Chief Risk Officer — Fulfilment And Customer-Care System

The mandate

The platform's trust promise depends on events that cross seller, fulfilment and customer-care boundaries. A complaint about authenticity or safety may begin as a routine return; a damaged-item pattern may reflect packaging, custody, supplier quality or abuse; a refund can protect a customer while concealing repeat seller failure. Teams resolve individual cases, but material patterns do not always reach the executive who can stop selection, quarantine stock or change a control. The board wants a risk system that follows the customer and product rather than the organisation chart.

The Chief Risk Officer will provide independent oversight across marketplace, fulfilment and care operations. The remit includes enterprise risk, compliance coordination, seller and product-risk governance, fraud and abuse risk, third-party assurance, control monitoring and board reporting. Marketplace, operations and customer leaders retain first-line accountability; product-safety and legal specialists hold their established authorities; internal audit remains independent. The CRO must connect evidence, test control effectiveness and ensure residual exposure is accepted by someone with the authority to act.

This urgent replacement is not intended to create a second operating chain. The central risk team should identify material patterns, set consequence-based standards and challenge ownership. It should not approve every seller, return or customer remedy. The CRO must improve detection without encouraging teams to classify problems downward to protect their scorecards.

Scope and operating context

Based onsite in Dubai, the role reports to the Group Chief Executive and relevant board committee and influences approximately 1,675 employees and material partners across the United Arab Emirates and a wider international region. Direct capabilities include enterprise risk, compliance operations, fraud-risk governance, third-party risk and control monitoring, working closely with marketplace trust, quality, information security, finance and customer teams.

The marketplace covers categories with different consequence. An incorrect specification in a low-risk household item differs from a suspected issue involving a child, electrical, ingestible or high-value product. Fulfilment models also vary: seller dispatch, platform-held stock, cross-border shipping and partner sites create different custody and intervention options. Risk thresholds, evidence and escalation must reflect those differences.

Customer care is an essential detection layer. Contact reasons, images, refund requests, repeated delivery issues and dissatisfaction can reveal emerging harm before formal assurance does. Yet care colleagues need simple escalation and protection from pressure to close cases quickly. The CRO will ensure customer data is used proportionately and sensitive reports reach qualified review.

First-year agenda

The first one hundred days will map material trust pathways from seller admission and product listing through receipt, storage, dispatch, delivery, return, refund and complaint. The CRO will identify data breaks, access rights, investigation ownership, stock-control capability and thresholds that currently cause delay. Several recent case types will be reconstructed to distinguish isolated error, process weakness, seller behaviour and systemic incentive.

The executive will then define consequence-based risk standards. High-risk categories may require stronger seller evidence, product documentation, sampling, traceability or rapid stock intervention. Lower-risk categories can use automated monitoring and proportionate review. Standards will specify what triggers listing pause, inventory hold, customer outreach, regulator engagement or executive escalation, with qualified functions retaining final authority where required.

Fraud and abuse will be addressed across the complete flow. Seller collusion, counterfeit substitution, refund manipulation, false non-delivery, insider access and return switching can interact. The CRO will bring together marketplace, payments, operations, care and security evidence while testing controls for false positives and unfair customer or seller impact. Automated restrictions require monitoring and accountable review.

Refund and remedy governance will be redesigned to preserve both speed and learning. Customer-care teams should resolve ordinary failures within clear authority, while patterns and high-consequence signals move to specialist review without requiring the customer to prove a technical case. The risk function will verify that refunds, seller charges, inventory disposition and customer communication reconcile.

Third-party fulfilment and service providers will be assessed according to the products, data and customer outcomes they control. Contractual rights, training, audit, incident response and transition will be aligned with criticality. By year-end, the board should see faster material escalation, clearer category controls and fewer repeat failures hidden inside aggregate refund or service measures.

Leadership responsibilities

The CRO will chair the executive risk forum and provide direct, unfiltered reporting to board oversight. Papers will state exposure, evidence quality, customer consequence, control effectiveness, choices and accountable owner. Risk registers that duplicate issues without enabling decisions will be simplified.

The role will strengthen first-line accountability. Marketplace and operating leaders will own the controls created by their choices; central risk will provide frameworks, monitoring, challenge and assurance. Repeated exceptions should lead to root-cause, incentive and leadership action, not growing approval layers.

During material incidents, the CRO will ensure evidence preservation, product or seller intervention, customer remedy, specialist and regulatory coordination and board visibility. Incident learning must change admission, listing, custody, care or monitoring. A closed case without prevention is incomplete.

Measures of success

The board will review material trust incidents, time from signal to escalation, seller and product interventions, inventory quarantine or disposition, refund and complaint patterns, fraud loss, false positives and overdue control actions. Measures will be segmented by category, seller and fulfilment model to prevent aggregate performance from hiding concentrated harm.

Governance progress includes clearer first-line ownership, tested high-consequence controls, reliable customer-care escalation, better third-party assurance and reduction in repeat incident themes. The CRO will also be assessed on team capability, succession and the quality of management challenge. Low incident counts without detection evidence will not be interpreted as safety.

Candidate profile

Candidates should bring 22–28 years across risk, compliance, marketplace trust, product governance, fraud or operational leadership in retail, e-commerce, payments, logistics or consumer platforms. They must have held board-facing accountability and managed incidents that crossed sellers, products, fulfilment and customer care.

The board will seek examples of identifying a material pattern within routine refunds or complaints, applying different controls by category consequence and governing automated seller or customer restrictions. Candidates should understand evidence, custody, product intervention and remedy. Experience across multiple regulatory jurisdictions is strongly preferred.

The successful CRO will be independent without becoming remote from operations. They must act before complete certainty when harm is credible, revise decisions as evidence improves and help teams build safer alternatives. Clear writing, data fluency and calm incident leadership are essential.

Compensation and appointment terms

Base compensation is expected at AED 1,600,000–2,200,000, with annual incentive and long-term participation aligned to independent risk and enterprise outcomes. Final terms will recognise comparable platform scale, board exposure and present arrangements. Mobility and forfeited-award treatment will be considered through an individual documented process.

Confidentiality

The platform is unnamed because the succession and current trust interventions are sensitive. Detailed incident, seller and control information will be disclosed progressively after identity, conflict and confidentiality checks. Applications must not contain personal customer data, suspicious-activity records, security controls or identifiable cases from another organisation.