Group Enterprise Risk Chief — Lending and Wealth Distribution Conduct

The mandate

A holding platform operates a non-bank lending business alongside wealth distribution, with referrals and shared customer-service arrangements growing between them. Local controls address each product separately, but group governance cannot clearly assess conflicts and customer consequences at the interface. The Group Enterprise Risk Chief will lead independent challenge of those journeys, including the incentives and information flows that shape the customer's experience.

The role focuses on how a customer moves between services and which risk owner remains accountable. A lending relationship can create information and commercial influence that should not automatically justify an investment referral. An apparently successful conversion measure may conceal unsuitable engagement or unclear disclosure. Risk must test the facts and operating controls, obtaining qualified compliance and legal conclusions rather than infer that a shared group brand makes every cross-business action permissible.

The executive directs a seventeen-person enterprise and conduct risk team, with an eighteen-month first agenda to establish journey evidence and group escalation. Employment is open-ended and permanent. The framework will use observed service cases, complaints and control tests alongside management metrics, giving the board a view of actual customer outcomes rather than reliance on policy statements or business assurance that referrals remain voluntary.

Within the approved delegation, the chief sets independent risk standards, prioritises control reviews and escalates unsupported conduct-risk acceptance. Product leaders own implementation, designated compliance officers interpret relevant obligations and credit specialists retain underwriting and credit methodology. Material risk appetite and customer remediation decisions require authorised executives or governing bodies. The role does not approve individual investments, own bank credit-capital models or provide legal opinions on distribution eligibility.

By twelve months, material referral and shared-service journeys should have identified conflicts, tested controls and a credible decision record for residual exposure. The following six months develop recurring outcome reviews and risk leadership across both businesses. Continuing group accountability will maintain independent challenge as propositions and channels change, ensuring attractive commercial results do not extinguish scrutiny of the customer effects and accepted governance trade-offs behind them.

What you will own

• Establish a cross-business customer journey risk map covering referrals, information use and service handoffs, identifying conflicts that disappear when the lending and distribution processes are reviewed in isolation.
• Decide conduct review priorities through customer consequence and control weakness, concentrating independent testing where incentives or shared information could distort an apparently voluntary commercial interaction.
• Govern risk challenge of referral and performance metrics, testing whether favourable conversion or complaint closure reflects a supported customer outcome rather than an incomplete view of the journey.
• Build an incentive-conflict review with business and rewards owners, exposing where targets could undermine approved conduct expectations while leaving compensation decisions with their authorised governing functions.
• Lead independent control assessment using sampled customer cases and specialist input, distinguishing factual weakness, interpretive uncertainty and risk acceptance that requires formal escalation instead of local informal agreement.
• Present group board risk papers showing conflicts, observed outcomes and residual exposure together, preserving the choices made by authorised leaders rather than offer reassurance through policy coverage alone.
• Develop conduct and enterprise risk managers through contested cross-business cases, strengthening their ability to maintain independent judgement and work constructively with product, compliance and credit owners.

Candidate qualifications

• Demonstrate CRO, enterprise risk head or comparable senior independent risk leadership in financial services, with asset-management, non-bank, wealth or related conduct exposure. Describe a customer journey whose risk was not visible in the individual product reports, the operating evidence used and the authorised decision influenced. The role requires personally evidenced executive challenge rather than broad regulatory familiarity detached from actual service outcomes.
• Bring applied knowledge of conflicts, incentives and customer information controls across distribution or financial-service operations. Relevant examples should connect commercial measures to observed customer consequences and identify the limits of policy coverage. Explain a metric or management narrative you challenged, how complaints or sampled cases altered the conclusion and which compliance or legal specialist judgement was needed before the board could assess the position.
• Show rigorous enterprise risk and control-assessment methods, including source validation, escalation and recurring outcome review. You should distinguish risk acceptance from a business preference and recognise specialist credit or investment decisions outside your remit. Describe how an apparent local agreement failed the governance test, the approval route established and the evidence retained for follow-up rather than merely moving the issue to another report.
• Establish a record of leading independent practitioners and influencing senior business, compliance and board stakeholders constructively. This group chief must sustain a difficult conduct position while developing capable managers. Provide an unpopular cross-business recommendation, your own risk contribution and how later review demonstrated whether the authorised control or outcome change genuinely addressed the exposure without suppressing relevant complaints or contrary evidence.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 11 October 2026. Mandate reference CVU-PER-2026-IND-076.