The role is to govern correlated failure
The Board seeks an independent director to chair Risk while contributing to Audit and Stakeholders Relationship. The institution already measures credit, market, liquidity, operational, cyber and conduct risk. The Chair's contribution is to test how those risks behave together. A cyber disruption may become a customer, liquidity and disclosure event; a credit shock may expose model, collections and capital weaknesses; a service failure may alter reputation and deposit behaviour faster than conventional reporting cycles.
The incoming director must convert risk information into choices: which growth the institution can responsibly fund, which concentrations deserve a lower appetite, which controls must be non-negotiable, and which early indicators require management to slow down before a regulatory minimum is threatened.
Committee agenda
Risk appetite and capital. Appetite should connect Board strategy to measurable limits, stress outcomes and management action. The Chair will challenge whether capital, liquidity and recovery plans remain credible when several stresses occur simultaneously. Assumed actions must have executable timing, collateral, counterparties and decision rights.
Credit and model risk. Portfolio averages will be disaggregated by product, customer, geography, vintage, channel and risk grade. The committee will review model validation, data lineage, overrides, drift, adverse outcomes and performance under changed conditions. Rapid growth must not make early deterioration temporarily invisible.
Operational and cyber resilience. Critical customer and financial services should have tested end-to-end recovery, including identity, vendors, communications, manual alternatives and backlog clearance. Scenario exercises should reveal who decides, what can be restored safely and when a technology event becomes a customer or market-disclosure matter.
Conduct and stakeholder consequence. Complaints, disputed transactions, fraud reimbursement, sales practices and vulnerable-customer outcomes should feed risk assessment. The director's Stakeholders role will focus on recurring root cause and remedy, not case-closure speed alone.
Audit linkage. As an Audit Committee member, the appointee will connect provisions, overlays, valuation, reconciliations, fraud and technology control to the risk story. A risk accepted by the Board should not reappear in the accounts as an unexplained surprise.
First-year commission
The Chair will lead one integrated severe-but-plausible scenario combining a digital outage, fraud escalation, adverse customer reaction and liquidity pressure. The output should expose dependencies between crisis governance, customer remedy, regulatory communication, financial estimation and funding action. Management owns the response plan; the committee determines whether it is credible and tests whether agreed improvements survive a follow-up exercise.
Candidate standing
Suitable applicants include former bank or regulated-finance CROs, CEOs, CFOs, supervisors and leaders of major risk or remediation programmes. They should have made capital, liquidity or customer decisions under stress and be capable of challenging technical specialists without becoming the risk owner. Prior Risk Committee chair experience is strongly preferred. Appointment is conditional on independence, conflicts, DIN, Independent Directors' Databank compliance and sufficient capacity for Board cycles, risk workshops and material-event availability.