CRO – Enterprise Risk — Wealth Franchise

The mandate

The next planning cycle has brought into focus risk governance failing to keep pace with regional complexity within a institutionally backed diversified financial-services platform. The immediate arena is the wealth franchise during a post-acquisition integration. For mandate 043, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The CRO – Enterprise Risk operating perimeter covers approximately US$4,300 million in assets under oversight, with activity spanning several wealth franchise customer, product and delivery clusters rather than a single asset. The CRO – Enterprise Risk Financial Services remit carries direct influence over roughly 325 colleagues and third-party capacity.

The board and its investment committee want a CRO – Enterprise Risk who can convert ambiguity into a short list of explicit choices for the wealth franchise. The CRO – Enterprise Risk Financial Services seat must resolve a post-acquisition integration, while preserving the underlying strengths of the wealth franchise. For mandate 043, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The CRO – Enterprise Risk’s first year on the wealth franchise is expected to end with risk transparency, decisive escalation and sustainable remediation. In mandate 043, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created CRO – Enterprise Risk — Wealth Franchise seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the wealth franchise remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the CRO – Enterprise Risk value-creation thesis for the wealth franchise, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately US$4,300 million in assets under oversight, including allocation, risk acceptance and board forecasts.
• Lead the CRO – Enterprise Risk Financial Services organisation of about 325 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the wealth franchise economics and execution constraints created by a post-acquisition integration, with CRO – Enterprise Risk-approved owners, dated milestones and transparent escalation thresholds.
• Establish one CRO – Enterprise Risk operating review across commercial, customer, financial, people, technology and risk outcomes for the wealth franchise; remove reconciliations that obscure accountability.
• Have held independent challenge authority and closed material issues with evidence accepted by board or supervisory review in mandate 043.
• Build the CRO – Enterprise Risk’s three-year succession and capability plan for the wealth franchise, reducing dependence on individual executives and improving mobility across the wider Financial Services organisation.

The first 12 months

• Days 1–90: Validate the wealth franchise baseline, meet the 30 stakeholders most consequential to risk governance failing to keep pace with regional complexity, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal CRO – Enterprise Risk portfolio and organisation choices for the wealth franchise, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable wealth franchise trend against risk transparency, decisive escalation and sustainable remediation, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the CRO – Enterprise Risk’s agreed first-year wealth franchise value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A CRO – Enterprise Risk forecast that remains decision-useful across three consecutive quarters and reconciles the wealth franchise’s operating, cash, customer and people assumptions.
• Closure of the CRO – Enterprise Risk mandate’s highest-priority wealth franchise risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical wealth franchise talent and ready-now successors for at least 70% of the CRO – Enterprise Risk’s direct reports.
• A quantified CRO – Enterprise Risk-owned improvement in the wealth franchise operating constraint behind a post-acquisition integration, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 043: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a CRO, Risk Director or senior controls executive in a institutionally backed Financial Services or adjacent enterprise. In relation to the wealth franchise, your CRO – Enterprise Risk track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from banking, insurance, payments, wealth or regulated fintech will be considered where the operating model, customer stakes and governance intensity match this CRO – Enterprise Risk brief.

As a CRO – Enterprise Risk candidate, you bring 18–22 years of progressive Financial Services or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of US$2,500 million and led an organisation of at least 230 people.

For mandate 043, the board wants two transitions: a difficult wealth franchise portfolio choice and a leadership-system change during a post-acquisition integration. As the prospective CRO – Enterprise Risk for this wealth franchise, you must challenge optimistic cases and still create followership. References for mandate 043 must distinguish your contribution from the institution around you.

The CRO – Enterprise Risk must be based in New York; international relocation is supported, but this Financial Services role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of CRO, Risk Director or senior controls executive, with direct exposure to a board, investment committee or equivalent Financial Services governance forum.
• Proven CRO – Enterprise Risk ownership of at least US$2,500 million and leadership of no fewer than 230 employees in a comparable wealth franchise context.
• One completed Financial Services or adjacent-sector example of risk governance failing to keep pace with regional complexity with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from banking, insurance, payments, wealth or regulated fintech; experience that is purely functional and lacks CRO – Enterprise Risk-level wealth franchise consequences will not meet the bar.
• Willingness to meet the New York location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 043.

Compensation and terms

The anticipated CRO – Enterprise Risk package is US$430,000–575,000 base + annual incentive and equity, calibrated to the final wealth franchise scope and the candidate’s current mix. Any long-term participation for mandate 043 follows standard vesting and performance conditions. The CRO – Enterprise Risk appointment in New York, centred on the wealth franchise, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 043.

Confidentiality

This search is being conducted without naming the client for mandate 043. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 043.