Portfolio-Assurance Independence Recovery Leader

The mandate

The assurance function must establish authority and procedural fairness across the full investment portfolio. Reviews need to cover documentation compliance, programme outcomes including climate impact, resettlement, procurement and co-financing assumptions. The next capital-allocation cycle needs independent evidence, and the temporary office holder must build confidence among staff and investment sponsors alike.

The executive must start within three weeks for an eleven-month fixed term while an external investigation and permanent search proceed independently. The first 45 days protect records, assess review interference and establish a risk-based plan. Two quarterly assurance cycles then test access, rating and escalation rules; the final period closes priority reviews, completes the annual portfolio opinion and inducts the permanent successor without contaminating the investigation.

Handover requires an approved assurance charter, protected evidence-access protocol, conflict and interference register, two completed quarterly cycles, closed findings for the twelve highest-risk programmes and a board-accepted annual portfolio opinion. Sponsors must have a documented right to factual response but no ability to suppress scope or rating. The successor must inherit every unresolved access restriction, dissent, retaliation concern and decision deadline with its provenance preserved.

The interim may set review scope, deploy assurance staff, obtain records under the charter, issue ratings, require management responses and escalate an access breach directly to the committee. Only the board may amend the charter, remove a rating, halt disbursement, determine misconduct or approve investment and impact policy. The leader cannot run the protected-disclosure investigation, discipline employees, certify project engineering or replace Internal Audit, Compliance and Evaluation mandates.

Investment selection, project turnaround, impact-methodology redesign, permanent organisation appointments and litigation strategy are outside scope. The office may identify evidence implications and refer action to accountable owners but will not operate programmes or advocate a capital choice. Separating assurance recovery from investigation and project management is essential to preserve independence and a clean successor handover.

Why this seat is open

A sudden suspension left the board without a trusted assurance voice during capital planning and a sensitive investigation. Appointing a permanent head before facts and charter weaknesses are resolved would transfer damaged relationships into the new tenure. The committee has therefore delegated temporary assurance authority with explicit exclusions and an evidence-based exit condition.

What you will own

• Protect assurance records, access logs, draft findings and retaliation concerns while maintaining formal separation from the misconduct investigation.
• Decide the risk-based review plan using exposure, evidence uncertainty, beneficiary consequence, sponsor influence and capital-decision timing.
• Issue review scopes, ratings and management-response clocks without allowing factual challenge to become negotiated assurance judgement.
• Escalate denied evidence, sponsor interference, conflicted reviewers and overdue responses directly through the restored charter.
• Complete twelve priority programme reviews spanning impact, safeguards, procurement, co-financing, delivery and climate-adaptation claims.
• Produce the annual portfolio opinion with limitations, dissent, recurring patterns and explicit separation from Internal Audit and Evaluation.
• Induct the permanent successor through open restrictions, sensitive relationships, committee expectations and the next quarterly plan.

Candidate qualifications

• Held independent portfolio-assurance authority in a development bank, sovereign investor, infrastructure fund or multilateral institution.
• Has restored an assurance function after sponsor interference, evidence restriction, protected disclosure or loss of board trust.
• Understands climate adaptation, impact, safeguards, procurement, co-financing and programme-delivery evidence at portfolio level.
• Can preserve factual response rights without allowing powerful investment sponsors to negotiate scope, conclusion or rating.
• Worked alongside investigations, Internal Audit, Compliance and Evaluation while maintaining unambiguous mandate boundaries.
• Completed a permanent handover with sensitive dissent, access restrictions and live board matters transparently recorded.