EVP – Risk and Resilience — Wealth Division

The mandate

A privately held wealth division is renewing its core platform while the board remains concerned about resilience and inconsistent first-line risk ownership. Business leaders treat resilience as a technology test, suppliers are assessed separately and issue closure is slow. Migration will concentrate dependency before legacy systems retire, making ambiguity unsafe.

The EVP – Risk and Resilience will oversee risk across approximately ₹75,500 crore in loans and deposits and lead about 850 employees and material partners. The remit covers risk appetite, operational resilience, technology and third-party risk, issue governance, scenarios and first-line capability. Independent risk, compliance and audit boundaries remain explicit.

Resilience begins with important customer services. Onboarding, advice, trading support, money movement and reporting depend on people, data, systems and suppliers. The executive will map tolerances across those chains and exercise failures under migration conditions.

First-line ownership needs consequences. Recurring exceptions should have named acceptance, expiry and action. Committees cannot substitute for accountable decisions. Closure evidence must prove that fixes operate after programme attention recedes.

Core renewal gates should include service, data, cyber, supplier and rollback risk. The EVP will delay progression when evidence is incomplete and explain the client and capital consequence plainly.

Risk appetite should translate into observable migration thresholds. Defect severity, reconciliation breaks, unresolved access, recovery evidence and supplier readiness need named consequences before each wave. The EVP will test whether wealth-product, credit and conduct exposure changes as workflows move. Scenario exercises will combine technology failure with market volatility or high client demand, revealing whether manual alternatives remain safe at stressed volume. Closure will use sampling and time-based evidence with proportionate independent review. First-line leaders must fund resilience in ordinary plans rather than depend indefinitely on programme budgets.

Client communication is part of resilience. Advisers and service teams need approved messages, alternative routes and authority during disruption, with priority based on vulnerability and transaction urgency. Scenario findings must change architecture, capacity, contracts or appetite. Recovery evidence covers data correctness and backlog clearance, not merely technical availability. The organisation will monitor concentration in specialist people, premises, telecommunications and market infrastructure alongside technology vendors.

Executive crisis deputies will rehearse decisions so resilience does not depend on one leader’s availability during an extended event.

Risk appetite should translate into migration thresholds. Defect severity, reconciliation breaks, unresolved access, recovery evidence and supplier readiness need named consequences before every wave. The EVP will test whether wealth-product, credit and conduct exposure changes as workflows move. Scenario exercises will combine technology failure with market volatility or high client demand, revealing whether manual alternatives remain safe at stressed volume. Closure will use sampling and time-based evidence with proportionate independent review. First-line leaders must fund resilience in ordinary plans rather than depend indefinitely on programme budgets.

Why this seat is open

This urgent new role replaces distributed ownership through a planned six-to-eight-week shortlist-to-offer process.

What you will own

• Define appetite and tolerances for important wealth services.
• Steward risk across the ₹75,500 crore loan and deposit perimeter.
• Govern renewal scenarios, migration gates and rollback evidence.
• Aggregate technology, data, people and supplier dependencies.
• Strengthen first-line ownership, exception expiry and issue closure.
• Lead 850 employees and partners with resilient leadership succession.
• Exercise severe but plausible customer-service disruptions.
• Give the board early alternatives and explicit accepted risk.

The first 12 months

In the first 90 days, map important services, tolerances, dependencies, issues and migration decisions. Meet the 30 stakeholders most consequential to resilience, including clients represented through evidence, advisers, technology, operations, suppliers and risk. Assess leaders, stabilise immediate exposure and agree board gates.

Months four to nine should exercise a severe scenario, close recurring exceptions and embed first-line risk in renewal governance. Fill leadership gaps and test a supplier or rollback path. The first value should appear in faster closure, avoided migration exposure or proven recovery.

By year end, appetite adherence, tested resilience and faster issue closure should be repeatable. Delivery must remain within 10% of baseline and forecasts should reconcile risk, service, cash and people over three quarters. Priority issues need independent proof; severe escalation cannot remain unresolved beyond 30 days.

What the board will measure

• Important services operating within tested impact tolerances.
• Renewal decisions changed through resilience evidence.
• Recurring exceptions, issue age and first-line ownership.
• Supplier, data and rollback recovery demonstrated in exercises.
• Critical-talent retention at or above 90% and ready-now cover for 70% of direct reports.
• Quantified improvement in resilience with named data ownership.

The person

You are an EVP Risk, Operational Resilience Leader or substantial risk executive with 22–28 years in wealth, banking or another regulated service enterprise.

Your accountable book, budget, P&L or portfolio has been at least ₹43,800 crore, and you have led 600 or more people. You can evidence a core migration where appetite, recovery and issue outcomes held for two reporting periods.

You can challenge first-line leaders without taking over their decisions and translate technical dependency into customer and board consequences.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. The permanent Hyderabad role is onsite and permits notice up to six months.

Confidentiality

The bank, renewal and resilience findings remain confidential. Composite facts cannot identify the client.