EVP – Risk and Resilience — Wealth Division

The mandate

A deliberate change of pace is required to deal with board concern over resilience and inconsistent first-line ownership within a privately held regulated universal or specialist bank. The immediate arena is the wealth division during a core-banking renewal. For mandate 060, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Risk and Resilience operating perimeter covers approximately ₹75,500 crore in loan and deposit book, with activity spanning several wealth division customer, product and delivery clusters rather than a single asset. The EVP – Risk and Resilience Banking remit carries direct influence over roughly 850 colleagues and third-party capacity.

The board and its investment committee want a EVP – Risk and Resilience who can convert ambiguity into a short list of explicit choices for the wealth division. The EVP – Risk and Resilience Banking seat must resolve a core-banking renewal, while preserving the underlying strengths of the wealth division. For mandate 060, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Risk and Resilience’s first year on the wealth division is expected to end with risk appetite adherence, tested resilience and faster issue closure. In mandate 060, 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 EVP – Risk and Resilience — Wealth Division seat, established because a core-banking renewal now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the wealth division, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the EVP – Risk and Resilience value-creation thesis for the wealth division, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹75,500 crore in loan and deposit book, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Risk and Resilience Banking organisation of about 850 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the wealth division economics and execution constraints created by a core-banking renewal, with EVP – Risk and Resilience-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Risk and Resilience operating review across commercial, customer, financial, people, technology and risk outcomes for the wealth division; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 060.
• Build the EVP – Risk and Resilience’s three-year succession and capability plan for the wealth division, reducing dependence on individual executives and improving mobility across the wider Banking organisation.

The first 12 months

• Days 1–90: Validate the wealth division baseline, meet the 30 stakeholders most consequential to board concern over resilience and inconsistent first-line ownership, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – Risk and Resilience portfolio and organisation choices for the wealth division, 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 division trend against risk appetite adherence, tested resilience and faster issue closure, 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 EVP – Risk and Resilience’s agreed first-year wealth division value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Risk and Resilience forecast that remains decision-useful across three consecutive quarters and reconciles the wealth division’s operating, cash, customer and people assumptions.
• Closure of the EVP – Risk and Resilience mandate’s highest-priority wealth division risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical wealth division talent and ready-now successors for at least 70% of the EVP – Risk and Resilience’s direct reports.
• A quantified EVP – Risk and Resilience-owned improvement in the wealth division operating constraint behind a core-banking renewal, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 060: 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 EVP Risk, Deputy CRO or Operational Resilience Head in a privately held Banking or adjacent enterprise. In relation to the wealth division, your EVP – Risk and Resilience track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from financial services, payments, lending, insurance or regulated fintech will be considered where the operating model, customer stakes and governance intensity match this EVP – Risk and Resilience brief.

As a EVP – Risk and Resilience candidate, you bring 22–28 years of progressive Banking or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹43,800 crore and led an organisation of at least 600 people.

For mandate 060, the board wants two transitions: a difficult wealth division portfolio choice and a leadership-system change during a core-banking renewal. As the prospective EVP – Risk and Resilience for this wealth division, you must challenge optimistic cases and still create followership. References for mandate 060 must distinguish your contribution from the institution around you.

The EVP – Risk and Resilience role in Banking is based in Hyderabad; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of EVP Risk, Deputy CRO or Operational Resilience Head, with direct exposure to a board, investment committee or equivalent Banking governance forum.
• Proven EVP – Risk and Resilience ownership of at least ₹43,800 crore and leadership of no fewer than 600 employees in a comparable wealth division context.
• One completed Banking or adjacent-sector example of board concern over resilience and inconsistent first-line ownership with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from financial services, payments, lending, insurance or regulated fintech; experience that is purely functional and lacks EVP – Risk and Resilience-level wealth division consequences will not meet the bar.
• Willingness to meet the Hyderabad location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 060.

Compensation and terms

The anticipated EVP – Risk and Resilience package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final wealth division scope and the candidate’s current mix. Any long-term participation for mandate 060 follows standard vesting and performance conditions. The EVP – Risk and Resilience appointment in Hyderabad, centred on the wealth division, 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 060.

Confidentiality

To protect the board, incumbent team and candidate, the organisation remains unnamed until a confidential conversation confirms mutual relevance for mandate 060. The operating facts have been rounded and blended expressly to remove identifying signals for mandate 060.