expanding risk management capabilities to address AI-related risks. Neither agree nor disagree

“Corporations certainly are taking seriously the fact that AI adoption poses risks. Companies are putting together governance and ethics boards, engaging with regulators, and reacting to news about various AI mishaps. While they are expanding their risk functions and purview to engage with AI, they are not doing so in a way that considers the unique and novel types of risks and benefits AI provides. Risk organizations and advocacy groups are still dominated by attorneys, with very few technical experts in the room who can weigh in on the appropriate value-variation calculus businesses need to consider.”