Credit-Decision Model Ownership GCC Scale Leader

The mandate

Business sponsors have treated the GCC as a build team and bypassed it during portfolio discussions. The bank needs clearer ownership between first-line credit and central risk for model-management responsibilities, particularly around assumption changes, override behaviour and monitoring thresholds that have historically been led from London.

The interim must take onsite control within two weeks and serve for fifteen months. Search for a permanent global model-product leader opens after two frozen models clear validation and one quarterly monitoring cycle is chaired from Bengaluru, forecast for month eight. The successor will own a material change submission and adverse-portfolio review during a six-week overlap.

Handover requires six model products to have accountable first-line owners, traceable assumptions, defined data and override controls, exercised monitoring judgments, complete validation responses and named India deputies. Credit business, development, independent validation and technology roles must be unambiguous. The permanent leader receives issue histories, dissent records, portfolio triggers, talent actions and remaining supervisory commitments.

The interim may pause a model release, reject insufficient business evidence, reprioritise development capacity, require independent replication and commit up to ₹38 crore from the approved remediation budget. Credit policy, risk appetite, model validation opinions, customer treatment and regulatory communication remain with their accountable functions. Bengaluru model owners gain authority over routine monitoring and change proposals, not independent approval.

Loan origination operations, collections, enterprise data remediation, unrelated market-risk models and replacement of the decision engine are outside the assignment. The seat covers first-line model-product ownership, development interfaces, monitoring judgment, validation remediation, leadership scale and succession. It cannot convert validation independence into a reporting line or absorb every credit transformation dependency.

Why this seat is open

The validation freeze created an immediate lending and supervisory risk, then the executive accountable for resolution departed. Current sponsors disagree over model assumptions while relying on the same overseas experts whose exit is planned. A temporary banking model operator can restore accountable judgment in Bengaluru and prove it through adverse evidence before handing over.

What you will own

• Reconstruct each frozen model’s assumptions, data lineage, overrides, monitoring thresholds, changes, validation findings and business use.
• Define first-line model-product authority across development, portfolio interpretation, limitation management, change and retirement proposals.
• Establish interfaces with independent validation that preserve challenge while eliminating undocumented overseas interpretation.
• Run adverse-portfolio, drift, data-break and override scenarios requiring Bengaluru owners to defend consequential judgments.
• Build model-product, quantitative, data and decision-platform leadership with two-deep cover across six products.
• Close remediation through reproducible evidence, accountable responses, tracked limitations and witnessed committee decisions.
• Transfer product dossiers, monitoring calendars, dissent records, validation commitments and talent decisions through successor-led reviews.

Candidate qualifications

• Held first-line ownership for regulated retail-credit models spanning development, implementation, monitoring and material-change decisions.
• Cleared consequential model validation findings without weakening the independence or authority of second-line reviewers.
• Built an India model-management capability whose leaders defended assumptions and portfolio judgments before global risk committees.
• Managed scorecard drift, override instability or data breaks where business action could not wait for redevelopment.
• Distinguished quantitative engineering, business ownership, validation and technology accountabilities in a complex multinational bank.
• Handed a remediated model portfolio to permanent leadership after observed monitoring, challenge and change-approval cycles.