The mandate begins with one customer journey
The Board seeks an independent director who can start with a customer's need and follow the entire chain of governance: acquisition, consent, underwriting, pricing, documentation, disbursement, servicing, collection, complaint and closure. At each stage, commercial, credit, operational, technology and conduct risks interact. The appointee will help the Board see that full journey rather than receive separate functional assurances.
Customer and credit
Growth will be challenged through cohort evidence. Approval rates, ticket size and disbursement are insufficient without early delinquency, prepayment, collection roll rates, complaints, vulnerability and repeat usage. The director should ask whether exclusions or friction fall unevenly on customers with limited formal documentation, irregular income or low digital confidence.
Credit models and policy rules require governance over data lineage, validation, overrides, drift, explainability and adverse outcomes. Human judgement should be retained where the consequence is material and the model is uncertain. Rapid growth must not conceal deterioration through the changing age of the portfolio.
Funding and resilience
The Risk Committee will examine asset-liability mismatches, concentration, refinancing, covenant headroom, liquidity stress and contingency actions. A plan is credible only if counterparties, collateral, governance and execution time are understood. Technology and vendor continuity should be tested against the customer services and payment processes that cannot stop.
Audit and stakeholder oversight
Expected-loss estimates, overlays, income recognition, assignment or securitisation, related parties, fraud and outsourced controls belong on the Audit agenda. The director will insist on back-testing and root-cause closure. On Stakeholders, grievance and investor data should be used as operating evidence: repeat errors, misunderstood disclosures and delayed remedy often indicate deeper design failure.
CSR and inclusion
The Board will distinguish access from beneficial use. CSR and inclusion claims should be tested for reach, affordability, customer understanding, sustained outcomes and partner integrity. Financial-literacy work should not become product promotion. Beneficiary information must receive appropriate consent and protection.
Board outcomes after the first year
Success will not be measured by the number of dashboards commissioned. The Board should be able to identify which customer journeys generate the greatest combined credit and conduct risk, where model overrides improve or weaken outcomes, which funding actions remain executable under stress, and whether complaints are falling because root causes changed. At least one product review should connect original approval assumptions with actual cohort economics, service experience and capital consumed. The director should also leave a clearer rule for when customer harm or operational failure becomes a full-Board matter rather than a management statistic.
What to submit
Candidates should present two examples: one where they changed a credit, customer or risk decision using evidence; another where they protected a vulnerable stakeholder while preserving commercial discipline. Suitable backgrounds include retail banking, housing or consumer finance, risk, operations, customer protection, technology or supervision. Board experience is preferred but not mandatory for an exceptional regulated-sector leader. Independence, conflicts, databank standing and time capacity will be verified before any confidential introduction.
Registration on the IICA Independent Directors Databank is required before appointment. A DIN is not needed to apply: where an appointee does not yet hold one, it is obtained through the appointing company at the point of appointment.