CIO – Enterprise Platforms — Wealth Division

The mandate

A multinational-owned wealth division runs regional platforms that perform similar work with different data, control and support models. Local additions have accumulated around client onboarding, advice, portfolio reporting and lending. Cost is duplicated, cyber and control evidence varies, and change must be repeated across estates. A planned CIO succession creates the moment to choose an enterprise platform model.

The CIO – Enterprise Platforms will influence approximately S$73,450 million in loans and deposits and lead around 1,300 employees and material partners. Responsibility spans enterprise services, architecture, applications, cloud and infrastructure, cyber interfaces, service management, technology economics, vendors and platform adoption. The Group Chief Executive or designated executive committee sponsor owns the reporting relationship.

The baseline will connect capability, users, cost and risk. Applications, interfaces, licences, infrastructure, support, incidents, controls and change capacity should be visible by business service. The CIO will distinguish justified local capability from duplication sustained because retirement ownership is unclear.

Standardisation begins with outcomes and obligations. Client and adviser journeys need common data, entitlements, service and control expectations. Regional standards should allow evidenced regulatory or customer variation through governed configuration, not unmanaged forks. Exceptions require an owner, whole-life cost and expiry.

Adoption will be treated as delivery. A platform is not successful when released if users retain spreadsheets, duplicate systems or manual work. The CIO will connect active use, completion, error, service effort and customer outcomes, then fund process, data and behaviour change alongside technology.

Retirement is the source of much value. Data migration, records, customer communication, contract exits, control transfer and operational acceptance must be designed early. Benefits become credible only when legacy services, infrastructure, support and licences end. Finance will challenge the run-cost baseline independently.

Cyber and resilience will be intrinsic to platforms. Identity, privileged access, vulnerability, recovery, observability and third-party dependencies should be consistent enough for enterprise assurance. Consolidation must avoid creating a single point of failure without tested recovery and operational alternatives.

Investment decisions need complete economics. Customer value, adoption, change capacity, cash, run cost, risk and decommissioning belong in one case. The CIO will stop local projects that recreate enterprise capability and also pause central platforms that cannot demonstrate readiness or value.

Vendors require strategic clarity. Contracts should cover consumption, service, change, data, security, knowledge, benchmarking and exit. Concentrated providers need tested continuity. Commercial savings cannot justify dependence the bank cannot operate or unwind.

The technology organisation will develop platform owners with service and economic accountability, architects able to make pragmatic trade-offs, and successors tested through real incidents and investment choices. The incumbent handover should transfer tacit vendor, regulatory and architecture context without preserving shadow authority.

Why this seat is open

This planned replacement allows four to six months for assessment and an orderly incumbent handover. The timing protects delivery while enabling the successor to influence the next capital cycle and communicate leadership change in a controlled sequence.

What you will own

• Establish a common enterprise-platform model for regional wealth services.
• Influence technology supporting S$73,450 million in loans and deposits.
• Rationalise duplicated applications, controls, interfaces and run cost.
• Drive measurable adoption and retire legacy work and technology.
• Strengthen cyber, resilience, architecture and service accountability.
• Lead approximately 1,300 employees and partners with credible succession.
• Govern vendor consumption, concentration, knowledge and exit readiness.
• Give the board comparable investment, risk and retirement choices.

The first 12 months

During the first 90 days, reconcile the application estate, service economics and control gaps. Meet the 30 stakeholders most consequential to standardisation, including advisers, country leaders, cyber, risk, operations, finance and vendors. Stabilise critical services, assess leadership and agree platform gates.

Months four to nine should select enterprise standards, stop duplicate investment and migrate priority users. Negotiate material suppliers and begin controlled retirement. The first value should appear through adoption, reduced incidents, released licences, avoided build or lower support effort.

By year end, the bank should evidence repeated gains from standard platforms, stronger adoption and reduced run cost. The value case must stay within 10% of approval, while forecasts reconcile service, cash, customer and people for three quarters. Priority risks need independent closure proof; severe escalation cannot remain open beyond 30 days.

What the board will measure

• Platform adoption and legacy retirement by business service and market.
• Run cost removed after complete decommissioning and contract exit.
• Service availability, recovery, cyber exposure and change failure.
• Exceptions supported by legal or economic evidence and dated expiry.
• Retain over nine in ten critical technologists and ready successors for seven in ten direct roles.
• Investment forecast accuracy from delivery through adoption and cash.

The person

You are a CIO, Enterprise Applications Head or Regional Technology Director with 22–28 years in banking or adjacent regulated technology. You have owned enterprise service, cyber, architecture and economics rather than a single application tower.

Your accountable P&L, book, budget or portfolio has been at least S$42,600 million, and you have led 900 or more people. You can demonstrate a consolidation whose adoption, control and cost outcomes held over two reporting periods.

You understand wealth journeys, regional regulation and technology retirement. You can challenge local exceptionalism and central technology optimism while sustaining reliable service through succession.

Compensation and terms

Base compensation is S$500,000–680,000 plus annual incentive and LTI. The permanent Singapore role is onsite, supports international relocation and allows notice of up to six months.

Confidentiality

The bank, incumbent, platform estate and supplier arrangements remain confidential. Identifying material follows mutual fit; published facts are blended.